Andrew MayoAndrew MayoProfessor of Human Capital Management, Professor of Human Capital Management,
Middlesex UniversityMiddlesex UniversityDirector, Mayo Learning InternationalDirector, Mayo Learning International
1963
+1987 - 1995
1995 - 2010
&
Why help with ??
• Helping Good Friends, especially in Finland
• Love of books
• Admiration of those who write them and share their ideas and knowledge
• Long Term Interest in Strategy Implementation and the dynamics of change
Some Observations onSome Observations on Strategy ImplementationStrategy Implementation - why does it go wrong?- why does it go wrong?
• Mismatch between dreams and resources – trying to do too much
• Inability to say “no” and stop things
• Failing to identify “USP”s and maximise them
• Not seeing strategy “as learning” (Arie de Geus) and being sufficiently agile and adaptable
• Mismatch between the CEO agenda and the long term interest of the organisation
• Unwillingness to learn from predecessors and the past
Some Observations onSome Observations on Strategy ImplementationStrategy Implementation - why does it go wrong?- why does it go wrong?
• Failure to articulate an inspiring vision
• Failure to take the time to harness the hearts and minds of employees
• Imposing a new strategy onto an alien corporate culture
• Mismatch between strategy and personal targets/rewards
• Failure to recognise local cultural constraints
• Failure to ensure systems and processes are aligned with the strategy
A few of the things I like about A few of the things I like about
• the collective strengths of a team to get strategy and its implementation effective (chapter 1 p29)
• how the “hardware” of the written strategy must be matched by “software” of leadership, values and behaviours (chapter 2 p 44)
• The compilation of a “strategy execution index” to be used at regular intervals (chapter 3 p 62) • “agility is an environment not a methodology” (chapter 4 p 76)
A few of the things I like about A few of the things I like about
• “communality is power” (chapter 5 p 89)
• the comprehensive description of action learning (chapter 5 pp105-108)
• the benefits that can come from “change resistance” (chapter 6 p 124)
• how to be an effective “MaC” (chapter 7)
• 25% of manager’s learning comes from “hardships” (chapter 8 p 166)
• all the diagrams!
Sinun täytyy lukea se itse! Mukavia lukuhetkiä!
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