The Strategy Execution Barometer - the performance factory

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The Strategy Execution Research Report 2009 | 2010 Unfortunately not. The study clearly show that skills development is an is- sue. In fact, it’s a major one, as training, coaching and other development- related actions receive poor scores within most of the 1100 organisations. 28 percent of all respondents don’t even offer development support for basic skills – those that should belong to the repertoire of any manager. One other striking fact: 40 percent of all participants don’t evaluate the busi- ness impact of their development effort. This gives you a view on the bad perfomers. But what about the secret of the best-in-class? Well, top performers in the ‘skills building’ category set themselves apart by constructing strong, long-term development foundations in their organisation. They approach skills improvement as a marathon, not a sprint. Their foundation building focuses on the following 6 fundamentals: 1 2 3 4 5 6 Link skills development with the overall strategy. Manage the development portfolio – the collection of all development actions within the organisation. Design world-class learning interventions. Execute flawlessly. Set development objectives for everyone in the organisation. Measure success. 03 The Strategy Execution process often fails. The Strategy Execution process is your highway to performance. To be more precise, you should picture your Strategy Execution process not as a single street but as a network of unique roads – smaller and larger ones – all interlinked together. And the roads carry names like ‘strategy review process’, ‘initiative management process’, ‘coaching process’, ‘individual objective setting process’ and so on. And all of these processes, and the interaction between them, are vital to your execution success. Here are 2 striking results. Almost 20 percent of all managers – the key people involved – cannot explain the implementation process and 25 percent believe that their execution job is made more difficult due to the complexity of the processes. To join the Strategy Execution elite – the best-in-class – organisations need to overcome the following 9 bottlenecks: 1 There is too much complexity. 2 Managers don’t understand the process. 3 Clear ownership is lacking. 4 The process and improvement actions are not visible on the executive radar. 5 Managers fear proposing, and making, changes. 6 The process isn’t adapted to the needs of the organisation. 7 The quality of the process isn’t measured. 8 One part of the process gets all of the attention, and others none. 9 It’s too expensive. © the performance factory | it’s all about strategy execution Not For Distribution • Licensed Material 12
The Strategy Execution Research Report 2009 | 2010 Example figure Scores for strategy communication 6% 9% 3% 4% 1% 2% 2% 3% 3% 4% 11% 11% 1% 1% 1% 2% 2% 3% 1% 4% 8% 7% 9% 5% 5% 6% 4% 6% 5% 4% 4% 7% 8% 8% 10% 11% 11% 13% 12% 0% 3% 6% 6% Market data – a sneak preview of strategy communication 01 Detailed scores for strategy communication 8% Strategy communication is one of the 8 Strategy Execution dimensions that we have analysed. The scoring ranks from best-to-worst. II.16. When I communicate the strategy myself, I leave time for questions and discussion II.13. I explain to my team how we will reach the objectives that have been set 10% II.12. I also communicate strategic initiatives to my team 10% II.11. I myself communicate our strategy to my team 11% 30% 44% II.9. The company’s strategy has been communicated to me in a variety of ways (e.g., e-mail, live presentation, intranet, brochure, etc.) 37% 16% 29% 39% II.10. Our CEO or top executive(s) are sufficiently involved in communicating the overall strategy 12% 19% 34% 47% 33% 46% 31% 45% II.22. I would be able to explain my company’s strategy to a neighbour if I wanted to 13% 34% 37% 37% II.17. I find information that is directly relevant to me in the communication of the overall strategy 15% 38% 38% 31% 30% 41% II.14. I feel the communication of my company’s strategy is handled in an open way 35% 29% II.21. When I ask for further information or when I pose a question, I receive an individual response 20% 32% 24% II.15. There is time for questions and discussion when our company’s strategy is presented 18% 34% 25% II.20. I receive information about the strategy as soon as it is available in the rest of the organisation 18% 32% 24% II.18. I receive useful information regarding the strategy of other departments or units 25% 30% 17% II.19. I also receive information about the strategy process (e.g., method of formulation, intentions regarding updates, ways it will be monitored, etc.) 21% 27% 23% 17% II.23. I am asked for feedback regarding whether I understand the company’s strategy or that of my unit or department 22% 18% Strongly disagree Moderately disagree Slightly disagree Slightly agree Moderately agree Strongly agree © the performance factory | it’s all about strategy execution Not For Distribution • Licensed Material 13
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