Execution: The Missing 98% of Business

Execution: The Missing 98% of Business

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  2 New York 1900 NewYork 1913
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  3 How most peopleare dealing with this!
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  4 Culture Where BHAG Core Values Who Core Purpose Why Vision AnAccident Free World By 2020 No one will die in a new Volvo
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  5 26 To Define HowThe World Is Energized Core Values Fit Example of a “well known” firm’s values: ● Communication ➢ We have an obligation to communicate. Here, we take the time to talk with one another and listen. We believe that information is meant to move, and that information moves people ● Respect ➢ We treat others as we would like to be treated ourselves. We do not tolerate abusive or disrespectful treatment ● Integrity ➢ We work with customers and prospects openly, honestly and sincerely. When we say we will do something, we will do it. ● Excellence ➢ We are satisfied with nothing less than the very best in everything we do. We will continue to raise the bar for everything we do. We will have fun discovering how good we can be ● A Good Bugger is someone who: ● is fun to be with; ● puts their people first; ● is a leader; ● plays above the line; ● is innovative and provides excellence; ● is committed to satisfying. To get everyone home safely each night. Fair days pay for a fair days work. Promote Isaac’s positively. Do it right first time. Don’t take the piss.
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  6 Where BHAG Core Values Who Core Purpose Why Vision STRATEGIC INTENT Courage
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  7 “If your customerdoesn’t have a problem GIVE THEM ONE!
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  8 How Obvious areyou Strategic Focus What do your target customers value most? Value Differentiation (Generic Strategy) Company examples Consistency Speed Repeatable Operational Excellence Walmart, McDonalds, Southwest Airlines State of the art Products and Services Product Leadership Apple, Nike, 3M Customised products Personalised solutions Customer Intimacy McKinsey, IBM If a customer doesn’t have a problem give them one! Functional Economic Emotional “What we sell is the ability for a 43-year-old accountant to dress in black leather, ride through small towns and have people afraid of him.” - John Russell, Harley-Davidson, VP
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  9 The Business ExecutionExperts ™ Transform Your Business Potential into Extraordinary Results The Business Execution Experts ™ Transform Your Business Potential into Extraordinary Results
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  10 The Business ExecutionExperts ™ Transform Your Business Potential into Extraordinary Results HIGH PERFORMANCE LEADERSHIP Self Leadership - Personal Values - Authenticity - Self Confidence - Being Grounded - Being Self Aware Leading Teams - Integrating individuals to achieve a common purpose. - Balancing Individual, Group, & Task needs - Resolve conflict - Measuring performance Leading Leaders - Leading through others, trust & delegation, - Grow & Coach Leaders - Generating org. capability - Integrating teams Organisational Leadership - Creating vision, strategy, alignment & engagement, - Navigating ambiguity & change - Policy, Systems & Processes - Organisational performance - Leading the SLT Governance - Oversee: CEO, Strategy, Performance & Risk, Finance, Brand Listening Listener or Talker? Talking
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  11 Care more abouttask or people? Task People Listening Talking Task People ompliance Steadiness Influence Listening Talking Task People Precise Perfectionist Objective Creates / follows rules Logical Formal Disciplined Structured Strong-willed Competitive Fast decisions Independent Self-confident Results focus Big picture focus Steady Reliable Calm / Patient Builds trust Deliberate & systematic Careful Considerate Understands others Good listener Sociable Talkative Open Friendly Enthusiastic Persuasive Animated Positive Excited Listening Talking Task People Bogged down in details Criticises Risk averse Only listens to facts / evidence Not concerned by other’s feelings Withdrawn / overly formal Unemotional Does not express opinions / just facts Domineering Demanding / aggressive Blunt Think their opinion = fact Impatient / gets bored easily Interrupts / impolite Selfish / not team player Forgets the details / not thorough Not persistent Emotional Avoids conflict Talks about themselves Doesn’t listen Disorganised / Error prone Avoids unpleasant subjects Gets bored with routine Over commits Resists new ideas Bureaucratic Stubborn Very opinionated Doesn’t initiate Overly cautious Resists change Fears: Being wrong Dislikes: Surprises / Disorganisation Under Pressure: Overly critical Fears: Loss of security Dislikes: Dishonesty / Impatience Under Pressure: Too willing / over commits Fears: Losing Control Dislikes: Indecision / Inefficiencies Under Pressure: Win-lose / Selfishness Fears: Being rejected Dislikes: Boredom / Routines Under Pressure: Becomes disorganised TalkingListening IS Task People DC Fears, Dislikes, Stress Response DISCIPLINED EXECUTION
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  12 90% of strategiesfail due to poor execution Quarterly Weekly Those who plan the fight don’t fight the plan
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  13 Law of diminishingreturns Only 15% of employees know their company’s top priorities Even worse, only 6% know their own individual priorities Source; Stephen Covey and Bob Whitman in 2009 - Predictable Results in Unpredictable Times 32% of employees doubt there is a plan at all Source; Department for Business, Innovation and Skills (Bis). Only 27% believe they are fully prepared for the challenges they will face this year. Source; Department for Business, Innovation and Skills (Bis).
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  14 Act on theLead Measure
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  16 The Business ExecutionExperts ™ Transform Your Business Potential into Extraordinary Results The Business Execution Experts ™ Transform Your Business Potential into Extraordinary Results Out there in some garage is an entrepreneur who's forging a bullet with your company's name on it. You've got one option - shoot first! [email protected] resultsgroup.biz