Most frequently requested interventions
Improve, renew, and innovate faster? These are the most frequently requested interventions from Strategy = Execution.
Organizations that excel in strategy execution enjoy a three-month advantage in lead-time-to-execution and save 50% in total execution and innovation process time. They achieve 15 to 25% more of their goals. And these organizations increase their strategy execution capacity year after year, because they use a single language and method for the essentials of modern strategy execution.
By selectively picking the right critical change initiatives in your portfolio and working with agile and powerful execution coalitions, you can achieve a real breakthrough in execution.”
– Cees de Wijs, CEO Division Infrastructure VolkerWessels – Cees de Wijs, CEO, Dynniq
The eight most requested interventions
The most frequently requested interventions based on Strategy = Execution:
Strategy Acceleration Sessions
Goal: to concretize strategy, answer outstanding questions and test assumptions; to get from an abstract strategy to an executable one.
A good strategy answers the following questions in clear, qualitative and quantitative terms: Which markets and customers do we want to serve? Why would we be likely to succeed there? By offering which products, services and value? Using which revenue model? What is our UVP? What demands does this put on our business model, and hence, on our processes, structure and governance, competencies and culture, technology and data management, and knowledge? Which portfolio of change initiatives do we need to execute this strategy?
Goal: to make smart choices in an ambitious yet feasible change portfolio.
Experience has shown that 33% of most change portfolios are in fact day-to-day tasks on the Running the Business side of strategy execution. Another 33% have an incorrect and/or overlapping mandate and/or scope, while 10% are zombie projects—in other words, projects that have become more or less permanent, and were started so long ago that no one remembers why. Did you know that 80% of organizations have bulging change portfolios, containing as much as 60 to 150 projects? Talk about setting yourself up for disappointment…
In a carefully considered selection process, you define a widely-supported change portfolio of initiatives and select your 9 most critical projects. You describe each of these in detail on a single page and on the second page, you specify the execution coalition needed to execute this initiative. This is the group of people who are going to assume ownership for the execution of the initiative and for the realization of its benefits. This frees up resources and gets all key actors to focus on the project and believe in its doability. The intervention includes a ‘to don’t’ list.
Change Portfolio Management: purge, select and balance your change portfolio
Breakthrough: facilitate your 3 most critical initiatives (‘change begets change’)
Goal: to achieve tangible results in your top 3 critical initiatives.
1. it’s perfectly clear why the issue is so important
2. a breakthrough is achieved—typically by implementing three solutions fully instead of five halfheartedly
3. the first shot lands on target—because you often get only one shot
4. every key player personally checks in at a psychological level—people’s hearts need to be in it
5. the change is secured
6. the benefits are measured and the necessary adjustments made
7. lessons are learned.
Goal: to become a more flexible, efficient and effective organization by using just one language and method.
Action- Based Learning in the Strategy = Execution Masterclass
Organizations that excel at strategy execution have chosen a single language and method for the essentials of strategy execution appropriate to their line of business and organization. Not only does this increase their effectiveness in executing change initiatives, it also boosts their strategy execution capacity year after year.
Click here for more information on the masterclass.
Masterclass: a single language & method
Benefits realization management & monitoring
Goal: measuring whether you are achieving what you set out to achieve.
Appeal: Communicate, Test and Enrich Your Strategy
Appeal: communicate, test and enrich your Strategy
Activate: foster true ownership through execution coalitions and psychological check-ins
Goal: to inspire key actors to willingly take responsibility for an intiative, to ‘want to’ rather than ‘have to’.
Goal: to organize strategy execution as a continuous process, structure, form of governance, set of resources, conduct and knowledge.
Who can keep track of it all? That is not to say that any one of these structures is the one and only, but clearly there is a need for rationalization and coherence. You have to consider all these structures and decide which need to be centralized and which decentralized—in the heart of the various divisions and business units.