- Implementation is about taking the right action to create an outcome which would not have otherwise occurred.
Every strategy must have objectives, every objectives must have a measure and every measure must have an action
- Successful strategy execution requires a rigorous confrontation of reality.
Don't walk out of a meeting without assigning a name to every item that needs follow-up.
- When communicating upwards use numbers and facts. When communicating down use stories and examples.
The right metric drive the implementation and track its progress.
- Absolutes of life – death, taxes and that whatever you planned in the boardroom will not work in implementation.
Money is the most expensive way to motivate people.
- A good predictor of successful implementation is the general quality of cross-functional relationships in the organization.
While strategy is designed at the top of the organization chart, it gets implemented from the bottom up. Effective communication fills the gap, brings the two together and engages people.
- Airtime is everything. Reinforce your strategy messages in everything that you do. Use every ad, press release, store, package and event to tell your story.
Make a list of the people who could legitimately stop the strategy taking off. Talk to them. Explain why there is a new strategy. Try to convince them and give them responsibility and make sure you spend more time with those who support the implementation.
- Don't hold meetings longer than two hours. (Otherwise they're workshops, which require more planning).
A good business scorecard can be reversed engineered to tell the strategy story.
- You design strategy from the top and you implementation from the ground.
Argue forcefully against your most dearly held hypotheses. Only then will you know if they stand up to scrutiny.
- Don't rely on words alone when thinking. Bring your thinking to life by creating an exhibit or use diagrams or prototype ideas.
Make decisions, right or wrong. There's nothing worse than waffling. And then learn from the experience.
- Do something different and unexpected. Keep people on their toes.
Point is not to grow but focus on ROIC – grow is easy HALF your price!
- The average CEO, according to one survey, spends 20 hours/week of his time on outside activities. 17 hours/week preparing for meetings. He works an average of 61 hours/week so that leaves only 23 hours for everything else!
Happy Customers pay bills 45 days in advance of unhappy customers
Peter Drucker, HBR What Makes an Effective Executive, June 2004
- They asked, “What needs to be done.”
- They developed action plans.
- They took responsibility for decisions.
- They took responsibility for communicating.
- They were focused on opportunities rather than problems.
- They ran productive meetings.
- They thought and said “we” rather than “I.”
- Number one best practice of an effective leader is - follow up.