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Build Execution into Strategy

Build Execution into Strategy. Trent Hemann Bunde Walker James Yost. Build Execution into Strategy. A company consists of everyone from the top to the front lines All members need to be aligned around a strategy and support it; for better or worse Overcome organizational hurdles

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Build Execution into Strategy

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  1. Build Execution into Strategy Trent Hemann Bunde Walker James Yost

  2. Build Execution into Strategy • A company consists of everyone from the top to the front lines • All members need to be aligned around a strategy and support it; for better or worse • Overcome organizational hurdles • Important step in strategy execution • Attitudes and Behaviors

  3. Culture • Trust and commitment • People’s hearts and minds must be aligned with the strategy • Voluntarily taking an extra step • This challenge is amplified in a Blue ocean • People required to step out of comfort zones • Creating blue oceans requires significant change

  4. Questions and Doubts • When people are removed from the top and less involved these questions arise: • What are the real reasons for this change? • Is Top management honest when it speaks of building future growth through a change in strategic course? • Are they trying to work us out of our jobs?

  5. Fair Process • John H. Thibaut and Laurens Walker • People care about justice of process as much as the outcome • Satisfaction rose when procedural justice was used • Level playing field exists • Voluntary Cooperation • Perform to the best of their abilities

  6. Google’s “Web TV” • Offer Google TV service worldwide by next year. • Strategy Formulation • Sony first to implement • No cost to developers and no fees to content providers • Not extending advertising either • Getting its platform in as many devices as possible in the quickest amount of time

  7. Google’s Web TV • Build Trust and commitment • Within Google • Sony • TV’s • Intel • Processors within TV’s • Logitech • Peripherals for interaction with TV (Remote, keyboard)

  8. Google’s Web TV • Voluntary Cooperation • Partners • Google: Top to bottom • Exceed Expectations? • Execute fair process • Keep everyone involved

  9. The Three E Principles of Fair Process • Engagement • Explanation • Expectation

  10. The Three E Principles of Fair Process • Engagement • Involving employees that are affected by strategic decisions. • Shows management’s respect for employees and their ideas. • Sharpens everyone’s thinking and builds collective wisdom .

  11. The Three E Principles of Fair Process • Explanation • Everyone involved and affected should understand reasoning behind the final decision. • Shows that managers have considered other’s opinions • Employees trust managers intentions • Serves as a powerful feedback loop

  12. The Three E Principles of Fair Process • Expectation clarity • Managers need to clearly state new rules of game • How employees will be judged • Penalties for failure • Goals of the new strategy • Who are the new targets

  13. Google

  14. Intellectual and Emotional recognition • Emotional- valued as human beings, regardless of hierarchy • Intellectual- ideas are sought after and given thoughtful recognition • Google Perks

  15. Importance of Trust • Eagerness to trust and cherish the individual and have deep confidence in their knowledge • If recognized, employees will work harder and are willing to share ideas to confirm their intellectual worth • If treated with emotional recognition, emotionally tied to strategy, give it their all • “At Google, we know that every employee has something important to say, and that every employee is integral to our success.”

  16. Voluntary Involvement • People will apply knowledge and expertise voluntarily • If employees ideas are not valued, they will hide them or sabotage other ideas • Push for roll backs, if 3 E’s not used because of a lack of trust

  17. Importance of “Intangible capital” • Commitment, trust and voluntary engagement= intangible capital • Fosters confidence in others • Act in interest of company, not self interest • Stand apart in speed, quality and consistency • Culture of innovation

  18. How to accomplish Trust, Commitment and Voluntary Cooperation (Take Aways) • Do not separate strategy formulation from execution • Implement fair process • People realize compromises and sacrifices will be necessary • See long term benefits of short term sacrifices

  19. Sources • http://www.google.com/intl/en/jobs/lifeatgoogle/index.html • http://www.bloomberg.com/news/2010-10-30/google-alcoa-ceos-urge-more-spending-on-innovation-to-compete-with-china.html • http://www.betanews.com/article/Google-aims-for-Apple-with-Web-TV-launching-worldwide-by-2011/1283886535

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