3 basics of strategy execution & adoption · at a high-level, what is the scope of this...
TRANSCRIPT
3 Basics of Strategy Execution & Adoption
September, 2019
MBI – GP Strategies Company Confidential
Introductions
Erica M. TetuanChange Management Practice Lead
Agenda
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• Getting Clear on Intent
• Garnering the Right Support
• Planning for What Might Go Wrong
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What are your biggest barriers
when driving strategy adoption?
Poll
5
Getting Clear on Intent
Question: Things to consider when writing answers:
At a high-level, what is the scope of this initiative?
What are we trying to solve? What current or anticipated problems do we have and don’t want?
What do we want but don’t yet have? Why is this solution or set of solutions the right answer versus
other means of getting there? What aspect of the strategy does it support?
What is it?
Why?
Why now?
What if we don’t do this?
What’s changing?
What specifically is the driving factor for doing this now versus a year ago, next year, etc.?
If we continue to do what we’ve always done, what will that lead to? What are the implications of not
taking on this effort now? Will the problem get worse? What opportunity will we miss?
How will the future state differ from the current state (e.g., results, processes, behaviors, mindsets)?
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Do you do an excellent job
aligning on strategic intent?
Yes / No
Poll
7
Identify which leaders need to support the initiative
• Think directly and indirectly
– Which business units actually have to make a change
– Which business units have to support the change
Assess if those leaders support the change
Assess each leaders’ aptitude for being an engaged
advocate for the change
Ensure each leader whose support you need for
success is on-board and engaged prior to go-live
Garnering the Right Support
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Sponsorship Alliance Assessment Map
CEO
EVP Operations
VP
VP
VP
EVP Technology
VP
VP
EVP HR
VP L&D
VP HRBP
EVP Finance
VP
EVP Supply Chain
VP
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Do you assess and map out your
sponsor alliance?
Yes / No
Poll
10
Predictive Planning
PreMortem1
1Klein, G. (2008). Performing a Project Premortem. IEEE Engineering Management Review, 36(2), 103-104. doi:10.1109/emr.2008.4534313
Process for identifying the causes of failure before they occur
Stakeholder Engagement
Develop and execute mitigation strategies
Pretend the initiative has failed
Generate all of the reasons for failure
Rank them from most likely to occur to least likely to occur
Rank them by level of business impact
Work directly with
end users during
solution design
Ensure the design
solves business,
stakeholder, and
customer
problems
When you
have to take an
unpopular decision
use that data for
an informed
rollout plan
Use social and
emotional
intelligence to
predict points of
resistance
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Do you engage in tactics to help
predict and mitigate failure
before go-live?
Yes / No
Poll
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Erica M. TetuanChange Management Practice Lead