7 simple stories of building ‘making-it-happen’ organization its a paradox that while execution...
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7 Simple Stories of Building ‘Making-it-Happen’ Organization
Its a paradox that while Execution is the weakest link in corporate success, it has not emerged as a management-discipline in it own right.
Its a paradox that while Execution is the weakest link in corporate success, it has not emerged as a management-discipline in it own right.
Conducted for LMA– Jan 06, 2012
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Minimizing ‘Follow-up’
People waste 10-35% of their time, doing follow-up. What if you do not have to?
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What was done?
Laid out ‘No Follow-Up’ expectations from ALL employees & managers (1 day)
Had a brief session with employee every week on key tasks to be completed
Agreed on when and in what situation employee will provide an update on progress/completion
Even if was not getting done in time, manager was expected to know it before the deadline
Manager had to hold-back the ‘compulsive follow-up’
Time- 9 months of persistence.
Benefits
Better planning and clarity
Sense of ownership & accountability at all levels
People respecting deadlines
Reducing time in Follow-up from ~20% to ~5%
Minimizing ‘Multiple Accountability’ and ‘Upward Delegation’
If there are two people are responsible for something, it will not get done
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What was done?
Laid out ‘there is only one person responsible for a task’ to ALL
Trained & coached people on how to get things done with & through others
Minimized Follow-up
Empowered the person accountable to co-ordinate & drive everyone including the manager
If there is a conflict or issue, the person to gather all involved and drive decision with manager
Time- 9 months of persistence
Benefits
A higher sense of accountability
Manager become a support and not a driver
Reducing time to co-ordinate and arbitrate down by 50%
Making People ‘Think on their Own’
When people ‘think on their own’, ‘they do on their own’
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‘What will you do if you were me?’
‘What are top-3 things you would like to change, if its your company?’ What can you do about it?’
What do you think is expected to happen? What should we do about it?
Improving an Employees Self-Reliance Right questions to ask
Doing HR basics very well
80% of employee performance and motivation is to be good in fundamentals
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Strengthening the Core- HR Engine
Performance PlanPerformance Plan
GoalsGoals
BehaviorsBehaviors
Self-DevelopmentSelf-Development
Honest Performance Feedback- Online and
Quarterly
Honest Performance Feedback- Online and
Quarterly
What was done?Complete HR Engine (manual/templates/Training..)- 30 daysSetting everyone’s goals-behaviors-Self Development- 30 daysQuarterly Persistence on Feedback and Appraisal
What was done?Complete HR Engine (manual/templates/Training..)- 30 daysSetting everyone’s goals-behaviors-Self Development- 30 daysQuarterly Persistence on Feedback and Appraisal
Sales Activity-Productivity- Performance Engine
If we know ‘what?’ Of sales person’s activity, consistency and intensity, one can guarantee that sales will go-up
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Strengthening the Core- Sales Productivity Engine
Daily Work Management/ Activity/Productivity Norms
Daily Work Management/ Activity/Productivity Norms
Leads Management Process
Leads Management Process
Daily-Weekly Sales Activity Data
Daily-Weekly Sales Activity Data
Sales Activity-Productivity-
Performance Review
Sales Activity-Productivity-
Performance Review
Support-Train-Coach-Drive Week After Week
Support-Train-Coach-Drive Week After Week
What was done?Complete Sales-Engine (Process/templates/Training/Reports)- 45 daysAchieved smooth activity data- +90 DaysPerformance Review and Productivity Increase- +90 days
What was done?Complete Sales-Engine (Process/templates/Training/Reports)- 45 daysAchieved smooth activity data- +90 DaysPerformance Review and Productivity Increase- +90 days
Resilience Test
Real-Ideas of Cost-Savings Come, When you do not have the Money
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Resilience Test- What will we do if we have 25% less money?
Cleared two big inventory blockage points
Cleared two big inventory blockage points
Put five vacant properties on rent
Put five vacant properties on rent
Consolidated OfficesConsolidated Offices
Quickened Invoicing and Reconciled Accounts
Quickened Invoicing and Reconciled Accounts
Consolidated Sales Travel
Consolidated Sales Travel
What was done?Total Actionable Ideas Identified- 15 (resilience test passed)No. of ideas actioned immediately- 5Cost-Saving 12% over 6-9 months
What was done?Total Actionable Ideas Identified- 15 (resilience test passed)No. of ideas actioned immediately- 5Cost-Saving 12% over 6-9 months
Managing the Real World
By Recognizing ‘uncertainty’, you will have greater ‘certainty of success’
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Have we validated our assumptions?
What are early warning signals on key assumptions we have made on customer-market-price- tariffs?
What will be our measures, how will be report our performance and when will we have red-alert?
What if competition reduces price OR input cost goes up? How will we maintain the flexibility of margins?
What are minimum core capabilities needed to achieve our plan, and how they can be deployed in time?
What are the five internal things we have to do very well? How are we ensuring that we will do it?
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When you create a plan- think-through ‘Can and How will you Execute it?’
Thank You
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