The Language of Strategy 2 Execution

Better Execution: Change Your Strategy? [Part 1]0
ronald.lamb posted in Execution of Strategy, Challenges, Performance Improvement, Organization Change, Expectations, Improving S2E (Strategy to Execution), Life Lessons & Execution, Strategy on September 20th, 2006

Rob May of BusinessPundit.com, poses a really interesting question in a Blog posting.

““Does Change Help Link Strategy and Execution?”

He’s curious about how companies can improve the link between the two. The key question he poses is:
By consistently changing your strategy, do employees become more focused on the execution of it? Do changes in strategy lead to better execution?
I’m going to give my response to his interesting question in three parts.

Part 1:

• Too frequent change in strategy hurts execution success.

Part 2:

• Employees don’t become complacent about execution due to infrequent change in strategy.
• You can’t master a strategy.

Part 3:

• A famous Harvard University study, known as the Hawthorne Effect, may actually suggest that you can get better execution if you change strategy often.

Part 1

“By consistently changing your strategy, do employees become more focused on the execution of it? Do changes in strategy lead to better execution?”

This is a great question. It may seem like the answer is straight forward, but there is an interesting wrinkle based on a famous, Harvard University study. I’ll return to this study after reviewing the obvious response. I think most people would immediately answer that changing the strategy frequently will lead to poor execution. Here’s are some reasons why:

1. Uses up key Resources: Creating a coherent strategy is management intensive work. It eats up leadership time and focus. Refinement of a strategy is fine since it supports existing momentum. Changing strategy requires serious analysis, building of the end state and all the efforts necessary to gain agreement, communicate it, and build the plans to achieve it. Execution suffers due to management focus on the strategy rather than execution.
2. Wait and See: Critical work and decisions get delayed during strategy formulation work, as employees “wait and see which way the strategy goes”. “There is no reason to start some critical initiatives if they are associated with the new strategy, is there?” Execution gets delayed.
3. More Project Start-up Time: In many organizations a large majority is project oriented and doesn’t know what the strategy is. What they want is a good definition of the project they’re supposed to accomplish. Changing strategy means changing requirements. Execution suffers as projects associated with the former strategy have to get turned off and project resources released. New projects take time to get started as resources become available. Value isn’t achieved until the project team is providing deliverables that combine with other projects to create value. Execution suffers.
4. Feeling that You’re Delivering Value is Destroyed: Teams like to accomplish their project scope, on-time, on-budget. It’s what they get rewarded for. Changing people’s projects regularly doesn’t let them accomplish much. It is hard to be proud of being part of continuously partially completed projects. Execution suffers as team member’s sense of the value of accomplishment is destroyed.
5. This Too Shall Pass: When strategy changes frequently, it is tough to measure people and the value they are delivering. They start to understand that they’re not measurable. They realize that management has no ‘stick-to-it-ness’. People nod at all the right places when asked to change, but then do nothing. No one will check and they believe any change won’t be sustained anyway. It will go back to business as usual. “This too will pass” becomes the reaction to requests to change.

Part 2 Continues tomorrow.

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7 Steps to Eliminate Your Organizations’ Sacred Cows0
ronald.lamb posted in Execution of Strategy, Business Transformation, Challenges, Organization Change, Getting Everyone on the Same Page, Improving S2E (Strategy to Execution), The Language of Strategy to Execution on September 12th, 2006

The University of Michigan, surveyed 308 executives during 2005 on the variables that were most likely to derail their strategy. The variable chosen most frequently, by 38% of the respondents was, was “their Company’s Past / Habits”. That seems to suggest either an unwillingness or lack of a capability to address these habits. In many organizations these are also called the sacred cows or “the elephant in the room that no one wants to talk about’’.

Jim Collins has it right in his best seller “Good to Great”. One of the most important habits for a great company is to “Face the Brutal Facts”. One set of facts that few mature organizations face is the entrenched habits that hold them back from high achievement.

It is absolutely possible to change deeply entrenched organizational habits. I worked with a business unit of a large firm that needed to address this issue head-on. They were given five years to achieve a production target well above their historic ability, or risk being sold. They desperately needed to depart from their past, from the habits that had held them back.
They were going to need everyone’s maximum effort to achieve the target. That meant ensuring that everyone was on the same page, committed to the same objectives. We decided to identify to the whole management team what we believed were the problem habits and how they were directly linked to achieving the targeted outcomes. We then showed the actions we wanted people in the organization to take. In many cases this meant changes to deeply rooted leadership practices. The top leadership team had to lead by example. The process gave license to all of the team to ‘correct’ their peers when they were using behaviors that propped up the old habits.

They also embraced a reporting mechanism that would provide the full organization with visibility on progress. It showed that the leadership was serious about change.

The result was a great success. It was especially rewarding to hear the team formally declare when any of the ‘bad’ habits was sufficiently eliminated. It was then removed as a risk to success on the execution roadmap.

The method can work for any sized organization. To achieve the same result here are seven steps to follow;

1. Identify the habits you’d like to change (free flowing interviews using a trusted third-party works best),
2. Identify the root cause of the habits (to ensure you don’t just end up hiding the symptoms),
3. Put in place outcomes and associated initiatives to remove the cause of those habits.
4. Structure a logical diagram to communicate the links between the main program’s targeted outcomes, the habits you want to remove and the root causes.
5. Put in place a way to track change efforts on the root causes. A modified cause/effect diagram also known as a fishbone diagram works well.
6. Start by coloring the text for all the identified ‘bad’ habits and route-causes in red. When you start working on improving any of them, change the appropriate text colors to orange. When you agree that the cause / or symptom is sufficiently removed, color the text in green. It should also allow you to identify reduction in the visible symptoms that the organization has for so long associated with those habits.
7. This should provide a real sense of accomplishment. Celebrate successes. You should notice fewer grumblings about ‘we’ll never be able to get it done’. It shows the organization;
   • you understand what the barriers are,
   • that they are true impediments to success,
   • that actions are in place and
   • you recognize when there is real improvement.

Feel free to contact me if you’d like further information by using the comment link on this posting.

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