Strategy = Execution

Name: Strategy = Execution | Faster Improvement, Renewal, and Innovation in the New Economy
Brand: Management Impact Publishing
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Faster Improvement, Renewal, and Innovation in the New Economy

Jacques Pijl(Author)

Management Impact Publishing

Published on 1. March 2020

325 pages

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978-94-6276-353-1 (ISBN)

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Content

Cover Page
Title Page
Copyright
Dedication
Table of Contents
Preface
1 Introduction: Effectiveness, Agility and Speed are Key in Strategy Execution
1.1 Today's No. 1 Challenge is to Innovate Faster
1.2 Organizations Suck at Strategy Execution
1.3 The New Normal
1.4 Digitalization Drives Innovation
1.5 Uncertainty Galore
1.6 The Last Competitive Edge
1.7 Methodology
2 A Modern View of Strategy Execution: Six Success Factors
2.1 Success Factor 1: Identify and Execute 3 Types of Change
2.1.1 Excellence in strategy execution follows from excellence in Running and Changing the Business
2.1.2 Demystify 'change' and differentiate three types
2.2 Success Factor 2: Resist One-Sidedness
2.2.1 Effectiveness and agility before perfectionism
2.2.2 Soft is hard and hard is soft: Balance is everything
The Strategy Execution & Change Accelerator-SECA.NU
2.2.3 Strategy execution is a process like any other
2.3 Success Factor 3: Disrupt or Be Disrupted
2.3.1 Defining your digital strategy and value propositions
2.3.2 Stop looking at your customers in cliché ways
2.3.3 Navigating by means of digital structure and agile management
2.3.4 Developing new capabilities and a high-energy culture
2.3.5 Two- track technology
2.3.6 Lastly: Startups are not as far ahead as you think
2.4 Success Factor 4: Emphasize Who over Why, How and What
2.4.1 The right person for the right job
2.4.2 Strong business case for engagement
2.5 Success Factor 5: Make Strategy Execution Your No. 1 Priority
2.5.1 Strategy execution is a discipline in its own right
2.5.2 Magic and demystification in change leadership
2.5.3 Continual alignment
2.6 Success Factor 6: Go for 20% Strategy and 80% Execution
2.6.1 Reversing how time and money is spent
2.6.2 Standardization, discipline, rhythm and excellence
3 The Strategy = Execution Model: The How-To
3.1 The Four-Accelerator Framework: CHOOSE, INITIATE, HARVEST, SECURE
3.2 Four Accelerators and 16 How-To Building Blocks
Accelerator 1: CHOOSE
Accelerator 2: INITIATE
Accelerator 3: HARVEST
Accelerator 4: SECURE
3.3 Every Building Block Can Be Used Independently
3.4 Using the Strategy = Execution Model Dynamically
The Foldout
3.5 Distinction Between Strategy and Execution
4 Accelerator 1: CHOOSE
4.1 Building Block 1: AMBITION
4.1.1 Determine your mission, vision, values, and the Big Why
4.1.2 Take a critical look at your point of departure
4.1.3 Carry out in-depth analyses
4.1.4 Safeguard the preconditions
4.1.5 Ensure agility
4.1.6 Check for coherence
Successful Application of Building Block 1, AMBITION
4.2 Building Block 2: SELECTION
4.2.1 Purge your portfolio
4.2.2 Balance your portfolio
4.2.3 Plan and organize each initiative
4.2.4 Take a two-track approach
Successful Application of Building Block 2, SELECTION
4.3 Building Block 3: APPEAL
4.3.1 Tone from the top: Live the strategy
4.3.2 Review and enrich your strategy
4.3.3 Tell your story
Successful Application of Building Block 3, APPEAL
4.4 Building Block 4: ACTIVATION
4.4.1 Assemble a leadership team based on your goals
4.4.2 Distinguish between Execution and Benefit Ownership
4.4.3 Launch the Execution Coalition
4.4.4 Execution Coalition: Lay the foundation for Execution and Benefit Ownership
4.4.5 Assess soft execution and change capacities
Successful Application of Building Block 3, ACTIVATION
Useful Tips From Successful Leaders
5 Accelerator 2: INITIATE
5.1 Building Block 5: MUST-HAVES
5.1.1 Answer the small why and outstanding questions
5.1.2 Identify the main issue
5.1.3 Choose an appropriate method and expertise
5.1.4 Analyze
Successful Application of Building Block 5, MUST-HAVES
5.2 Building Block 6: BREAKTHROUGH
5.2.1 Methodical steps
5.2.2 Systematically gather ideas
5.2.3 Identify your breakthrough customer value proposition
5.2.4 Design, redesign and simplify
5.2.5 Assess the implications for your organizational structure
5.2.6 Design the soft side
5.2.7 Create a business case and set goals
Successful Application of Building Block 6, BREAKTHROUGH
5.3 Building Block 7: EXCELLENT START
5.3.1 Start executing
5.3.2 Carry out the first execution wave
5.3.3 Foster new work habits
Successful Application of Building Block 7, EXCELLENT START
5.4 Building Block 8: PSYCHOLOGICAL CHECK-IN
5.4.1 Write a story
5.4.2 Execution Coalition: Build Execution and Benefit Ownership
5.4.3 Have every Execution Coalition member personally check in
5.4.4 Expand ownership beyond the Execution Coalition
Successful Application of Building Block 8, PSYCHOLOGICAL CHECK-IN
6 Accelerator 3: HARVEST
The hard building blocks in Accelerator 3: BENEFITS and CONTINUOUS DEVELOPMENT
6.1 Building Block 9: BENEFITS
6.1.1 Take benefit realization management seriously
6.1.2 Set up a practical measuring system
6.1.3 Use validated learning
6.1.4 Measure and harvest
Successful Application of Building Block 9, BENEFITS
6.2 Building Block 10: CONTINUOUS DEVELOPMENT
6.2.1 Concretize and align your MVP
6.2.2 Work out the details of your execution resources
6.2.3 Continue to develop your MVP
6.2.4 Know your way around agile
Successful Application of Building Block 10, CONTINUOUS DEVELOPMENT
6.3 Building Block 11: SCALING
6.3.1 Spread the gospel
6.3.2 Widen your execution
6.3.3 Organize and utilize feedback
Successful Application of Building Block 11, SCALING
6.4 Building Block 12: BRIDGE-BUILDING
6.4.1 Analyze the growing number of stakeholders
6.4.2 Execution Coalition: Expand Execution and Benefit Ownership
6.4.3 Consider setting up semipermanent agile development
Successful Application of Building Block 12, BRIDGE-BUILDING
7 Accelerator 4: SECURE
7.1 Building Block 13: ADJUSTMENT
7.1.1 Secure the benefits
7.1.2 Visualize and monitor target realization
7.1.3 Adjust course
7.1.4 Monitoring and adjusting course in digital business models
Successful Application of Building Block 13, ADJUSTMENT
7.2 Building Block 14: OPEN ARCHITECTURE
7.2.1 Maintain the content
Successful Application of Building Block 14, OPEN ARCHITECTURE
7.3 Building Block 15: LEARNING
7.3.1 Choose your teachable moment, method and format
Successful Application of Building Block 15, LEARNING
7.4 Building Block 16: THE EXTRA MILE
7.4.1 Embed Benefit Ownership
7.4.2 Execution Coalition: Finish what you started
Successful Application of Building Block 16, THE EXTRA MILE
8 Program and Project Management are Indispensable
8.1 Project and Program Management During Accelerator 1: SELECT
8.1.1 Select a method and stick with it
8.1.2 Develop people's basic competencies
8.1.3 Complex, multidisciplinary changes require a project-based approach
8.2 Project and Program Management During Accelerator 2: INITIATE
8.2.1 Excellent start: Taking time to make an excellent action plan
Going slow to go fast
8.2.2 An effective project and program management structure reflects both goal and phase
8.3 Project and Program Management During Accelerator 3: HARVEST
8.3.1 Agile and Scrum require project management too
8.3.2 The crucial basics
8.3.3 Action and decision management, and progress reports
8.3.4 Crucial standard agendas
8.3.5 Structure creates more time and flexibility
8.3.6 Human Resource Management: A key topic from start to finish
8.3.7 Mindset: Entrepreneurship
8.4 Project and Program Management During Accelerator 4: SECURE
8.4.1 Program and project management deliver the results
8.4.2 The program's role is not over until it's over
8.5 Project Management is a Whole Ecosystem
9 Failure
9.1 Growing Impact of Failure: It's Life or Death
9.1.1 Failure costs
9.1.2 A critical look at failure figures
9.2 Examples of Complete or Partial Failure
9.3 Familiar Failure Factors
9.3.1 Bad strategies
9.3.2 Picking the wrong people for key roles
9.3.3 Lack of alignment
9.3.4 Grossly underestimating "what it takes to tango"
9.3.5 Too much or too little information
9.3.6 Lack of ownership
9.4 Less Familiar Failure Factors
9.4.1 Lack of differentiation, everything lumped together
9.4.2 A crazy portfolio
9.4.3 No clear execution process, but mere ''ad hoc" agility
9.4.4 Unwise use of time and money
9.4.5 Ignoring soft capabilities
9.4.6 Imbalance between top-down and bottom-up
9.4.7 Imbalance between change leadership and change management
9.4.8 Single-mindedness
9.5 The New Failure in Radical Innovation
9.5.1 Innovation as a hobby
9.5.2 Risky and unnecessary mysticism
10 Epilogue: It's Personal
10.1 Modern Strategy Execution: Uncharted Waters
10.2 Inspiring and Sobering
Appendices
1 Acknowledgements
2 Methodology behind the Strategy = Execution model
3 Modern leadership: 12 key competencies
4 16 Timeless models for strategy analysis and strategy setting
5 The 10 main principles of 5 big strategy execution issues
6 Digital innovation: identify your customers' hidden needs
7 Developing an MVP by modern methods
8 Overview of innovative business and revenue models
9 Business process models
10 25 KPIs and 32 startup metrics
11 Fact sheets and planning templates
12 The execution coalition's five key roles compared to other popular methods
13 Scaling methods checklist
14 Quotes say it all: a selection of memorable statements by interviewees
15 Inspirational media for strategy execution
16 Glossary of terms
17 Index
18 Notes
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Strategy = Execution

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