1. 2014 Cognizant 2014 CognizantOctober 2014Ensuring Tangible Business Outcomes through Effective EngagementJon HughesHead of Program Management Consulting AmericasVice President, Cognizant Business Consulting

2. 2014 CognizantIn the next 45 minutes, we will cover FIVE key topicsWhy is StratExImportant?How Successful is Stratex?Why is StratExDifficult?How Can You Succeed?What Results Can be Achieved?1 3. 2014 CognizantThe conversion of strategic intent intoreality through the successfuldelivery of integrated initiativesfocused on common objectivesSTRATEGIC EXECUTIONJon Hughes 20012 4. 2014 CognizantThe world is flattening at an incredible paceWhy is StratExImportant? 5. 2014 CognizantStrategic Execution Capability will become increasinglymore important than Strategic Thinking!Why is StratExImportant?4 6. 2014 CognizantIn the next decade CompetitiveAdvantage will not be achievedthrough simply having a winningstrategyIt will be by ensuring the organizationcan Deliver Strategy more Effectivelythan the competition5 7. 2014 CognizantOrganizations are continuing to invest in increasinglylarger and complex programs of changeThe Royal Bank of Scotland is to invest 700 million over the next three years upgrading its branchesIn 2012 Europe Invested $2.35 billion in Smart Grid ProjectsGlobal 2013 H1 acquisitions total $896BnMondelezis investing in a $3.5B program to reduce $1.5B per annum in operating costWhy is StratExImportant?6 8. 2014 CognizantVisible failure is painful, costly and potentiallycatastrophic for the enterpriseOriginally scheduled for delivery in 2006, the AIRBUS 380 entry into service was delayed by almost 2 years and was several billiondollars over budgetThe NHS IT system is one of the 'worst fiascos ever', say MPs. Latest estimates are 9.8bn (and rising)$840 million has been spent onHealthCare.gov, including more than $150 million just in cost overruns for the version that failed so badly when it launched last yearHow Successful is Stratex?7 9. 2014 CognizantFor every $1B of PROJECT investment, poor performers riskwasting 14 TIMES more than high performersHow Successful is Stratex?Source: 2013 PMI Pulse of the Profession8 10. 2014 Cognizant22% of organisationsrisk losing $28m forevery $100m invested inprojects9 11. 2014 CognizantComplex Change is inherently COMPLEX!Why is StratExDifficult? 12. 2014 Cognizant(Some of) The Reasons Why Strategic Execution Fails Include the Following:Effort is applied to unimportant areasStaff RotationBeing overtaken by another priorityIts Too ComplexBreaking down the problem into silosFear of telling the truth (no matter how bad it is)Not going ugly enough early enoughUnable to balance details with big pictureThe wrong peopleThe right people in the wrong rolesPoor preparationPoor executionPoor controlInsufficient attention to qualityPoint ScoringLack of common nomenclatureDifferent perspectivesDiffering prioritiesInadequate SponsorshipLack of Focus on ResultsDrip Feed or Soft LaunchLack of UrgencyPoor CommunicationsConflicting AgendasInadequate Capability to DeliverPoor Organizational CultureLack of DelegationInappropriate MethodWe always do it this wayFear of FailureHistory of FailureTaking too longPoor expectation managementLack of buy inAfraid to make difficult decisionsTime wastingWhy is StratExDifficult? 13. 2014 CognizantForward planning is typically weakWhy is StratExDifficult? 14. 2014 CognizantStrategic Execution Delivery even at the lowestPROJECT level remains poor1Source: : Project Management Institute2013 Pulse of the Profession.Why is StratExDifficult?13 15. 2014 CognizantStrategic Execution Success is not about methods (or tools) !Plus all the proprietary methods from over 100s of firms globallyPMIPMBOKCritical ChainAgileExtremeEvent ChainDeliverable basedRisk BasedCMMISPICEAPMPRINCEPRINCE IIGAPSPRINCESSPROMPTHERMESWATERFALLISO 9000ISO10006V-ModellTeam Software ProcessTotal Cost ManagementWhy is StratExDifficult?14 16. 2014 CognizantBased upon running and reviewing MANYstrategic execution initiatives over thepast two decadesI believe that over 75% of critical flaws arecreated right at the beginning of a majorinitiativeand are essentially INDEPENDENT of themethod or tools used15 17. 2014 CognizantLittle thought has been given tocreating ENGAGED, highperformance strategic executionteams in a focused, structuredand repeatable way at the startof major transformationalinitiatives16 18. 2014 CognizantEffective Engagement resolves the EIGHT critical areas essential for any successful Strategic Execution1.Ensuring Clarity of Purpose2.Simplify Complexity AND Maintain Alignment3.Effective Sponsorship4.Measure and Manage the Right Things5.Understand your Capability and Environment REALLY well6.Building an integrated plan that is thoroughly understood and bought into by the team7.Embedding a consistent approach, with a supporting toolset and ENSURING the team use them!8.Creating an Esprit rapidly that surmounts the SOFT issues experienced by all new teamsHow Can You Succeed? 19. 2014 CognizantThe best vision statements reduce complexity tosomething manageable and unite the organisationSelling the highest quality natural and organic products available.WikipediaImagine a world in which every single person is given free access to the sum of all human knowledge.Salesforce.comThe end of softwareGive customers the freshest, highest quality foods you can buy and provide them with friendly service in a sparkling clean environment.Illiteracy ProgramIn two decades our services will no longer be needed.GoogleTo provide access to the worlds information in one click.To be the worlds most customer-centric companyHow Can You Succeed?18 20. 2014 CognizantIt is VERY Tempting to SILO complexity but it doesnt work!How Can You Succeed?19 21. 2014 CognizantA One Page Strategy helps to divide, conquer ANDretain integrity!Key Business ProcessesWhat are the core operational and supporting processes?Process VisionWhat will the organization look like in 3-5 years?VisionWhat will our business look like in the future?MissionWhat are we here to do?Goals for ExcellenceWhat are the Intermediate signposts from now to the vision?Management ActionsWhat are the key capability and short-term performance gaps that need to be addressed?Strategic Transformation InitiativesWhat projects and workstreamsare required to change direction and/or transform ways of working?Stakeholder GoalsWhat for are the goals for group? How will we know when we get there?Strategic AlignmentHow well do the opportunities align with goals? Do we have enough of the right ideas?How Can You Succeed?20 22. 2014 CognizantDesign Principles and Goals are essential integratingthemes to keep the focus on the kind of business youwant to beProposition(Vision)VALUESBeliefs, attitudes thatUnderpin the waywe behaveCSFsWhat we mustdo wellDesignPrinciplesGuidelines for what we wantTo beGOALSProcessesTechnologyPeopleOrganisationDesign Principles and Goals are best practice guidelines for reviewing current operations, and setting the future direction of the businessThey affect Process, Systems, Structure, Roles and Responsibilities, Reward Mechanisms, Culture and the future success of the businessThey impact all the Workstreamsof the transformation and will be used to determine valid design decisions They will particularly affect the way we design processesHow Can You Succeed?21 23. 2014 CognizantThe impact of Different DPs and Gs is enormous...VisionGet to work in city from home in suburbs by 8amDesign Principle BDesign Goal BMinimiseCost