Magic, Myth, Madness orMagic, Myth, Madness orBest Practise Methodology?Best Practise Methodology?
The Power ofThe Power ofVision AlignmentVision Alignment
Your Organisational VisionYour Organisational Vision
Research: The 7 Deadly Sins of Management What CEO’s and Managing Directors said …..
The Most Lethal Behaviours and The Most Lethal Behaviours and PractisesPractises
Your Organisational VisionYour Organisational Vision
Research: The 7 Deadly Sins of Management What CEO’s and Managing Directors said …..
But if you were a “pilot” or the “captain” of a cruise ship, would you ….
“Start with the end in mind” However, there are many paths or routes you can
follow! Our choices often determine the level of pain or pleasure we experience!
Your Organisational VisionYour Organisational Vision
Research: The 7 Deadly Sins of Management What CEO’s and Managing Directors said …..
But if you were a “pilot” or the “captain” of a cruise ship, would you ….
“Start with the end in mind” – Covey, 7 Habits However, there are many paths or routes you can
follow! Our choices often determine the level of pain of pleasure we experience! (The Journey)
How it usually works in organisations Example: Total Petroleum, U.K.
Total Petroleum – Current Situation
Duty Of CarePrinciple:
We want to beNumber 1 in the
DownstreamSector
Retail
Commercial
Specialities
= Initiatives
Total Petroleum – Desired Future State
“All One Team”
CommonPurpose:
VisionAchievement
= Initiatives
Your Organisational VisionYour Organisational Vision Research: The 7 Deadly Sins of Management
What CEO’s and Managing Directors said ….. But if you were a “pilot” or the “captain” of a
cruise ship, would you …. “Start with the end in mind”
However, there are many paths or routes you can follow! Our choices often determine the level of pain of pleasure we experience!
How it usually works in organisations Example: Total Petroleum, U.K. Example: British Telecom Ireland
The BT Ireland Vision
“To become the leading provider of networked
IT services and communications solutions on
the island of Ireland by driving value for our
customers and people and through relentless
pursuit of outstanding service, innovation and
business excellence”
Vision Alignment
Vision
Your Number One Your Number One Friend or Enemy!Friend or Enemy!
Enabler or Inhibitor?Enabler or Inhibitor?
Vision Alignment
Vision
Culture
Do You Know Your Do You Know Your ““Critical Success Factors”?Critical Success Factors”?
Critical Success FactorsCritical Success Factors Often the quality of our lives and our organisation’s
success is determined by the quality of the questions we ask – guiding us to “do the right things” – the essence of true” leadership
Vision Alignment
Vision
Culture
CSFs
Critical Success FactorsCritical Success Factors Often the quality of our lives and our organisation’s
success is determined by the quality of the questions we ask – guiding us to “do the right things” – the essence of true” leadership
The key questions here: What, more than anything else, does our organisation
need to focus on and invest in (time, money, people) to achieve that vision?
What, in our opinion as the leadership team, will count most or have the greatest impact on achieving the vision?
What is “essential” NOT just “nice to have”? The vision must become the ultimate “litmus test”
Remember: In the end, “less is more”
Critical Success Factors Critical Success Factors British TelecomBritish Telecom
CSFs
Innovative Solutions
Delivering Valueto our customers
Outstanding Service
Reliability & Operational Excellence
Contribution MatrixContribution Matrix““All One Team”All One Team”
& Preliminary Discussion to& Preliminary Discussion toStart the Thought ProcessStart the Thought Process
Total Petroleum – Desired Future State
CommonPurpose:
VisionAchievement
Each Member of Senior Management Each Member of Senior Management (CEO/Management Committee: All One (CEO/Management Committee: All One
Team) Team) Contribution Matrix IContribution Matrix I
CSFs(examples)
1 (little or none)
3(some or
moderate)
9(a lot)
Innovative Solutions
Delivering Valueto our customers
Outstanding Service
Reliability & OperationalExcellence
Each Member of Senior Manager Each Member of Senior Manager (CEO/Management Committee: All One (CEO/Management Committee: All One
Team) Team) Contribution Matrix IIContribution Matrix II
CSFs(examples)
For any CSF where you put a “3 or a 9”, describe one or two contributions your Department/Function/BU/Division can make
Innovative Solutions
Delivering Value to our Customers
Outstanding Service
Reliability & Operational Excellence
Vision Alignment
Vision
Culture
CSFs
IS V ROEOS
““Drivers” of PerformanceDrivers” of Performance
““Drivers” of PerformanceDrivers” of Performance
For EACH Critical Success Factor (CSF), the leadership team MUST ask and answer the following questions:
What is it that will “enable us”, “better ensure” or “drive” our performance in that critical area? or
What must be done to ensure we, as an organisation, do our very “best” in this critical area, e.g., innovative solutions and, therefore, “distinguish” ourselves in the markets we serve and in our customers minds – clearly differentiating ourselves from our competitors?
Vision Alignment
Vision
Culture
CSFs
IS V ROEOS
D1 D2 D3 D1 D2
D4
D3D2D1D1
Drivers: Prioritise, Drivers: Prioritise, Prioritise, Prioritise!Prioritise, Prioritise!
The key considerations here are: You can’t have it all! So pick your “battles” carefully!
If you try to do too much, you will fail to get the results you hoped to achieve – “suboptimal results”
A Key question for the leadership team to answer is: If you could only have “one” for each CSF, which one would it be and why?
Remember, as said before, “less is more”!
Critical Success Factors Critical Success Factors and Drivers : Exampleand Drivers : Example
Innovative Solutions
D1: Process
D2: People
D3: Technology
““Driver” Matrix: For Each CSF, Select Driver” Matrix: For Each CSF, Select 1 or 2 “Drivers” of Performance1 or 2 “Drivers” of Performance
“Drivers” of PerformanceFor each CSF
InnovativeSolutions
ValueOutstanding
Service
Reliability & OperationalExcellence
D1ⱴ
D2ⱴ ⱴ ⱴ
D3ⱴ
D4ⱴ
Vision Alignment
Vision
Culture
CSFs
IS V RSE
D1 D2 D3 D1 D2
D4
D3D2D1D1KBO’s ,Strategies
& Ownership
Key Business ObjectiveKey Business ObjectiveMatrixMatrix
“Drivers”Of Performance
For Each “Driver” of Performance, develop 1-2 Key Business Objectives that MUST be achieved (target to
stay in the 5-7 KBO range)
IS:D1
IS:D3
V:D2
OS:D1
ROE:D2
ROE:D3
Strategy/Action Planning & Strategy/Action Planning & Ownership/Accountability MatrixOwnership/Accountability Matrix
KBO’s For Each KBO, develop a strategy or action plan for
achieving that KBO AND assign “ownership/accountability”
KBO1
KBO2
KBO3
KBO4
KBO5
KBO6
KBO7
A Word About Strategy A Word About Strategy ExecutionExecution
Strategy ExecutionStrategy Execution What the studies and research say
John Childress, “FASTBREAK, The CEO’s Guide to Strategy Execution”
Formation of Councils – subsets of the leadership team & not always the “usual suspects”
Competitiveness and Growth Relationship Excellence Human Performance Excellence Operational Excellence
Each Council supported by a Strategic Business Team (cross-functional)
Upwardly mobile Developmental experience Coaching
A Word About Stakeholder A Word About Stakeholder BalanceBalance
Key or Strategic Stakeholder Balance Key or Strategic Stakeholder Balance Matrix – Another “litmus test”Matrix – Another “litmus test”
KBO’s Indicate which of your key or strategic stakeholder groups benefits (receives “value”) from achievement of your KBO
Is anyone missing?
KBO1
KBO2
KBO3
KBO4
KBO5
KBO6
KBO7
Balanced ScorecardBalanced Scorecard
Measures of Success MatrixMeasures of Success Matrix
KBO’s
For each KBO and strategy/action plan identify “measures of success” that will communicate if progress
is being made, where, how much and how fast . Is our organisation achieving it’s KBO’s and is it’s strategies
having the desired impact?
KBO1
KBO2
KBO3
KBO4
KBO5
KBO6
KBO7
Process
Balanced Scorecard (of KPI’s)
People
Financial
Customer
Vision Alignment
Vision
Culture
CSFs
IS V RSE
D1 D2 D3 D1 D2
D4
D3D2D1D1KBO’s ,Strategies
& Ownership D4D4
People
Customer
Process
Financial
A Last Suggestion:A Last Suggestion: A Best Practice Rewards MatrixA Best Practice Rewards Matrix
A “Best Practise” Rewards Matrix
Gets Them Does Not Get Them
Does Not Behave Properly
BehavesProperly
(in line with the values)
Org
anis
atio
nal
Val
ues
360
de
gre
e fe
edb
ack
Business Results
Role Models• Recognition
•Reward
PDP
PDP Probation• 6-month support
• Outplacement
* PDP=Personal Development Plan
The Complete SystemThe Complete System
Vision Alignment
Vision
Culture
CSFs
IS V ROEOS
D1 D2 D3 D1 D2
D4
D3D2D1D1KBO’s ,Strategies
& Ownership D4D4
People
Customer
Process
Financial
RewardsMatrix
Feedba ck
Thank You!Thank You!
QuestionsQuestions