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Abstract: Too often, leaders craft smart strategies and then are disappointed by their results. The problem lies not within the strategy itself, but how it is interpreted and operationalized. Learn how to develop leaders, at every level in your organization, to use their cognitive and interpersonal skills to translate strategies into clear direction and aligned action.
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Lost in Translation:The Missing Link in Strategy Execution
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Today’s Moderator
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Andrew Bateman
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Today’s Guest Speakers
Nick NoyesFounding PartnerInsight Experience
Karen PowellDirector of Program
Development & DeliveryInsight Experience
INSIGHT EXPERIENCEwww.insight-experience.com
152 Commonwealth Avenue | Concord, MA 01742 | 978-369-0639 | [email protected]
Lost in Translation: The Missing Link in Strategy Execution
A webinar from Insight Experience
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• Learn about a model to improve the effectiveness of strategy execution
• Understand how other companies have put this approach and underlying skills into action;
• Gain insight into ways to learn and apply the model and skills at your organization
• Leave this webinar with some useful tools to help you in the future
Outcomes for today
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• Insight Experience creates dynamic business simulation-based learning experiences that connect leadership to business results
• We create group-based learning experiences at all levels of management
• We work globally across all industries, with a focus on Fortune 1,000 clients
• Team members have 20 years of experience in the simulation industry
About Insight Experience
We focus on four core leadership challenges
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Our experience with strategy execution
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1.We work with organizations to develop their leaders’ strategy execution skills 2.We observe
leaders executing strategy “real time” in simulation teams
2 lenses
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The problem with strategy execution
“90% of well-formulated strategies fail due to poor execution.”
– Harvard Business Review
“According to several surveys of top executives, only 19% of strategic plans achieve their
objectives.”– Harvard Business Review
“69% of surveyed leaders are not confident in their organization’s ability to execute strategy.”
– Minnesota Council for Quality
“61% of respondents acknowledge that their firms often struggle to bridge the gap between
strategy formulation and its day-to-day implementation.”
– The Economist
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…and if you dig a little deeper….
“Only 27% of a typical organization’s employees have access to its strategic
plan.
Many larger organizations don’t have a consistent way to even describe
their strategy, other than in a large strategic planning binder.
60% of typical organizations do not link their strategic priorities to their budget.
92% of organizations do not report on lead performance indicators.”
– Harvard Business Review
The missing link: strategy translation
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Strategy translation in action
StrategicDirection
Operating Decision/
Translation Challenge
Reduce costs in the business by centralizing to
Centers of Excellence
Price elasticity from consumers and businesses
Highly competitive marketplace
Cost pressure from content providers
Close a Call Center
Understand
Let’s take a look at what she did
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Used market data and asked questions to
form an understanding of WHY centralization
was important.
Connect
Decided how to frame the situation (what was
important, what wasn’t) and mapped her team’s impact to the higher objective.
Align
Communicated openly, regularly and with data
to develop understanding and
commitment among impacted employees
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• You get buy-in and commitment, everyone is moving in the same direction, everyone is working in the same direction
• You develop momentum• You deliver results• More ownership and connection to the strategy; ability
to control your own destiny• More accountability • Better transparency and robust dialog • More clear, consistent stories to share
• People understand where they fit into the organization, and how they contribute to strategy
The impact of successful strategy translation
Cognitive (Business, Financial, Strategic)
Two sets of interdependent leadership skills
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Interpersonal (Communication, Empathy, Accountability)
Cognitive (Know Levels of Strategy; Build Information Sources)
First step: Understand
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Interpersonal (Ask Questions, Engage Senior Leaders)
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Understand the strategy
As a leader you need to understand the what and why of the strategy
• Strategy occurs at different levels in an organization
• Leaders across the organization benefit from knowing which strategic decisions they need to understand, which they give input to, and which they make themselves
• A concise set of questions is a useful tool for leaders to understand strategy
• Leaders use cognitive and interpersonal skills to broaden their information sources and engage senior leaders
Understand
Seven out of ten employees are “unknowingly misaligned with your
company’s strategic direction.”– Kotter International
How low can it go?
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“Only 14% of employees understand their
company’s strategy and direction.” – Leaderchat.org
“Ten percent of employees understand their company’s strategy.”
– Fortune Magazine
“95% of employees do not understand their organization’s strategy.”
– Harvard Business Review
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Poll: If I asked 10 people in your organization to tell me the strategy, how many different responses would I hear? none 1-3 4-6 7 or more
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The source of confusion: strategy happens at different levels
CorporateWhat
business are we in?
Business
How do we compete?
Operating
How do we deliver?
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Understanding strategy framework
What capabilities do we need toSUCCEED?
What are our strategicOBJECTIVES
ANDPRIORITIES?
What is the company’s VISION?
What do weDO?
• What is our vision, mission, credo, purpose? • What business are we in?• Who do we serve? What do we offer?• Who are our customers? What products do we sell? • What markets do we serve? What services do we
provide?
How do weWIN?
• What is our value proposition to customers?• How do we compete? • How do we differentiate ourselves from the competition? • How do we make money?• What drives our margin?
• What does our organization need to do well?• What skills, structure and organization, systems and processes,
staffing and resources, style and culture do we need?
• What are our priorities?• Our specific goals (financial, operational, organizational)?• Over what time frame?• What will we measure?
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Understanding requires a strategic perspective
Context shapes your understanding and is the foundation for engagement and commitment
from your team.
Second step: Connect
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Cognitive (Framing; Break it down for your team)
Interpersonal (Encourage team input)
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Connect to the strategy
As a leader you need to connect the work of your team to the strategy
• Frame your team’s role in achieving strategic objectives– What does the strategy mean for your team?– How does their work contribute to successful execution?
• Break down your team’s work – Which activities are highest priority?– In what sequence?– What capabilities do you need to cultivate? (today? tomorrow?)– What milestones should you achieve?
Connect
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Poll:What are you seeing?
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Framing: the leadership tool we use… whether we know it or not
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• Bounds what matters in a situation (issue, outcome, time horizon)
• Shapes our response
• Engages others to view a situation through our lenses
• Narrow frames enable action; broad frames enable creativity…
Framing an issue
“I need to buy a new car.”
“I want a new highly reliable car. I need to buy a new Toyota.”
“I need a new way to commute to work.”
Fact I see…
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• Framing is a cognitive workout
• Tips for Creative Alternatives: – Develop different
issue statements – Ideas from others– Reverse your
challenge– Broaden/Narrow– Short/Long Term
The three different frames exercise
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Objectives Impact of Framing
Large scale projects in technology
Communicated right structure, context and desired end result
Establish the boundaries for a newly defined organization
Clear, focused definition of the scope of work
Drive revenue through improved Nielsen ratings
Prevented scope creep; project resulted in 10% boost in viewership
Identify objectives for project teams
Holistic perspective and easier buy-in
Real work examples of framing
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Breaking it down for your team
How do we win?
What are our strategic objectives
and priorities?
What capabilities do we need to
succeed?
What is the company’s vision?
What do we do?
Understand
How does our team deliver value?
What are our work priorities?
What capabilities does our team
need?
What is our team’s vision?
How does our team contribute?
Connect
How does our team contribute to this vision?
What is the value proposition for our team’s work? How do we help make money? How do we help deliver margin?
Who do we serve? Who are our customers? How do we connect with end customers? What do we offer? What services do we provide?
What does our team need to do well? What skills, structure/organization, systems/ processes, staffing/resources, style/culture do we need?
What are our priorities and our specific goals (financial, operational, organizational) over what time frame?
Third step: Align
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Cognitive (Break it down with your team)
Interpersonal (Strategic communication)
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Align to the strategy
As a leader you constantly communicate to align your team to deliver the strategy
• Communicate the what and why
• Help people understand their contribution
• Ensure a feedback loop to confirm that messages have been heard
• Ensure a feedback loop to gather front line intelligence
• Align actions and minimize disconnects
• Resolve issues quickly and transparently
• Track progress and adapt plans and activities
Align
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Clear communication is critical to alignment
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Aligning the team: engage them in the process
How does our team contribute to this vision?
What is the value proposition for our team’s work? How do we help make money? How do we help deliver margin?
Who do we serve? Who are our customers? How do we connect with end customers? What do we offer? What services do we provide?
What does our team need to do well? What skills, structure/organization, systems/ processes, staffing/resources, style/culture do we need?
What are our priorities and our specific goals (financial, operational, organizational) over what time frame?
How do we win?
What are our strategic objectives
and priorities?
What capabilities do we need to
succeed?
What is the company’s vision?
What do we do?
Understand
How does our team deliver value?
What are our work priorities?
What capabilities does our team
need?
What is our team’s vision?
How does our team contribute?
Connect Align
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Then, communicate, communicate, communicate
CommunicateHow do we win?
What are our strategic objectives
and priorities?
What capabilities do we need to
succeed?
What is the company’s vision?
What do we do?
Understand
How does our team deliver value?
What are our work priorities?
What capabilities does our team
need?
What is our team’s vision?
How does our team contribute?
Connect Align
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Stakeholders
WHAT IS OUR STRATEGY? How does our work
connect to the bigger picture?
How does our work support the strategy?
IS WHAT I’M HEARING? Consistent with our business
objectives? Consistent over time? Consistent with what others
are being told?
ARE WE MOTIVATED BY WHAT WE HEAR? What is the tone of the
message? Have we been recognized
for our efforts? Is the message exciting
and engaging?
WHAT IS EXPECTED OF US? What are our goals? What do you want us to
do? Am I being held
accountable to results?
Strategic Communication Model
Accountability
Strategic Alignment
Consistency
Spirit
Strategy translation: the missing link
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Cognitive (Business, Financial, Strategic)
Interpersonal (Communication, Empathy, Accountability)
Put strategy translation to work for you
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Understand Connect Align
Q&A
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Understand Connect Align
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Questions?
Nick NoyesFounding PartnerInsight Experience
Karen PowellDirector of Program
Development & DeliveryInsight Experience
HCI #HCIwebcast
THANK YOU
www.hci.org &
www.insight-experience.com
![Nature Volume 479 Issue 7372 2011 [Doi 10.1038%2F479171a] Livio, Mario -- Lost in Translation- Mystery of the Missing Text Solved](https://img.dokumen.tips/doc/110x75/55cf8c7f5503462b138d00e3/nature-volume-479-issue-7372-2011-doi-1010382f479171a-livio-mario-lost.jpg)
![NC1950 - OFFICE DATA PROCESSING L3 MEMO NOV 2011 Umalusi[1] · 2020. 4. 7. · • 1.10 – 6 marks lost – no evidence of merge fields being inserted; and 2 marks lost for the missing](https://img.dokumen.tips/doc/110x75/60c3366dca477b5701713129/nc1950-office-data-processing-l3-memo-nov-2011-umalusi1-2020-4-7-a-110.jpg)
