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