Magic of execution

Table of contents

• Introduction • Widely Important Goals (WIGs)• LAG Measures • LEAD Measures • Dashboards • Accountability

– Time Matrix – Work Compass– Weekly accountability session

Introduction (1-3) • Great organization– Superior performance &

Operations – Customer Loyalty – Winning Culture – Distinctive contribution

Introduction (2-3) • HOWWW…….????– Great people – Great Leadership – Discipline in execution

Introduction (3-3)

• Why do we always fail in execution…..?– People don’t know the Goals. – People don’t know what shall they do to achieve

their goals.– People don’t keep score. – People aren’t hold accountable.

Widely Important Goals (1-4)

Corporate strategy & Goals

Department Goals

Section goals and objectives

Goals should be inside your influence zone

• WIGs are 1 - 3 goals that contribute with big share in achieving the department goals thus the corporate strategy

• WIGs are measured using LAG measures

Widely Important Goals (2-4)

• WIGs should have at least one of the following characteristics (WIGs Types)– Organizational directive … Direct– Desperate Need … Stabilize – Gap closure ... Normalize– Bold vision ... Optimize

Widely Important Goals (3-4)

WIG Fin & Oper excellence

Customer Loyalty

Winning Culture

Distinctive contribution

SUM

1- ….. -1,0,1,2,3,4 -1,0,1,2,3,4 -1,0,1,2,3,4 -1,0,1,2,3,4

2- …..3-Generate 300 M

3 4 2 4 13

4- …..5- …..6- …..

WIG Builder

Widely Important Goals (4-4)• Revenue Growth or Improve Cash Flow • Improve core processes or Reduce cycle time • Reduce cost • Increase market share • Improve service level & quality

Financial and Operational Excellence

• Increase number of customers recommendations • Exactly meet customer needs • Generate repeat business • Improve overall customer performance

Customer Loyalty

• Ignites passion and energy of our people • Attract and retain industry - leading talents • Leverages knowledge, skills and ability of people• Build internal loyalty and trust

Wining Culture

• Support organization vision and mission • Increase brand strength • Drives innovation • Strongly differentiates from competition • Favorably impacts the community

Distinctive Construction

LAG Measures Builder (1-3)

• LAG measures uses to measure the WIG achievements at the end of the overall WIG period.

• LAG Measures C/S• Measure goals achievements • Easier to measure • Longer • Harder to Influence

LAG Measures Builder (2-3)

From X to Y by when

WIG (……………………) No intended consequences

Difficult to manipulate

Truly achievable

Data availability

Rank

Current value

Desire value

By when

Y

? N

Y

Y

Y: Yes N: No?: don’t know

LAG Measures Builder (3-3)

WIG writing format should be Verb …….. By …….. Activity …… Measure, X to Y ……. by When

Ex: Generate 300 M of new revenues by providing B2B solution by end of Q.4 2014

WIG with LAG measure Writing

Corp

orat

e W

IG w

ith L

AG

Mea

sure

WIGs and LAGs Measures for Dept. (1)

WIGs and LAGs Measures for Dept. (2)

WIGs and LAGs Measures for Dept. (3)

Lead Measures (1-2)

• Using LAG measures only will not give you any chance to modify or correct your work way and strategies over short period of time.

• Lead measures are activities should be measured on shorter period to give us chance of more control.

• Lead measures have the following C/S• Harder to measure • Shorter • Easier to influence • Predicts goals achievements

Lead Measures (2-2)

• Lead measures tell you if you are likely to achieve your goals …. Predictive technique

• Lead measure should have direct LOS with WIGs

• Lead measure format should be same as WIG

• To identify the measures do the following • Identify your barriers • Check your pocket of excellence • Brilliant & Creative

20% of activities alw

ays lead to 80% of results

Lead Measures Builder WIG : ………………………

Barriers Pocket of excellence Brilliant & Creative

Put barriers and activities to fix them

One of those solutions might be solution to one or more of the barriers

WIG : ………………..Predictive Influencable Data availability Rank

Candidate activities

Candidate measure

1- ……. Y

2- ……. N

3- …… ?

4- ….. N

• Lead measures should be in tight time space.

WIG and LEAD measures relation

WIG ……

Lead Measure (1)

Lead Measure (2)

Lead measure (3)

Your to do list should reflects on goals both Lead and lag

DashboardDashboard should be

• Motivating • Simple • Updateable • Complete • Accessible

Dashboard might take many shapes • Faces• Charts• Counters • Thermometers

Dashboard should show

s the difference between X and Y

Accountability

• Create a cadence of accountability which is a recurring cycle of planning and accounting for results

• To execute your WIGs you need Rhythm of • Planning • Follow up • Reporting

Time Matrix

Maxim

ize time spent on your EIG

s • Eliminate Quadrants III & IV• Minimize Quadrant I

Work Compass • Technique used to define weekly tasks and objectives must be done to move

the dashboard

• This compass should be filled in preparation to WIG follow up session

• Plan tasks and objectives that are listed in compass before any other tasks …. Use work planner to list all your tasks

Weekly accountability session (1-2)• Why do we need it ….?

• Account for performance • Teams• Individuals• Team commitments for last week

• Review dashboard to know where do we stand • Plan how to move the dashboard during the coming week

• WIG sessions are highly focused planning and accountability meeting for staff or part of them

• Participant should be directly responsible on WIG, LEAD measure achieving

Account

ReviewPlan

Weekly accountability session (2-2)• Session analyzer should be done before the meeting answering the following

questions • Who • How often • When, where and how long

• It might be less frequent

• End of sessions tasks should be recorded with owners along with decisions and very important notes you make

Team WIG/Lead Measure Who When Where Duration

Thank You