making real sense of strategy execution “a holistic planning toolkit” by: husam a. amara – b....

Making Real Sense of Strategy Execution

“A Holistic Planning Toolkit”

By: Husam A. Amara – B. Sc. Arch., M.Sc. Arch., MBA, DBA

ASP 2015 Annual ConferenceStrategy is Global

May 6-8, 2015

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Thank you for ASP invitation

& Welcome to all of you for choosing to attend this

Workshop..!

Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

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My Self..

An Architect by education and profession (B.Sc. Architecture, M.Sc. Architecture) Texas A&M University, USA, 1995.

A Business Leader and Entrepreneur for 19+ Years (Founded many businesses and led them to success in 4 continents in Engineering, Real-estate, Oil & Gas, Telecom and Information Technology)

A Strategic and Business Advisory Professional (Doctorate of Business Administration from Edinburgh School Of Business in Strategic Planning & Corporate Governance, 2011).

A Certified Strategist, Coach, Facilitator, Psychologist and Trainer for 9 Years in USA, Europe, Asia & Middle East (Led 30+ organizational strategy, change management, restructuring, HR strategic management, and strategic sales & marketing planning, execution and review)

A writer (wrote 4 books (under publishing) in Strategic Management, Life Planning, Customer Value Creation and Culture That Matters)

Speaks, reads and writes in 3 languages (Arabic, English and French)

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Our Subject Today..

Making Real Sense of Strategy Execution

“A Holistic Planning Toolkit”


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How will we Interact?

This is not just a speech! I expect you to interact with me from time to time Questions to be answered towards the end of the session, yet

they are welcomed within the session Be free minded learner, there is no specific age or limit for

learning (Its never too late..Learning is a life-time process) We all learn in different ways, speed and rhythms; please do

not hesitate to ask or verify what you hear from me Please put your phones on the silent mode to respect others

rights of listening and focusing (if you switch them off is better) Thank you.

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What do I expect you to Take Away Today?

Understand and Clarify SYSTEMS Know how to Study ORGANIZATIONS as systems! Understand SYSTEMS THINKING MODEL Understand how VARIOUS STRATEGIC PLANNING

FRAMEWORKS are based on Systems Thinking Understand STRATEGIC EXECUTION Know how to PLANNING FOR EXECUTION is a key for success Understand the HOLISTIC APPROACH in strategic execution Understand how to build OPERATION PLANS based on your

strategic plan and include all FUTURE ACTIONS Learn the BUSINESS EXCELLENCE ARCHITECTURE MODEL

Does anyone expect anything else?

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We speak today about ORGANIZATIONS..

ORGANIZATIONS

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What is AN ORGANIZATION?

ORGANIZATIONS

“A social unit of people that is structured and managed to meet a need or to pursue collective goals”

- Business Dictionary.Com

“ An organized body of people with a particular purpose, especially a business, society, association, etc”

- Merriam-Webster Dictionary

“ An entity such as institution or association that has a collective goal and is linked to an external environment”

- Wikipedia, the free encyclopedia

Organisation

Firms

Corporation

Association

Consortium

Institution

Agency

etc

Commissions

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What is the FOCUS?

ORGANIZATIONS

“ A social unit of people that is structured and managed to meet a need or to pursue collective goals”

- Business Dictionary.Com

“ An organized body of people with a particular purpose, especially a business, society, association, etc”

- Merriam-Webster Dictionary

“ An entity such as institution or association that has a collective goal and is linked to an external environment”


Organisation

Firms

Corporation

Association

Consortium

Institution

Agency

etc

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What is the FOCUS?

• unit of people• organized body of people

• Structured Entity

• particular purpose• pursue collective goals

• a collective goal

• linked to an external environment

Goals

People

Structure

External Environment

ORGANIZATION

Interaction

Defined Unit

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S.Y.S.T.E.M.S.

“An organized, purposeful structure that consists of interrelated and interdependent elements (components, entities, factors, members, parts etc.).

These elements continually influence one another (directly or indirectly) to maintain their activity and the existence of the system,

in order to achieve the goal of the system.- Business Dictionary.Com

“A group of organs that work together to perform an important function of the body” OR

“A regularly interacting or interdependent group of items forming a unified whole” - Merriam-Webster Dictionary

“Is a set of interacting or interdependent components forming an integrated whole”


Structure

Order

Arrangement

Complex

Apparatus

Network

Administration

etc

Organization

What is a SYSTEM?

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“Is a set of components that work together for the overall objective of the whole”

- General Systems Theory, 1940-1970

What is a SYSTEM?

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“Is a set of components that work together for the overall objective of the whole”

- General Systems Theory, 1940-1970

Four superstar Nobel Prize winners founded the interdisciplinary society for General Systems

Research – one in economics, one in physiology, one in physics, one in math, along

with Ludwig Von Bertalanffy from biology. They searched for a unity of science that encompassed all living things on earth.

“There is nothing so practical as a good theory”- Jerry Harvey,

G. Washington University Mgt. Professor

What is a SYSTEM?

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What is the FOCUS? Organizations!

• unit of people• organized body of people

• Structured Entity

• particular purpose• pursue collective goals

• a collective goal

• linked to an external environment

Goals

People

Structure


ORGANIZATION

Interaction

Defined Unit

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What is the FOCUS? Open Systems!

Objective

Components

Integration


Open (Living )System

Input / Output

System’s Boundary

“Is a set of components

that work together for the overall

objective of the whole”

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It is a FACT not a COINCIDENCE..

“In one way or another, we are forced to deal with complexities, with “wholes” or “systems” in all fields of knowledge. This implies a basic re-orientation in scientific thinking.

-Ludwig Von Bertalanffy(father of Systems Thinking)

Organizations are Living (Open) Systems

Four Main Concepts of Living Systems On Earth

(1)Seven Levels of Living/Open Systems, (2)The 12 Natural Laws of Living Systems on Earth,(3)The input-output A, B, C, D, E Systems Model, and (4)The Natural Cycles of Life (in living/open Systems)

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1. Seven Levels of Living / Open Systems..

Cells / Components

Organs / Parts

Individuals

Teams / families

Organizations / Communities

Markets / Societies

Global / Earth

3 levels of

Systems

In Organizations

6 Natural

Levels of

Organizational

Competencies

1.Enhancing Self-Mastery2.Building Interpersonal Relationships 3.Facilitating Empowered Teams4.Collaborating Across Functions5.Integrating Organizational Outcomes6.Creating Strategic Alliances/Positioning

Protect Planet

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2. 12 Natural Laws of Living Systems on Earth

12 Natural Laws of Living Systems on Earth from the General Systems Theory

Part I: The Whole System

Holism- Overall boarder perspective(ends, purpose-focused, synergy, transformational)

Open Systems- Open to Environ.(Implications are clear)

Boundaries- Clarity of system(integrated, collaborative, complementary)

Input / Output- How systems work(how natural systems operate “Backward Thinking”)

Feedback- Feedback on Effectiveness(feedback provided on effectiveness/root causes )

Multiple Outcomes- Goal seeking(goal seeking at all levels)

Part II: The Inner Workings

Equifinality – Flexible & adaptive(Flexible & adaptive)

Entropy – Needs follow-up(Needs follow-up, inputs of energy, renewal)

Hierarchy – Flatter organization (Flatter organization and self organizing (productive order emerges)

Relationships-Related parts(Patterns, webs, interdependence, and leverage)

Dynamic Equilibrium(Maintain stability and balance/culture, self-regulating)

Internal Elaboration(Details and sophistication, clarity, and simplicity)

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GST on the Motion..

Concept 1 – 7 Levels of Living Systems

+

Concept 2 – 12 Natural laws of Living Systems

General Systems Theory

Concept 3 – System’s Thinking Approach™

+

Concept 4 – Natural Life Cycles Theories©

Apply General Systems Theory as a new orientation

to life

“There is nothing so practical as a good theory”

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3. A, B, C, D, E Systems Thinking Model..

5 Simple steps as new way of thinking “backwards” to the future

We need to stop using analytical thinking in SYSTEMS CONTEXTS

“Any intelligent fool can make things bigger and more complex... it takes a touch of genius

– and a lot of courage – to move in the opposite direction.” -Albert Einstein

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A new way of thinking for business and life

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A - Future

B - Feedback

C- Today

D- System

E- Environment

Output part of the model looks out toward the future

Where do we want to be?

Feedback part of the modelHow will we know when we

get there?

Input component is today Where are we now?

Throughput components are those things that can help us bridge the gap from

Phase C to Phase A

The ongoing scanning and review of the current and future environment

What are the changes happening in our current &

future environment?

Step Brief Description The Questions

How to get there?

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Parts/activity focused

Closed

Fragmented/separate

Analytic/narrow-minded

Reserved/no feedback

To use this model effectively, you have to move your thinking away from piecemeal to systems.

Artificial, either/or thinker

Holistically

Open

Integrated /collaborative

Input/Output

Feedback

Multiple outcomes

Think

Think

Think

Think

Think

Think

Law

Law

Law

Law

Law

Law

Remember.. how you think …

is how you act ...

is how you are!

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4. The Natural Cycles of Life..

The Systems Thinking Approach® recognizes the changes that occur in systems (Natural Laws 6-12) and identifies these changes as the natural

cycles of life.• The efforts in changing the

content (above the surface) represent Only 13% of the needed efforts.

• The efforts needed to create or change the processes, the structures and the culture (under the surface) represent 87% of the needed efforts.

• The hardest ever effort needed is the one to create or change the culture , customs and commitments of people (The deepest in water).

• The need for efficiency and effectiveness (competencies) increases from bottom to top.

• The need of more resources (time-money-human) increases as well from bottom to top.

CONTENT MYOPIA is our failure to focus on processes & structures. Yet, Change is dependent on good Processes & Structures in order to achieve

the Content of the desired changes.

“Any jerk can have short-term earnings. You squeeze, squeeze, squeeze, and the company sinks five years later” - Jack Welsh

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4. The Natural Cycles of Life..

“Problems that are created by our current level of thinking can’t be solved by that same level of thinking” - Albert Einstein

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Take Away Follow up..

Understand and Clarify SYSTEMSKnow how to Study ORGANIZATIONS as systems!Understand SYSTEMS THINKING MODEL Understand how VARIOUS STRATEGIC PLANNING

FRAMEWORKS are based on Systems Thinking Understand STRATEGIC EXECUTION Know how to PLANNING FOR EXECUTION is a key for success Understand the HOLISTIC APPROACH in strategic execution Understand how to build OPERATION PLANS based on your

strategic plan and include all FUTURE ACTIONS Learn the Business Excellence Model Architecture

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Strategic Planning & Management Rubric (by ASP)

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Strategic Planning Best Practices Attributes (As Approved By ASP)

Attribute 1: Use a systems approach that starts with the end in mind. Attribute 2: Incorporate change management and leadership

development to effectively transform an organization to high performance.

Attribute 3: Provide actionable performance information to better inform decision-making.

Attribute 4: Incorporate assessment-based inputs of external and internal environments.

Attribute 5: Include strategic initiatives to focus attention on the most important performance improvement projects.

Attribute 6: Offer a supporting toolkit, including terminology, concepts, steps, tools and techniques.


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Attribute 7: Align strategy and culture, with a focus on results and the drivers of results.

Attribute 8: Integrate existing organization systems and align the organization around strategy.

Attribute 9: Be simple and clear to administer, direct and deliver practical benefits over the long-term.

Attribute 10: Incorporate learning and feedback to promote continuous long-term improvement.


Strategic Planning Best Practices Attributes (As Approved By ASP)

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Strategic Management 3 Premises & 3 Goals (by Haines Center for Strategic Management)

Strategic Management Three Premises Premise #1: Planning is the responsibility of leaders; Premmise#2: People Support what they help create (Parallel

Involvement); and Premise#3: Use Systems Thinking Model and Approach.

Strategic Management Three Goals Goal #1: Develop strategic and annual plans documents; Goal #2: Ensure successful roll out, implementation and change; and Goal #3: Build and sustain high performance over the long term.


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Some Strategic Management Frameworks

1

2

3

4

56

7

8

9

Nine Steps to Success™ www.balancedscorecard.org

Based on the Balanced Scorecard Theory, This Framework follows Nine Steps to Strategic Mgt.: 1- Assessment: program development, internal & external environment analysis, planning & communication. 2- Strategy: Vision, Mission, Core Values, Strategy and Strategic Themes and Results.3- Strategic Objectives:Strategic process for execution and their documentation.

4- Strategy Map: Cause-Effect (if-then) on Strategic Objectives to create the Value.5- Performance Measures: Measures, Targets and baselines.6- Initiatives: Projects & Programs that affect the execution.7- Performance Analysis:Final development of PMs’ toward automation.8- Cascading: Cascading objectives to various levels.9- Evaluation.

http://www.balancedscorecard.org/

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Ten Steps to Strategic Management™ www.hainscenter.com

Based on Systems Thinking Approach™, this Framework follows Ten Steps to Strategic Mgt.: 1- Smart Start, Plan to Plan: Executive briefing & engineering success upfront.

2- Ideal Future: Future Environmental Scan, Vision, Mission, Core Values, Positioning & Rallying Cry.

3- Key Success Measures:Quantitative feedback on Success using QBL.

4- Current State Assess.: External & Internal environment assessment.

5- Strategies Develop.: 3-7 core strategies to transfer vision into action.

6- 3-Year Business Plan: Optional mini-strategic or business plans for business units in large organization.

7- Annual Plans / Strategic Budget:A must have annual plan(s) to cascade core strategies, performance measures, action planning & annual budgeting.

8- Plan-to-Implement: 9- Strategic Execution:Organization wide change.10- Annual review & update.

Some Strategic Management Frameworks

1

2

34

5678

9 10

http://www.hainscenter.com/

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Strategy Execution..5 Building Blocks

1,2&5

2

3

4

Nine Steps to Success™ Framework

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Strategy Execution..5 Building Blocks


31&5

22

4

Ten Steps to Strategic Management™

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Block#1: Strategic Thinking; Strategy Customer-Value & Strategy

Block#2: Strategic Thinking & Planning; Future State & Core Strategies Future Environmental Scan, Future Vision, Mission, Core Values &

Rallying Cry Strategic Goals/Key Success Measures Current State Analysis Core Strategies/Strategic Objectives

Block 3: Strategic Planning; Plan to Implement Performance Analysis and Measurements selection Operational Departmental Plans (3 or 1 Year) (Cascading)


Strategic Management..5 Building Blocks

Goal # 1

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Block#4: Strategy Execution; Implementation & Change Strategy Implementation (Implementing Operational Plans & Strategic

Initiatives) Change Management (People Attunement) Leadership development Functions and Structures Strategic review and yearly evaluation

Block 5: Strategy Execution; Achieving Future State & Strategy Customer Value-Add Marketplace positioning High performance Operational excellence


Strategic Management..5 Building Blocks

Goal # 2

Goal # 3

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Goal # 2Roll-out, Implement-

-ation & Change

Goal # 3Sustain high

performance over the long term

Goal # 1Develop Strategic

& Annual PlansDocuments

Strategic Management..3 Goals Integrated

Plan-to-Implement Yearly Review & Update

Feedback & Updates

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Strategic Management..3 Goals Integrated

Key toSuccess

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Why do Strategic Plans Fail?

The facts proved that Over 70% of Strategic Plans fail! Why? Because they do not have vision, mission & core values? Because they do not have an attractive rallying cry or “Slogan”? Because they do not have Strategic Goals and Objectives? Because they do not have Cascading and Operational Plans? Because they do not have a great & well written documents?


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Why do Strategic Plans Fail?

It is because of the FALIURE in EXECUTING those plans and effecting the RIGHT CHANGE.

- Obvious, right? May be! The Fact is most of the time we plan for Failure!

- how? “The most valuable planning lesson I preach is elegantly summed up by

NASA’s Rule #15.1 A review of most failed project problems indicates that the disasters were well-planned to happen from the start. The seeds of problems are laid down early. Initial planning is the most vital part of a project. —NASA Rule #15” –Terry Schmidt

Plan-to-Plan & Plan-to-Implement are the smartest and most crucial steps in the planning process to engineer success up front. “Stephen Haines”


“If one link is broken, the

entire chain is broken”.

—Yiddish Proverb

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Plan-to-Implement..The Execution Paramount

Strategic Plan Documents contain at their best: Customer Value-Add (Strategy or competitive advantage) Vision, Mission, Core Values statements and the Rallying Cry Strategic Goals/Themes and Policies Key Success Measures (Quantifiable Outcomes to Goals/Strategic

Results) Current State Assessment/Internal-External Environment Analysis Core Strategies / Strategic Objectives Candidate Performance Measures Candidate Strategic Initiatives and their initial priorities All analysis that support one or more of the above..

What’s NEXT.. Making Real Sense of Strategy Execution- A Holistic Planning Toolkit

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Plan-to-Implement..The Execution Paramount

Plan-To-Implement (PLTI) Toolkit, includes (order varies per organization): Strategic Business Redesign & Restructure Strategic Structures and Sub-structures with yearly meetings schedules Strategic Market/Customer Intelligence (research & analysis) Key Success Measure identified (3-Year line-of-sight) / Top 10-25 Tasks Change Management Yearly Plan General and Leadership Competencies identified Three-Years Business Plans (Mini Strategic Plans—Optional) Yearly Organization/Units operational plans and Yearly

Strategic Budget (Including Strategic Initiatives & Measures) Strategic Reward System & individuals appraisal Brand Redesign


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PLTI Toolkit..Strategic Business Redesign

Purpose: Organize FUNCTIONS toward the achievement of vision, mission & core values One of the most overlooked component Its hard for organization to change because they think its BIG. We may start with Admin structure (Functions based on Type) We should divide the Admin structure to clear SBUs’/MPAs’ & MFAs’ SBUs’ for business – MPAs’ for government & Not-for-Profit – MFAs’ all SBUs’ / MPAs’ are the strategic units responsible for Value-Add delivery MFAs’ are the support units including Finance, HR, IT, Marketing, FM, .. Include the major functions and their description to help implement SP Involve Stakeholders in finalization Execute by assigning the main jobs to key management or hire


Not Job’s Org. Chart

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OMK & UCMFunctional Organizational Chart

Sector Based5-January-2013

By: Dr. Husam A. Amara

Strategic Plan Execution Program

(Planning Phase)

2012©

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The Board Of Directors

Executive Management

Auto Spare Parts Sector

Administration Dept.

Marketing & Customer

Relations Dept.

Logistics & Supply Chain

Dept.

Secretary

Internal & External Auditors & Consultants

Strategic / Operational Commitees

Training Sector

Marketing Div.

Customer Relations Div.

Information Technology Dept.

Occupational Safety & Sec. Div.

Buildings & Transportation

Div.

Information Tech Div.

Automation & Comm. Div.

Maintenance Centers Dept.

Field Customers Care Dept.

Distribution Dept.(Wholesale)

Retail & Special Orders Dept.

Training (Internal /

External) Dept.

Quality & Development

Dept.

HR Div.

Warehouses Div.

Public Relations Div.

Auto Maintenance Sector

Strategic Mgt. Office

Strategic Business Units (SBUs)

Call Center

Sales & BD Dept.

Sales & BD Dept.

Sales & BD Dept.

Main Function Areas (MFAs)

Procurement Div.

Corporate Social Resp. Dept.

Finance Dept.

Finance & Investments Div.

Accounting Div.

Financial Risk Management Div.

Research & Development

Dept.


Dept.

Support & Services Dept.

Research & Development Div.

Budget Dept.

Supply Chain Mgt. Div.

High-Tech & Security Sector

High-Tech Dept.

Security Solutions Dept.

Sales & BD Dept.


Dept.

EXAMPLE ONLY

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PLTI Toolkit.. Strategic Structures and Sub-structures with yearly meetings schedules


Purpose: Establish ON-GOING STRATEGIC STRUCTURES that support EXECUTION Internal & External teams and committees Assign roles, functions and accountability (Watch Systems Thinking). Establish yearly meeting schedule with frequencies ahead Intensify training on Effective Meetings based on Systems Thinking Standardize Minutes of Meeting format (MoM) File and communicate minutes of meetings in and by Strategic

Management Office (SMO) Facilitate Meetings Set teams code of conduct to synergize team work Assign incentives and rewards for teams and individuals

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Board/Chief Executive

Strategic Mgt. Office (SMO)

Leadership Team(Leaders)

Executive Committee

Change LeadershipTeam (CLT)

• Internal Support Cadre led by CSO

• Support daily planning & execution process

• Rep. Speeches & Reinforcement• Ensure integration/Fit toward vision and values (PLP Framework)

• Weekly meetings to follow on the 10-25 major tasks to implement under the Strategic Plan

• Weekly meetings to follow on the 10-25 major tasks to implement under the Strategic Plan

Technology SC(TSC)

Strategies Sponsor(SST)

Strategic Comm.(SCT)

Employee Dev.(EDC)

Env. Scanning(SKEPTIC)

Measuring & Bench.(MBT)

• For computers, telecommunication, HW/SW fit and integration

• Ensure System-Wide coordination around information and data Management.

• For Each Core Strategy/Objective and/or major change effort

• Ensure achievement of each one, including leadership of change

• For Clear 2-way dialogue to become aware of the plan & execution

• Improve desire of participation in change

• Coordinate and align values and direction

• Change Agents

•Command the execution and all teams effectiveness

• Career/Succession, core competencies, performance mgt.

• Align culture to vision and values

• Rewards & recognition• Ensure accountability and responsibility

• Strategic Mgt. People

• Collecting data based on SKEPTIC

• Prepare & update risk mgt. register

• Scenario Planning• Awareness of changes in the external environ.

• Key Success Measures reporting & updating

• Benchmarking research

• Competition watch• Customer focus in all functions

• Simplifying processes

Leadership

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ub

Stru

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Strategic Results

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12 11 10 9 8 7 6 5 4 3 2 1 Main Subject Frequency Titles Names Team /

Committee

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……….. Monthly …….. ……. Leaders

• P• D• T

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……….. Weekly …….. ……. Executive

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……….. Monthly …….. ……. SMO

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• P• D• T

• P• D• T

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……….. Monthly …….. ……. CLT

…. …. …. …. …. …. …. …. …. …. …. …. ……. ……. ……. ……. …….

…. …. …. …. …. …. …. …. …. …. …. …. ……. ……. ……. ……. …….

…. …. …. …. …. …. …. …. …. …. …. …. ……. ……. ……. ……. …….

…. …. …. …. …. …. …. …. …. …. …. …. ……. ……. ……. ……. …….

…. …. …. …. …. …. …. …. …. …. …. …. ……. ……. ……. ……. …….

…. …. …. …. …. …. …. …. …. …. …. …. ……. ……. ……. ……. …….

Organizational Yearly Meetings Schedule

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12 11 10 9 8 7 6 5 4 3 2 1 Main Subject Frequency Team /

Committee

• P• D• T

• P• D• T

• P• D• T

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• P• D• T

• P• D• T

• P• D• T

……….. Monthly Leaders

…. …. …. …. …. …. …. …. …. ….•P•D•T

•P•D•T

•P•D•T

•P•D•T

•P•D•T

•P•D•T

•P•D•T

•P•D•T

……….. Weekly Executive

• P• D• T

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……….. Monthly SMO

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• P• D• T

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• P• D• T

• P• D• T

……….. Monthly CLT

….. ….. ….. …. ……. Quarterly EDC

…. …. …. …. …. …. …. …. …. …. …. …. ……. ……. …….

…. …. …. …. …. …. …. …. …. …. …. …. ……. ……. …….

Individual e.g. CEO (Name) Yearly Meetings Schedule

• SMO responsibility to create and distribute the org.-wide yearly and individual meeting scheduled.

• SMO responsibility to train people of EFFECTIVE MEETINGS using Systems Th. (KISS)• SMO responsibility to coordinate and standardize MoM format• SMO responsibility to log all meetings and help follow up through actions

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PLTI Toolkit.. Strategic research / Customers Intelligence and analysis


Purpose: Clarify organization’s standing on VALUE-ADD (VA) or CUSTOMER VALUE PROPOSITION (CVP) Most organizations do not frequently survey customers/clients/citizens Create a fresh look by verifying standing on the new VA or CVP Verify standing on the main VA or CVP (Focus on ONE DIFFER. FACTOR) Investigate Customer Satisfaction (Surveys’ / Focus Groups / Data) Investigate Customer Relations and Service (repetition/ Increase / lost) Investigate suppliers/providers satisfaction & relations Investigate employees satisfaction Investigate stock & stakeholders satisfaction Investigate competition against your VA or CVP MAKE NECESSARY ADJUSTMENT BEFORE EXECUTION

Don’t assume, research & be

informed..

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PLTI Toolkit.. Strategic research / Customers Intelligence and analysis


The great and compelling ONE QUESTION SURVEY (KISS Focus) How generally stratified are you (customer / client / stockholder /

stakeholder / supplier / etc) when dealing with our Organization or buying our products or working with us or receiving our service?

Then ask: Please tell us the top 3 reasons for your rating? Then Ask: Please list 3 top things you want us to do to

raise you rating? Then give a window (empty space) for any suggestion. Don’t assume,

Ask & learn

5 4 3 2 1 Index

Enjoying Satisfied Neutral Dissatisfied

Offended Rating

Choice

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PLTI Toolkit.. Key Success Measures Identified


Purpose: Establish QUANTATIVE STRATEGIC GOALS to know how you are getting there! (vision). Quantities Strategic goals year after year Measure the important not the easy Measure in clear strategic perspectives Focus on 10-12 major KSMs’, don’t get lost! Measurement can be for time, cost, quality and quantity Don’t forget Customers and Employees Remember, Success is NOT ONLY financial Keep tracking..Remember the measuring and

benchmarking team role, Assign Accountability Keep your eye on competition and the world, keep 3-Year-line-of sight

If you don’t know where you are going any road

can be the same..

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PLTI Toolkit.. Key Success Measures Identified


#KSM Areas (Headers)

with Specific Measures

Baseline Intermediate TargetsUltimate Target KSM

Accountability

2014 2015 2106 2017 By 2017

A Financial ViabilityA1 Return On Equity (%) 8% 14% 20% 25% 25% CFOA2 Total Revenue/Income

(SAR)40M 50M 70M 95M 100M COO

A3 Net Profit Margin (%) 4% 11% 20% 25% 25% CFOA4 Comm. Annual Growth

(%)40M 25% 32% 33% 36% CFO

B Customers satisfactionB1 G. Satisfaction Index (%) 50% 70% 80% 95% 95% COOB2 Customer Engagement

RatioTBM 40% 60% 80% 85% COO

B3 Net Promoter Score NPS TBM 25% 30% 35% 95% COOC Employee Satisfaction C1 Employees Satisfaction

Index2.6/5 3.5/5 4/5 4.5/5 4.5/5 CAO

C2 Employee Engagement Ratio

TBM 55% 70% 85% 85% CAO

D Product/Service DevelopmentD1 Products & Services

Portfolio10 8 7 7 6 CEO

D2 Avg. Product Gross Margin %

30% 32% 33% 35% 35% CEO

E Operations/Processes ImprovementE1 No. Of own Operated

Branches4 4 6 8 10 COO/CEO

E3 % Automated Processes 50% 70% 80% 95% 100% CIOE4 Budget Matching

SpendingTBM 80% 90% 90% 95% CFO

EXAMPLE ONLY

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PLTI Toolkit.. Change Management Yearly Plan


Purpose: Reshape the CULTURE and overcome resistance proactively Consider Core Values as the motor for change Change is the only CONSTANT in life and organizations Organizational Culture is made of the Individual ONE, Change’em! Leaders should make the MODEL Practice best practice tools carefully and holistically, NOT ONLY COMMs Establish the change structures and processes Measure & Audit Organization & Individual Change Establish reward system to FOSTER change Implement Change Initiatives year after year Assign incentives and rewards for teams and

individuals towards Change

Change doesn’t happen, we have to

change..

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Communication

Leaders Plans & Sponsorship

Coaching & Guiding

Resistance Mgt.

Training

Awareness

Desire

Knowledge

Ability

Reinforcement

Wh

at t

o d

o?

Wh

at we w

ant

to ach

ieve?

The Outcome we want to achieve in

Change

Best Practice Change Actions by

Experts

Change Building Blocks

Change Activities

“90% of Change Efforts Fail because of lack of awareness”- Prosci Change Management Institute

- Understand Change FIRST & Define Change Goals/KSMs -

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- Understand Change FIRST & Define the Outcomes - - How ADKAR Synchronizes with Change Natural Cycles

Awareness

Desire

Knowledge & Ability

Reinforcement

Awareness Desire Knowl-edge Ability Reinfor

-cement

Change for One Person

Change for 5 persons

Change for 20 Persons

Change for 1000 persons

The magnitude of needed change is the sum of change of all individuals within an

organization

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- Analyze Current State -

• eBest Practice Audit tool is available FOC on www.prosci.com • This tool will give you a score of your org. current change level & a

direction

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- Develop Change Strategies - “Create Change Value Chain”

Leadership

Skills & Abilities

Processes

Org. Capacity

Develop Leadership

Improve Coaching &

Learning

Reduce Resistance

Improve Comm. & Info

Sharing

Improve Systems &

Tools

Improve Effectiveness & Readiness

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- Develop Change Strategies - “Document Change Strategies & Performance Measures”

Auditor Accountable Weight Measure DescriptionChange Strategy

Change Perspective

Board

Board

Board

CEO

CEO

CEO

• 30%

• 40%

• 30%

• S1M1: % PLP execution

• S1M2: # Comm. Events (LDRs-EMPs)

• S1M3: # Comm. Events (LDRs- Customers-Stakeholders)

• Raise the level of ownership of leaders

• Improve Model attitude• Develop PLPs• Improve relations (leaders-

Employees)

S1- Develop Leadership

Leadership

……….……….

……….……….

%%

S2M1: ………S2M2: ……….

• …………………• …………………•……………………

S2- Improve Coaching & Learning

Skills & Abilities

• A Change Program Manager (CPM) to be assigned to work under SMO• CPM to be trained and certified• Automate Change Performance• Take informed decisions based on CP measurement results

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Change Strategy S1-…………..

Change Perspective Leadership Skills & Abilities Processes Org. CapacityMeasure Name Code S1-M1

Measure Description ………………………………………………………………………………………………………………………..

Weight (%) 30% Unit % Number Currency Time

Frequency Monthly Quarterly ½ Yearly Yearly

Accumulation Value Average Total

Polarity Yes is Better? Yes No Higher Better? Yes No N/ABase Line (if exists)

Equation

Scoring Type Goal Only Red Flag Scoring 3-Color Scoring Other. Specify:

Scoring Values

TargetOthers, Specify:

Red FlagAccountable Name: Position: Sig.:Verification Name: Position: Sig. :

Scoring ResultsMonth 1 2 3 4 5 6 7 8 9 10 11 12

Target

Threshold

Actual

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Communication & Change Activities Framework

Name of the activity Activity Title:

Who will be targeted by the activity e.g. individuals, Univ., etc ? Targeted Audience

Who will be the leader and his team for the activity? Leader & Team

What will be the mean and where the venue? Mean & Venue

What will be the core messages to focus on in the activity? Core Messages

The messenger who will deliver the message? Responsible

Is there any preparation, orientation or trained needed? Preparation Responsible

How many times and long it will be repeated? Frequency

Is there any special links or events attached to launching it? Links (If Any)

How will you evaluate the feedback and viability? Evaluation

What are other needs and requirements except money? Needs & Requirements

How much will be the allocated budget? Budget Allocated

Develop yearly budget for all activities and distribute it on months to support change

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Change Performance Management

Change Performance

Leadership Skills & Abilities

Processes Org. Capacity

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PLTI Toolkit.. Identify Core & Leadership Competencies..


Purpose: Convert Core Values into MEASURED BEHAVIORS Core Values are the Social Glue of the Organization Use best practice and Int’l. standards Convert Core values to behavioral indictors for ease of visibility &

measurement Use 360◦ measurement technique & AUTOMATE Assign behavioral level and indicators to Leaders and Employees Coach the organization to understand behavioral indicators Use general & leadership competencies in Jobs’ Description Keep tracking..Remember the EDC team role, Assign Accountability Keep hiring good people using competencies as an important factor

“People do what is inspected not

what is expected..

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What are Competencies and their Applications in People’s Management?

Hidden, difficult to identify and manage

Visible, surface, easy to identify and manage

“Competencies are the underlying characteristics of an individual which is

usually related to effective or superior performance in

a job”

Org. Success Circle6 Major Competencies

• Recruitment & Selection• Learning & Achievement• Performance Mgt.• Career Development• Succession Management• Rewards & Compensation• HR Planning

Self-concept , Traits, Motive

Knowledge, Skill & Attitude

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Basic Competency Profile Architecture

Competency People Mgt. Process

Core / Common Competencies

Leadership Competencies

Translate Vision & Core Values into behavioral based actions & attitude

- HRSG, Canada

Keep educating the organization on competencies and Measuring Core Values based on Competencies.

- HRSG, Canada

Coaching On the Job Training (OJT) Action Learning Peer Learning

Team Learning Online Learning Apprenticeship Informal or Independent Learning

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Proficiency Scale

Behavioral Indicator

Common Competency Example: Client Focus

Best Practice: Organizations establish a limit on the total number of competencies included in any one profile in the range of 12 to 15. Remember MORE IS LESS..

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Competency Profile Development (Example Only) Up to 12 competencies per profile, including five (5) core competencies. Core Competencies (5 competencies that apply to all employees) Job Family Competencies (Common to whole family ) Technical / Professional (work specific) Competencies (Apply to some or all jobs / roles in group )


CORE COMPETENCIES

Achievement Orientation

Client Focus

Initiative

Teamwork

3

3

3

3

Competency Proficiency

JOB SPECIFIC - TECHNICALCOMPETENCIES

Project Management

Using Information Technology

Information Management

4

2

4


JOB SPECIFIC - BEHAVIORIAL COMPETENCIES

Adaptability

Analytical Thinking

Critical Judgment

Problem Solving

3

2

2

2


Required Effectiveness

LevelExample Profile: Programmer Analyst

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PLTI Toolkit.. Design Strategic Reward & Appraisal System..


Purpose: Foster teams and individuals behavior and achievement based on strategy (achieve people’s attunement) Reduce reliance on financial targets achievement rewards only Apply organization-wide reward system (Include SBUs’, MPAs’ & MFAs’ Base rewards on team and departmental performance, FUND IT Rely on performance data vs. what I or you think! Sustain performance communication and transparency Use Olympic reward system (No more one is the best) Make rewards timely, adequate and directed. Announce Keep tracking..Remember the EDC team role, Assign Accountability Install wall or hall of fame to embrace winners continuously Make evaluation more frequent (Quarterly not Yearly)

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Best Practices in strategic rewards (the base for a comprehensive system): Create and approve a comprehensive document for the system Apply rewards to all when due (Assure EQUALITY) Announce the program and made it public, REWARD also publicly Populate financial budget to support the program Reward on all levels: committees, departments, leaders and employees Focus yearly on certain goals and focus rewards Make it Olympic: Gold, Sliver and Bronze Make it monetary and non- monetary Maintain and update the system continuously, but ANNOUNCE Make it the responsibility of EDC committee Make it based on performance that is communicated transparently



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PLTI Toolkit.. Brand Redesign


Purpose: Reshape organization brand to reflect the new strategy and customer-focus culture Reflect a new comprehensive strategic image of the organization and

Rallying Cry Focus on Success and Differentiation factors Make the new image and brand the basis for marketing and e-image

(digital marketing, social media, web site, etc) capture customers’ hearts Be assertive in making the new brand (feed the future and starve the

past) Consider making new entity for the new brand if incumbent wants to

preserve old identity. Involve stakeholders in the new brand design

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PLTI Toolkit.. Yearly Organization/Units Operational Plans & Strategic Budget


Purpose: Plan and document strategic execution and extract yearly strategic budget (Starve the past and FEED THE FUTURE) Be guided by strategy components: Vision, Mission, Core Values, VA/CVP, KSMs’,

CSA, Main Customers’/Stakeholders’ Focus CASCADING CORE STRATEGIES / STRATEGIC OBJECTIVES Include Core Strategic/Objectives description and make it the base of explicit

performance measures/KPI selection Document performance measures/KPIs’ (USE MEASURES CARDEX) Document each department operations (Use the Admin Org. Chart). Remember

Management 5 functions Extract Strategic OPEX from depts’ operations Document Strategic Actions, Initiatives and Systems then extract CAPEX Formalize, unify and approve Yearly Strategic budget

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First Level Organization

Strategy

Department 1Strategic Objectives



Performance Measures




Performance MeasuresPerformance MeasuresPerformance Measures

Financial

Customers

Internal Processes

Org. Capacity

Financial

Customers

Internal Processes

Org. Capacity

Second Level Units / Depts.

Strategy

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Manager/ Supervisor 1Strategic Activities / Tasks





Performance MeasuresPerformance MeasuresPerformance Measures

Financial

Customers

Internal Processes

Org. Capacity

Financial

Customers

Internal Processes

Org. Capacity

Second Level Units / Depts.

Strategy

Third Level Managers/Supervisors Tasks &

Activities



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“Core Strategies/Objectives & Performance Measures”-Example Only-

Auditor Accountable Weight P. Measure DescriptionCore

StrategyPerspective

CFO

CFO

CFO

Sales Manager

Sales Manager

Sales Manager

• 50%

• 20%

• 30%

• O1M1: Receivables Turnover ratio

• O1M2: % Cash vs. Credit Revenues

• O1M3: % Bad Debits

• Increase receivables turnover • Control credit sales• Improve cash sales• Encourage customers to pay in

cash• Etc..

O1- Improve Cash flow

Financial

……….……….

……….……….

40%

40%

20%

O2M1: Customer Increase RatioO2M2: Customer Retention RatioO2M3: % Online Sales to T. Sales

• Increase Customers• Retain current Customers• Increase geographical coverage• Deploy E-Commerce• Etc..

O2- Increase Customer base

Customers & Stakeholders

• In the 1st year or remaining of current year try to make it on Level 1• On the 2nd year it should include units/departments and possible 3rd level• Sales/Revenue Targets shall be indicated under performance measures

targets• All plans should be done as teamwork within units, its not a manager’s job

rather his/her responsibility


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Core Strategy O1- Improve Cash Flow

Change Perspective Financial Customers/Stakeholders Internal Processes People, Tools & TechMeasure Name Receivables Turnover Ratio Code O1M1

Measure Description Increase turnover ration to avoid additional loans and financial facility requirement

Weight (%) 50% Unit % Number Currency Time

Frequency Monthly Quarterly ½ Yearly Yearly

Accumulation Value Average Total

Polarity Yes is Better? Yes No Higher Better? Yes No N/ABase Line (if exists) 6 (60 Days)

Equation = (360/ Average credit receivable days) for the measurement period

Scoring Type Goal Only Red Flag Scoring 3-Color Scoring Other. Specify:

Scoring Values

Target 8 (45 days)Others, Specify:

Red Flag 6 (60 days)Accountable Name: ……………………….. Position: Sales Manager Sig.:Verification Name: Position: CFO Sig. :

Scoring ResultsMonth 1 2 3 4 5 6 7 8 9 10 11 12

Target 8 8 8 8 8 8 8 8 8 8 8 8

Threshold 6 6 6 6 6 6 6 6 6 6 6 6

Actual


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“Operations & Activities”-Example Only- Sales Department-

Required Budget

Expected Risks

Outputs Inputs DescriptionCode & Activity

Served Core

Strategy

590,000 • Raised Competition• No funds for training staff• Commissions Payment delay

• Achieve Sales Targets• Achieve x number of sales outlets• Increase products

• Sales Manager• SM Assistant• Web Developer• Sales Plan • Sales

Commission System

• Plan annual sales and revenues

• Organize & manage Sales Force

• Manage Sales outlets• Plan, organize & manage

E-Commerce

A1- Manage Sales Dept.

O1-O2-O5-O9-O10

1,075,250

• POS breakdowns• Shortage of products• wrong customer handling

• Achieve Sales Targets• Trained Agents• Maintained outlets

• X no. of Agents• Storage Area• Point of Sale• Training of

Agents• Maintenance• etc

• Outlets sales• Customer Service at outlets• Outlets maintenance• Outlet storage & barcode system• Points of Sales installing• Train team on products

A2- Cash Sales

O1-O3-O4

• Separate planning sheets should be used to list all components• Plans with no. of staff required, pricing strategy, etc should be made separately • Risk plans should be developed with mitigation actions• Budgets required should constitute the OPEX of the department • Operations priorities should be made based on number of related core strategies

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“Projects / Programs / Systems”-Example Only- Sales Department-

Required Budget

Expected Risks

OutputsTime &

ResponsibleDescription/Activities

Code & Initiative

Served Core

Strategy

380,000 • High prices • No fulfillment of requirements• No proper training• No integration

• Maintain updated customer data base• Improved communication with Customers

• 6 Months starting X date

• Sales Manager

• Install a CRM System• Train Sales Staff on using

the system• Populate customers data• Trial before going live• Live launch of System• Feedback on the system• Continuous improvement

P1- CRM System

O1-O2-O5-O9-O10

850,000 • Delay of contractors • Lost of sales• etc

• New branded outlets• Good customer exp

• 12 Months starting date X

• Retail Manager

• Renovate outlets• Improve interior design• Install customer service disk• etc

P2- Improve outlets

O1-O3-O4

• Separate planning sheets should be used to list all components• RFP should be developed to seek pricing with exact needs and requirements • Risk plans should be developed with mitigation actions• Budgets required should constitute the CAPEX of the department • Operations priorities should be made based on number of related core strategies

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“Strategic Financial Budget”-Example Only- All Departments-

Other Details Related Budget Instrument Source Category

• Excel sheets presentation• Include all strategic parts

• Cash flow statements on monthly distribution

• Revenue Planning sheet with COGS / COSS

• Breakeven sheet

Sales / Service Plans & Performance Targets

Revenue (For SBUs’ & MFAs’)


• Full OPEX planning on monthly distribution • Operating Income Sheet (EBITDA)• OPEX Distribution on G&A, S&M, and R&D

Operations planning Operation Expenses (OPEX)


• Earnings / Deductions / Finance Costs• Income TAX• NET INCOME Sheet

All the above Net Profits

• Proforma Balanced Sheet All the above Proforma Balance Sheet• Separate planning sheets should be used to list all components

• Each department shall prepare its strategic budget and financial sheets with the help of the Budget Manger

• A financial cycle redesigned for requesting and approval of funds• Budgets should be focal part of the financial system• Periodical reports comparing planned and actual should be generated accurately• Expected 40-70% Accuracy in the first year with over 90% accuracy the 2nd year inwards

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FRAMEWORKS are based on Systems Thinking Understand Strategic execution Know how to PLANNING FOR EXECUTION is a key for success Understand the HOLISTIC APPROACH in strategic execution Understand how to build OPERATION PLANS based on your

strategic plan and include all FUTURE ACTIONS Learn the Business Excellence Model Architecture

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The Business Excellence Architecture Model

• Its based on Malcolm Baldridge US National Quality Award: Criteria for Performance Excellence as analyzed and extended by the Haines Centre into the 21st Century Systems Thinking Organizing Framework of Seven Hexagons of Organization Functioning :1- Building a Culture of

Performance Excellence2- Strategic Management3- Leading Strategic Change4- Creating the People Edge5- Achieving Leadership

Excellence6- Becoming Customer-Focused7- Aligning Delivery and

Distribution

The Systems Thinking Approach to build the business to deliver organization’s competitive

advantage (Customer Value-Add)

Str

uct

ure

sP

roce

sse

sC

on

ten

t

Th

e Ic

e B

erg

of

Ch

ang

e

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“You can't grow long-term if you can't eat short-term.

Anybody can manage short. Anybody can manage long. Balancing those two things

is what management is”- Jack Welch


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#1 Building a culture of

Performance Excellence

1. A culture of innovation and creativity.2. Language, thought processes, and practical tools of Systems

Thinking.3. Fact-based decision-making with good information and analysis.4. A set of core values that create this desired culture.

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#2 Reinventing Strategic

Planning into Strategic

Management

1. Vision and positioning shared throughout the organization.2. Key Success Measures and Core Strategies as the framework for

department goals.3. Business plans for SBUs/MPAs/MFAs.4. Strategic annual action priorities and work plans.5. Strategic budget and financial systems to allocate resources.

“We Now Need A Strategic Management System”I need to stress at this point that an effective management system is more than just the sum of the

parts ... it is a set of integrated policies, practices and behaviors. Sometimes having a good management system is confused with having high-quality employees. This is a mistake – the two are quite different in

some important ways: having high-quality employees does not assure an organization of having a sustainable competitive advantage or even a short-term advantage.

-Edward J. Lawler IIIThe Ultimate Advantage:

Creating the High-Involvement Organization

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#3 Leading Strategic Change & Innovation

1. Setting up specific change management structures.2. Involves people and their social/emotional attunement through

understanding and managing the Rollercoaster of Change™.3. Communication and reinforcement plans.4. Individuals change emphasis vs. organizational change.5. Horizontal cooperation and collaboration to serve the customer,

not a vertical hierarchy/bureaucracy.6. Essential Team work & Innovation Teams.

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#4 Creating the People Edge

1. Soft people and support elements strategically “in tune” to achieve ongoing World Class Star results.

2. Strategic people/HR management practices and the system of people management.

3. Create “The People Edge”.4. Attracting, hiring, motivating, developing, empowering, rewarding, and

retaining all crucial staff.

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#5 Achieving Leadership Excellence

1. Enhancing Self-Mastery2. Building Interpersonal Relationships3. Facilitating Empowered Teams4. Collaborating Across Functions5. Integrating Organizational Outcomes6. Creating Strategic Alliances.

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6 Levels of Leadership competencies

“Competencies are the underlying characteristics of an individual which is

usually related to effective or superior performance in

a job”

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#6 Becoming Customer Focused

1. Strategic marketing, sales planning, and implementation.2. Choices and customization controlled by the customer.3. Quality products and services delivered through quality

concepts (Deming, Juran, Crosby, Six Sigma, etc.).4. High quality customer service (legendary, raving fans, etc.).5. The total cost of doing business with you is what it costs

the customer – keep it low and fair.

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#7 Aligning Delivery

Required results must be delivered through operational, value-added Supply Chain Management (supplier – employee – customer) including:1. Process improvement – including the “continuous improvement” (or Kaizen)

concept.2. Enterprise-wide technology – organizational design, restructuring, and

technology tools are necessary to make sure all of the organization is supportive in creating the customer value.

3. Simplicity increased and waste/bureaucracy eliminated.4. On time delivery, convenience, speed, and customer responsiveness.

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1. Results: Measuring the Quadruple Bottom Line: (1) not just customers, (2) but employees, (3) shareholders, and (4) community/society goals.

2. Setting metrics in Module 2 for all four bottom lines will let you know if you’ve achieved these four bottom lines.

3. Feedback and data must be used in systematic problem solving and decision making, in discovering our hidden assumptions about behaviors and performance.

4. Feedback is also essential in daily reflection and education, and in constant reinforcement of the desired change.

Feedback is the breakfast

of champions!

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References..

Creating Customer Value - A Holistic Model To Excellence

• Stephen G. Haines (2004), Leading Enterprise-wide change: The Systems Thinking Approach to Business Excellence & Superior results , 6nd Edition, San Diego, California, The Systems Thinking Press.

• Stephen G. Haines (2011), Strategic Thinking Handbook #1: Top 10 Tools for Everyday Problem Solving at Play & Work, 2nd Edition, San Diego, California, The Systems Thinking Press.

• Stephen G. Haines (2010), Strategic Thinking Handbook #2: Top 10 Tools for Strategic Thinking, 4th Edition, San Diego, California, The Systems Thinking Press.

• Stephen G. Haines (2004), Pearls of Wisdom, The Systems Thinking Approach, facilitation tools, tips, and Techniques for Group leaders. 2nd Edition, San Diego, California, The Systems Thinking Press

• Peter M. Senge, (1990), The fifth Discipline, The Art of Practice & Learning Organizations, 2nd Edition, Currency Doubeady.

• H. Rohm, D. Wilsey, G. Perry & D. Montgomery (2013), The Institute way, Simplify Strategic Planning & Management with the Balanced Scorecard, 1st Edition, Cary, North Carolina, The Institute’s Press.

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FRAMEWORKS are based on Systems Thinking Understand Strategic execution Know how to PLANNING FOR EXECUTION is a key for success Understand the HOLISTIC APPROACH in strategic execution Understand how to build OPERATION PLANS based on your

strategic plan and include all FUTURE ACTIONS Learn the BUSINESS EXCELLENCE ARCHITECTURE MODEL

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For feedback or Questions, please write to me on: [email protected] or call me on my personal mobile:

+966540311851 OR +33619153374

“Excellence is not just a process, it’s an organizational life journey and an ultimate outcome that generates, when it happens, high fulfillment of

organizational goals and creates stability, profitability, and sustainability “By Me..

Thank You

making real sense of strategy execution “a holistic planning toolkit” by: husam a. amara – b....

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