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Kaplan ZfU Tantum Kaplan Strategy Execution Oct 2011 PDF
Kaplan ZfU Tantum Kaplan Strategy Execution Oct 2011 PDF
Execution
results
Operating Plan
MONITOR & LEARN 5
4 PLAN OPERATIONS
• Sales Forecast performance measures • Strategy Reviews
• Key process improvement • Resource Requirements • Operating Reviews
• Sales planning • Dashboards
• Resource capacity plan • Budgets
• Budgeting
results
EXECUTION
Process
Initiative
Leadership: The Necessary and Perhaps Sufficient Condition for
Successful Strategy Execution
LEADERS …
1. Establish Direction
Develop a vision of the future along with strategies for producing the
changes needed to achieve that vision.
2. Align People
Communicate the direction to all employees, create coalitions that
understand the vision and are committed to achieving it.
• Well-known and often still highly respected companies have the disease, and
their futures aren’t pretty. Many people, including capable CEOs, don't recognize
this in their organizations—and even more don't see it in themselves. Success
and scale usually result in an inward focus, where people don't see the threats or
opportunities that lie just outside. They of course deny this, as do people in all
organizations. Just ask a crowd of people how many of them are complacent,
and see how many hands go up.
Leadership Must Overcome Complacency (We’re doing OK) and
Communicate the Urgency for Change: “Why” and “Why Now”
Financial Challenges
• Weak competitive position (profitability rank in industry)
• High costs
• Mediocre to poor quality
• Stagnant or declining revenues
Competitive Challenges
• Traditional Competitors
• New Competitors
Technology Challenges
• Lack of innovation
• Threat from emerging technologies
Jack Welch
12
The Eight Step Process for Leading Successful Change:
John Kotter, Leading Change (Harvard Business Press).
Senior leaders must concur on both the vision and the plan to
carry out the strategy successfully
Commitment
Consensus
Brian Baker, Mobil US
Marketing & Refining
Executive Vice “You could take our scorecard and give it to
President a competitor and it wouldn’t work. You had
to have sweated through the hours and
hours of work and effort that went behind
the card to get the benefits from the
measures. That’s what brings it to life. It’s
got to become part of the company’s belief
system, almost a religion – the benefits
don’t come just from having a piece of
paper with a scorecard on it.”
The Eight Step Process for Leading Successful Change:
John Kotter, Leading Change (Harvard Business Press).
Having a stretch target and a date, not too far into the future, creates the sense of
urgency: We must start now on the trajectory to breakthrough performance.
• Cigna Property and Casualty Insurance Company [when it was the least
profitable P&C insurer] : “to be in the top quarter of profitability within 5 years”
2
TRANSLATE THE STRATEGY DEVELOP THE STRATEGY 1
• Strategy Map / Themes • Mission, Values,
• Measures / Targets Vision
• Initiative Portfolios • Strategic Analysis
• Funding / Stratex
• Strategy Formulation
results
Operating Plan
MONITOR & LEARN 5
4 PLAN OPERATIONS
• Sales Forecast performance measures • Strategy Reviews
• Key process improvement • Resource Requirements • Operating Reviews
• Sales planning • Dashboards
• Resource capacity plan • Budgets
• Budgeting
results
EXECUTION
Process
Initiative
Case Study: Volkswagen do Brasil’s new strategy
• innovatively designed,
• high performance
• competitively-priced, and
• reliable vehicles
2
PLAN THE STRATEGY DEVELOP THE STRATEGY 1
• Strategy Map / Themes • Mission, Values, Vision
• Measures / Targets • Strategic Analysis
• Initiative Portfolios • Strategy Formulation
• Funding / Stratex
results
Operating Plan
MONITOR & LEARN 5
4 PLAN OPERATIONS
• Dashboards performance measures • Strategy Reviews
• Key process improvement • Sales Forecast • Operating Reviews
• Sales planning • Resource Requirements
• Resource capacity plan • Budgets
• Budgeting
results
EXECUTION
Process
Initiative
VWB’s Strategy Map: Acao para Vencer (Act to Win)
Volkswagen do Brasil Balanced Scorecard: Metrics and Accountability
VP Finance & Corporate Strategy
VP Sales & Marketing Achieve sustainable Metrics:
Achieve Market Metrics:
and positive 1.1 EBITDA
Share growth 2.1 Market Share 1.2 Return on Investment
2.2 Price Index
financial results
1.3 Operating Profit as % of Revenue
2.3 Contribution Margin 1.4 Facility & Tool Investments
2.4 Vertriebsleistung 1.5 Net Cash Flow
Director Quality Assurance Director Corp. Affairs & Press
Satisfy the Metrics: Metrics:
3.1 Things Gone Wrong Improve company
customer’s 4.1 Image Quality Index
3.2 Repair per 1000 image 4.2 New Car Buyer
expectations 3.3 Costumer Satisfaction Index 4.3 Employees Image Index
3.4 Audit Note
Champion: 13.2
Cooperation 100% 100%
Dr. J.-F. Senn Barometer
W = 10% 2008 2009 2010
13.3 Training
Projects Status hours/
employee
100% 98%
Establish a VW School of Excellence
W = 10% 2007 2008 2009 2010
Fitness Contest
13.4 Fitness
Competence Appraisal Improvements Index 100% 100%
W = 20% 2008 2009 2010
PID for Cell Leaders
13.5
Executive
Summer Scholl 100% 100%
Competence
Index 2008 2009 2010
W = 15%
13.6 Cell
Leaders 100% 100%
Screening
W = 15% 2009 2010
FC(8+4) PageVOLKSWAGEN
13 DO BRASIL
Each strategic objective has at least one strategic initiative selected
to drive short-term improvements
92
Unify and standardize training and development programs for % Training Programs for Cell Leaders included
the Cell Leaders providing a continuous professional in the courses structure - Pre Requirement
10
improvement (2009 - Based on Lider Executor II - 95%)
2009 2010
80
Develop the structure, process and support for all training and development
programs for the Cell Leaders including more than 40 courses divided into classroom Participants Index New
training (29 courses) and online training (12 courses).
2009 2010
results
Operating Plan
MONITOR & LEARN
5
PLAN OPERATIONS
performance measures
4 • Key process improvement
• Sales Forecast
• Resource Requirements
• Strategy Reviews
• Operating Reviews
• Sales planning • Dashboards
• Resource capacity plan • Budgets
• Budgeting
results
EXECUTION
Process
Initiative
Align employees to strategy. Communicate “seven times seven
different ways”
2
TRANSLATE THE STRATEGY DEVELOP THE STRATEGY 1
• Strategy Map / Themes • Mission, Values, Vision
• Measures / Targets • Strategic Analysis
• Initiative Portfolios • Strategy Formulation
• Funding / Stratex
results
Operating Plan
MONITOR & LEARN 5
4 PLAN OPERATIONS
• Sales Forecast performance measures • Strategy Reviews
• Key process • Resource Requirements • Operating Reviews
improvements • Dashboards
• Dashboards • Budgets
• Budgeting
results
EXECUTION
Process
Initiative
Empower Others to Act on the Vision and Strategy
Align all organizational units and employees to the strategy.
Scorecard Cascade
Headquarters Scorecard
Shared Services
Business and
Regional Units
Departments
Teams &
Individuals
Dashboards articulate the critical link between strategy management
and operations management.
THEME linked to
PROCESS
PROCESS linked to
METRICS
PROCESS supports METRICS improve
THEME PROCESS
2
TRANSLATE THE STRATEGY DEVELOP THE STRATEGY 1
• Strategy Map / Themes • Mission, Values, Vision
• Measures / Targets • Strategic Analysis
• Initiative Portfolios • Strategy Formulation
• Funding / Stratex
results
Operating Plan
MONITOR & LEARN 5
4 PLAN OPERATIONS
• Sales Forecast performance measures • Strategy Reviews
• Key process improvement • Resource Requirements • Operating Reviews
• Sales planning • Dashboards
• Resource capacity plan • Budgets
• Budgeting
results
EXECUTION
Process
Initiative
46
Stages 6 of the Management System: Test, Learn, and Adapt
2
TRANSLATE THE STRATEGY DEVELOP THE STRATEGY 1
• Strategy Map / Themes • Mission, Values, Vision
• Measures / Targets • Strategic Analysis
• Initiative Portfolios • Strategy Formulation
• Funding / Stratex
results
Operating Plan
MONITOR & LEARN 5
4 PLAN OPERATIONS
• Sales Forecast performance measures • Strategy Reviews
• Key process improvement • Resource Requirements • Operating Reviews
• Sales planning • Dashboards
• Resource capacity plan • Budgets
• Budgeting
results
EXECUTION
Process
Initiative
7. Sustain the Effort: Produce Still More Change
Continually Test and Adapt the Strategy
The Strategy Test and Adapt the
Financial
Perspective
Strategy
Customer
Perspective
results 5
MONITOR & LEARN
4 Operating Plan
PLAN OPERATIONS
performance measures
SMO
• Key process • Sales Forecast • Strategy Reviews
improvement • Resource • Operating Reviews
• Sales planning Requirements
• Resource capacity plan • Dashboards
• Budgeting • Budgets
Strategy/BSC Committee
Strategy BSC
Formulation Management
O. Garcia C. Davies
BSC Team
2006
Measure (pre-BSC) 2008 2010
QUESTIONS?