TEFEP – Week 9

TOE Way/TOE Business Values

§ PRECISION & RIGOUR

Angela Aneke
July 2019

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 Precision & Rigour

“Rigourously translate dreams to reality.”

Tony O. Elumelu CON

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 Precision & Rigour – Merriam Webster

§  Precision - The quality or state of being exact:

Exactness

§  Rigour - the quality or state of being very exact,

careful, or strict

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 Precision in Execution1

§ Businesses start with dreams, and succeed through Execution

of goals and plans
§ Goal-setting and Planning provide the bridge between
Intention and Execution
§ Goals should be set out with Precision and pursued Rigorously
§ If goals are imprecise, the roadmap will be a poor guide
§ State goals in specific and precise terms
§ When goals are specific, the plan of action is easier to pursue
§ Goals should be SMART
- Specific
- Measurable
- Attainable
- Realistic
- Time Bound

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 Rigour in Execution2

“Successful companies or leaders pursue execution as a

science with a conscious, systematic and disciplined rigour.
They don’t allow their visions and strategies to remain on paper
but relentlessly convert them into reality.”

§  Key to success is effective Execution

§  The Basic principles of Execution are:

1.  Set your goals – Clarity
•  Convert Vision or Mission Statements into Clear, Simple Precise and Measureable Goals
2.  Determine how to reach your goals - Strategy
3.  Evolve operating systems for translating goals/ideas into actions -
Implementation
4.  Choose people who can get things done and reward them for it
5.  Monitor the results

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 Building a Performance Culture3

§  Building a Performance Culture is key to success

and competitive advantage
§  S t r a t e g y c a n b e c o p i e d , b u t a s u p e r i o r
performance culture is not quickly reproduced
§  To improve your Performance Culture:
1.  Apply hard, problem- solving Rigour to Intangibles
•  Get hard facts
•  Probe root causes
•  Dive Deep
•  Investigate
•  Conduct Deep Analysis
2.  Focus on a critical few cultural themes
3.  Leaders have 5 main levers for influencing culture
•  Create Role Models; Establish a Purpose; Build Required Skills; Put in place
Reinforcing Mechanisms; Make it personal for the employees
4.  Less about doing different things and more about doing things
differently
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 Food for thought

“I would like Heirs Holdings to be an organisation that

is known for execution, one that makes things
happen.”

“Our people understand that a dream will remain a

dream unless it is accompanied by action.”

Tony O. Elumelu CON

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 Sources:

1.  http://www.startupsafter50.com/archives/goals-
planning-execution; Goals, Planning and
Execution: Turning Intentions into a Road Map; by
Mike Armour
2.  The Challenge of Execution in a Changing World;
February 7 2014; M.S.Srinivasan
3.  McKinsey & Company; How do I create a
Distinctive Performance Culture; C. Aiken, G.
Bhatnagar, S. Keller, J. Lavoie, J. Malan, M. Rennie

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