the strategy network - smit presentation

• The Strategy Network is an open network for professionals with interest and knowledge in strategy

• We meet around three times a year in order to share best practice and exchange knowledge around strategy

• More than 50 top companies in South Africa have joined

• No commitment, no fees. Confirmation of attendance is sufficient (Subject to availability)

Both free and priceless at the same time

Clare GomesStrategic Planning & Communications ManagerAt SMIT Amandla Marine

“The challenge of executing the strategy

day to day”

\

3

THE STRATEGY NETWORK

26 AUGUST 2014

OVERCOMING THE CHALLENGE OF EXECUTING THE STRATEGY IN THE DAY TO DAY

\

4

1. Introduction to SMIT Amandla Marine

2. The Science of Strategy Execution

Tools

Processes

3. The Art of Strategy Execution

Change Management

Communicating the Strategy

4. In summary

INDEX

\

5

Market leader for specialist marine solutions in Southern Africa

− Established operations in South Africa and Mozambique, with projects region-wide

Delivering solutions for marine offshore requirements in the oil, gas and mining sectors and for inshore port and marine services, as well as vessel management

12% Employee Ownership

650 employees - leading employer of South African seafarers

OUR COMPANY

\

6

“DOING THE SAME THING OVER AND OVER AGAIN BUT EXPECTING DIFFERENT

RESULTS”

\

7

3 KEY PRIORITIES

Picture

LOOKING INTO THE FUTURE

Maintain current business in South Africa Grow new business in South Africa and

Mozambique Strengthen and prepare the company for the

future

\

8

Picture

PURSUING A BALANCED APPROACH

\

9

1. Introduction to SMIT Amandla Marine

2. The Science of Strategy Execution

Tools

Processes

3. The Art of Strategy Execution

Change Management

Communicating the Strategy

4. In Summary

INDEX

\

10

STRATEGY MAP

Spending time on defining the right things

Map defines clearly what you want to achieve

Separation of strategic inputs and strategic outcomes

Successful execution turns on the accuracy of the strategy map

\

11

MEASUREMENT IS KEY

57 strategic measures defined

80% are things we had not measured before

Critical to ensuring we are making the right decisions at the right times

\

12

23 strategic initiatives defined

Driven by senior managers and second level managers

Focus on introducing best practice and facilitating strategic alignment – “doing things differently in order to bring about change”

Each initiative has:

− An initiative plan that is clear on scope, participants, deliverables and milestones

− A budget

− A sponsor and a manager

− A defined team

Execution of strategy takes place through initiatives

INITIATIVES: WHERE IT ALL HAPPENS

Picture

\

13

Personal scorecard development

Alignment with measures in strategy scorecard

Important organisation wide – however, key is Senior and 2nd Level Management

Clear line of sight to strategy execution

INDIVIDUAL ALIGNMENT

\

14

1. Introduction to SMIT

2. The Science of Strategy Execution

Tools

Processes

3. The Art of Strategy Execution

Change Management

Communicating the Strategy

4. In summary

INDEX

\

15

Defining, introducing, supporting and maintaining monitoring mechanisms

− Monitoring of measures

− Strategy Review Meetings

− Initiative Review Meetings

Allocating clear accountability

Entrenching processes so that they become a habit – consistent repetition

Getting the ‘right’ things on the map and in the scorecard, and focusing on executing

the ‘right’ initiatives is key – and where we have had the most ROI ito consultant

support

CRITICAL STEPS

Picture

\

16

MONITORING OF MEASURES & STRATEGY REVIEW

Gathering measure data

Commenting on measures and objectives

Setting an agenda

Facilitating meetings

Making decisions

Committing to action

\

17

Picture

INITIATIVE REVIEW Management of Initiatives is important – this is the effort driving the change

This requires the commitment and visibility of the MD or CEO, attending monthly meetings per initiative, focused on

• Short term progress and achievements• Short term deliverables• Team involvement• Support required

Share progress by developing a quarterly initiative progress report – keeping senior and second level management informed

Develop an ‘induction process’ for those sponsoring and managing initiatives

• Workshop what ‘success’ looks like• Define and explain what is expected from Initiative Managers• Agree performance measurement criteria• Train in basic project management

\

18

INITIATIVES DRIVING CHANGE…

• Ignite energy flow within the organisation – people want to be part of them

• Involve conversation and consultation

• Facilitate collaboration

• Driven with energy and enthusiasm

• Involve doing things differently

• Involve 2nd Level Managers in the consultations

• S-T-R-E-T-C-H: those involved feel the burn

\

19

SUPPORTING CHANGE

• Daily record keeping of allocation of time

introduced at Senior Management Level

• Link to strategy scorecard through an

objective

• Link to personal scorecard ito time dedicated

to strategy execution

• Monthly reporting to the team wrt

performance against set targets

• Closes the loop wrt execution of initiatives

• Reinforces time devoted to 2nd level

empowerment

\

20

Picture

SUPPORTING CHANGE

\

21

1. Introduction to SMIT

2. The Science of Strategy Execution

Tools

Processes

3. The Art of Strategy Execution

Change Management

Communicating the Strategy

4. In Summary

INDEX

\

22

“ORGANISATIONS DON’T CHANGE.

PEOPLE CHANGE.”

\

23

CHANGE MANAGEMENT

• Managing energy: yours and the team

• Being aware of the ‘critical mass’ dynamic – and managing

proactively

• Identifying, pursuing “quick wins”

• Celebrating milestones – even though the journey continues

• Motivation that go beyond measurement and monitoring

• Connecting the dots – systems thinking

\

24

1. Introduction to SMIT

2. The Science of Strategy Execution

Tools

Processes

3. The Art of Strategy Execution

Change Management

Communicating the Strategy

4. In Summary

INDEX

\

25

COMMUNICATING THE STRATEGY

Picture

\

26

\

27

ROADSHOW

\

28

Picture

\

29

\

30

COMMUNICATING THE STRATEGY

• Presenting vs Engaging• Involving and encouraging participation• Evoking accountability for action

• Facilitating leadership visibility• Equipping Senior Managers to engage with all levels of the business• Maintaining the increased communication levels

• Channels for dealing with ‘housekeeping issues’• Feedback mechanisms• Identification of key themes• Follow up actions

\

31

1. Introduction to SMIT

2. The Science of Strategy Execution

Tools

Processes

3. The Art of Strategy Execution

Change Management

Communicating the Strategy

4. In Summary

INDEX

\

32

IN SUMMARY

• Spend time on defining what you are going to do differently and how

• Put the right tools in place to reinforce change – and then use them

• Leadership and involvement of the MD / CEO is key

• Achieve balance between the science and the art required to gain

momentum

• Release the energy of the organisation and open employee

engagement channels

\

33

WHAT I HAVE LEARNT

• Expect the unexpected

• Strong, visible, confident leadership is not a choice

• Constant “recalculating” is key to ensure we reach our destination

• People’s capacity to embrace change often exceeds their own

expectations

• Setbacks are healthy – the comebacks are often worth it

• The map is not the territory

• Hold your course

© copyright 2012

Training – Assessments – Projects

The specialist consulting firm for strategy execution in Southern Africa