- “This is the measurable impact I committed to achieve.”
- “Here is how I’m doing.”
- [optional] “These are the changes I’d suggest to our direction,” and/or “This is the help I need from my boss or peers.”
- See ya next month!
- Put ONE person in charge of the project. There’s a reason ships don’t have two captains. Even big ships.
- Establish a clear goal, a clear timeframe, and a budget. Progress reports (we’re back to the accountability cycle) need to be couched relative to (a) work accomplished vs. schedule and (b) work accomplished vs. budget. Make sure you get both.
- Stand up a project team with team members who have clear accountabilities and clear understanding that for this project, they work for the project manager. (Obviously, the project manager must have some clout. We covered this topic when we discussed the perils of accountability without authority.)
- Encourage constructive failure. The innovators’ dictum to “fail fast, fail often, and fail cheap” boils down to this formula: non-fatal failure + learning = discovery. You need discovery for innovation, and the more discovery the better.
- But failure + blame (or stories, reasons, and excuses) = uh, FAILURE. When you see this happen, at least act annoyed.
- Reward innovative solutions, reward learning from failure, reward people for reaching across boundaries to create solutions.
- Contests work for a while (so use them), and demonstrating that you take “different thinking” seriously – whether or not you use it – always works.
Published: May 2, 2015
Chinmay Bande
I couldn’t agree more.I work for MART, a Delhi based rural consultancy organisation.
-We (being small team) follow a simple process of morning meeting where every team member share his today’s plan of action (POA) and next day where he/she stands as per POA shared.It ensures accountability and helps in many ways to make whole organisation more effective.
-Also we’ve different divisions like Research, Development but we’ve consciously kept our strategy & Implementation team together and that division is called Strategic Implementation team.It helped us to come up with more systemic answers and innovative solutions.
Ernie Watson
Great post, much appreciated and fully aligned, was saying much the same thing to clients recently. With reference to your question of what to add then I have found to support the 60/40 principle I stress the need to have Strategic Thinking Capabilities http://en.wikipedia.org/wiki/Strategic_thinking . This has helped clients free themselves up and get on with execution.
Phil
Once the “innovation switch” goes on, there’s a useful 3 step process to turn a good idea into a major organizational improvement at leadfromthebottom.blogspot.com. Check it out . . .
Chuck Cone
Here are my thoughts on linking execution to strategy:
As we all know from experience, there is a gap between strategy and execution (e.g., planning) as well as gaps within each (e.g., strategy articulation, KPIs, implementation effectiveness, change mgmt., accountability, etc.).
At the highest level, taking an organization from Goals -> Strategy -> Initiatives Required -> Implementation Plans -> Plan(s) Execution -> Sustained Performance Monitoring usually serves as a disciplined model to achieve successful outcomes. Clearly, there are roadblocks in this process (e.g., cultural resistance) yet a repeatable high-level model helps most organizations succeed where others fall short.
Bill
No arguments, there, Duane. Good list!
Duane Green
Overall a good perspective, but here’s my list!
1. Focus on what’s truly important; is it significant and achievable. To often organizations fail to achieve strategic goals because they don’t focus on value and instead get hung up on the ‘want to have’ and ‘nice to have’.
2. Create a scorecard, if you can’t measure it, it won’t happen.
3. Translate every important item into specific actionable tasks. What needs to be done and by who to be successful in achieving goals.
4. Accountability – Every member of each team needs to hold themselves and others accountable for their role in successful attainment of goals!
Wendi Peck
Totally agree!! That’s not innovation; it’s self-indulgence. Innovation comes from having an exquisite understanding of what you are trying to accomplish. And if your mission is to serve internal customers, then that means you need to have an exquisite understanding of what THEY are trying to accomplish. “Innovating” without involving them is silly.
Nancy Rantanen
I fully believe in innovation. However, some govt organizations/companies may see this as an opportunity to design and implement a Cadillac when a Yugo would be just fine. Over-engineering systems may add additional costs which are not identified within life cycle management. We need to work with our stakeholders to understand their requirements; thus, ensuring the end-result system is exactly what we need.
Leif Smith
One of my favorite trainers says, “if the plan is in your head there is no plan.”
Loren Heckelman
Nice article. Unfortunately more often than not, the strategic planning process and offsite becomes an annual “check in the box” event and never gets another thought until time to update or renew… or worse yet, until the leader transitions and a new person comes in. It doesn’t have to be a major event or evolution… but it does need to be a part of the real, daily work to have impact through the masses of the organization and for everyone to know their part and what they contribute to the objective(s). I have also seen where the leader directs and delegates the strategic planning process to others because it’s definitely “important” and “the thing to do” but he/she is “too busy” to actually engage in it himself or herself. You’re kidding yourself if you think your people don’t see through that. It can be done and done effectively… and have measurable, positive results. But you can’t give it lip service and have that happen. It’s real work.
Bill
Right! In some places, it appears that “having a plan” IS the plan!