Execution

Building Blocks

Good Sign

Salient

Metrics

Questions to Answer

Failure Reasons

  1. Essential behaviors of the leader
    (/Personal Priority)
  1. Culture Change
    (Operational definition of the framework)
  1. Selecting and Appraising people
    (getting the right people in the right jobs)

I) People
(means Organization Capabilities)

II) Strategy

III) Operations

Examples

  1. Build to Order
  2. Direct Sales

i) Empowerment vs MicroManagement dilemma
ii) Presiding vs Active Involvement

Question, Analysis, Follow-up

  1. Integrity
  2. Customer comes First
  3. People, Strategy, Operation
  1. The organizations aren’t capable of making them happen.
  2. Leaders of the business misjudge the challenges their companies face in the business environment,
  3. Integrating the acquisitions and delivering on the promises required better execution

Examples

Operating margin

Return on equity

Return for shareholders

Market share

Cash flow

Build-to-order

Inventory turnover

Asset velocity

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Are our products positioned optimally in the marketplace?

Can we identify how we’re going to turn the plan into specific results for growth and productivity?

Are we staffed with the right kinds of people to execute the plan? If not, what are we going to do about it?

How do we make sure the operating plan has sufficiently specific programs to deliver the outcomes to which we’ve committed?

  1. Indecisive
  2. Lack of Accountability

CXO performs two steps when he takes it over:

  1. Reorganization
  2. Ambitious Goals for rev-
    enue and earnings growth
  3. Cost cutting
  1. Quality (data driven) and flow of information
  2. Accountability
  3. Decisiveness
  4. Collaboration across teams, depts, LoBs
  5. (Foster) Honest dialogue

Growing anxiety and unrest most probably will happen. Make a plan to handle it.

Organization structure is not aligned with changed needs of the market

Leadership and Change Management

Analyse 1/2 levels down to find root cause

Lack of quality of delivery

Reorganization => Put its design in the hand of the people

  1. Know your people and your business.
  1. Insist on realism.
  1. Set clear goals and priorities.
  1. Follow through.
  1. Reward the doers.
  1. Expand people’s capabilities.
  1. Know yourself.

Risk: 1. Out-of-touch with ground realities

  1. Receiving filtered information from reportee

Example; Vietnam war

Warning Signs

  1. Too many people have been doing the same jobs too long. (Lack of fresh perspective)
  2. No free exchange / No open community (People are afraid to ask questions)

Reasons to miss forecast

  1. Consolidation of depts, plants, offices
  2. Outsourcing to partners, suppliers, etc

Business Review / Trip

  1. Purpose (Agenda)
  2. Verify what you have heard
    about the local leader team
  3. Q&A session with team
  4. Coach to the local leader team
  5. Action items (Formal letter)
  6. Being present during meetings

Open mind, Positive demeanor, Informal, Sense of humour

A business review should take the form of a Socratic dialogue, not an interrogation.

Follow-up

Personal Letter / Note

  1. Prove that you care for people who are working for you
  2. Build personal connection

Implement a new methodology

  1. Skills
  2. (Social architecture) Attitude
  3. Resources
  4. Expected challenges
  1. Leader is in denial mode.
  2. Employees avoid confrontations / afraid of being a messenger who gets shot
  3. Leaders are unaware of the weakness

“How am I doing vis-à-vis other companies?

Q to ask with the team (during visit)

  1. “What are we doing right in this business, and what are we doing wrong in this business?”
  2. “What do you like about Honeywell, and what don’t you like?”

Make notes and take them up
afterward with the manager.

Few, Crisp, Simple (SMART)

  1. Autneticity
  2. Self_Awareness
  3. Self-mastery
  4. Humility