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Driving Strategic Innovation: Leading Complex Initiatives for Impact -…
Driving Strategic Innovation: Leading Complex Initiatives for Impact
Developing and Driving Strategy
Play Book For Strategy
Where will you play?
How will you win?
What capabilities must be in place?
Deep Consumer Understanding
Innovation
Brand Building
Go To Market Ability
Global Scale
What management systems are required?
What is your winning aspiration?
Leaders Drive Initiatives
How to Accelerate Strategic Execution Through Active Support and Coaching
Keeping your foot on accelerator
The Execution Model
Team Capability
Deploy Strong Execution Teams
Course Correction
Create a robust coordination system
Behavior Change
Make the changes clear and real
Work Effort
Acknowledge and manage workload pressure
Change Magnitude
Keep things simple and consistent
Leadership Involvement
Spotlight leadership visiblity and consensus
Employee Support
Cultivate manager and frontline participation
Strategic Speed
Companies that execute with speed have stronger leadership
Execute strategic projects in a speedy and effective manner
Learn and improve from experience continuously
Maintain an organizational climate that drives employee engagement and high performance
create a shared understanding of business strategy
Identify and respond to threats and opportunities as they emerge
Teams Operate Differently in Companies that Execute with Speed
Take time to capture lessons learnt and retrospect.
Teams are flexible about switching responsibilities with each other vs focusing on their own responsibilities.
Teams are comfortable discussing problems or disagreements Vs keeping quiet.
Have Sr Leaders who are closely aligned and committed to their success.
Teams take time to review and reflect vs focusing solely on getting the work done.
Companies That Move More Quickly See Things Differently
Have Sr Management team that bases important decisions on creative and innovative ideas vs the tied and true ones.
Have management systems that work coherently to support their objectives Vs having systems that cause people to work at cross-purpose on competing objectives
Create innovative product and services Vs fine tune existing ones.
Define success based on the ability to explore new technologies, products, services and markets Vs improving quality and lowering costs of existing products and services
Provide training an education for even experienced people when new initiatives are launched Vs allowing no time for training.
Senior Leaders need to do more that just "sponsor" initiatives; they need to get behind the wheel and drive.
Innovation Ecosystems
Network of relationships in the form of an ecosystem contributes to innovation.
e.g. Protel Market Place
Balancing Exploration and Exploitation
Exploitation Process - Effectively executing existing capabilities to generate resources that support innovation.
e.g. G3, G2
Exploration Processes - Exploring new capabilities that position you to be able to drive or respond to market change.
e.g. Optix, Revplan
Ambidextrous Organizations - not only exploit existing capabilities but also explore new capabilities and business models.
Partnering to Commercialize Technology
Partnering as a way to shorten the time to commercialize.
Partnering as a way to get access to complementary assets
Linking partnership to strategy
e.g. IDeaS attempting to partner with China PMS Providers (IDeaS Inside)
e.g. IDeaS acquiring : Smart Spaces
Growing Through Open Innovation
Opening up your R&D pipeline to external players
e.g. Hilton partnering with IDeaS for driving innovation.
Organizational Innovation and Societal Influence
Balancing sustainability with Profitability
The Three Horizons
Horizon 3
IDeaS Lab
Horizon 2
Elevate, Optix, RevPlan
Horizon 1
e.g. G3