BetterWorks Goal Summit 2015: Avoid the Disconnect Between Strategy and Execution with Rich Clayton
•Download as PPTX, PDF•
3 likes•1,052 views
Learn how goals can help close the often neglected loop between setting a strategic plan and getting real results from VP of Business Analytics Product Group Rich Clayton's presentation at Goal Summit 2015.
Report
Share
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (16)
Similar to BetterWorks Goal Summit 2015: Avoid the Disconnect Between Strategy and Execution with Rich Clayton
Similar to BetterWorks Goal Summit 2015: Avoid the Disconnect Between Strategy and Execution with Rich Clayton (20)
More from BetterWorks
More from BetterWorks (16)
Recently uploaded
Recently uploaded (20)
BetterWorks Goal Summit 2015: Avoid the Disconnect Between Strategy and Execution with Rich Clayton
- 1. GOAL SUMMIT 2015 Mind the Gap: Avoid the disconnect between strategy and execution Rich Clayton Oracle Corporation April 16, 2016
- 2. The Next World Series Champions Will Be….
- 3. On your smart phone, go to pollev.com
- 5. 5 Digital Disruption Driving Greater Competition and Innovation 5
- 6. 6 Company Lifespans Are Decreasing 6
- 7. 7 Disruption Challenging Static Strategies “The senior management team needs to have regular, probably monthly, meetings that focus only on strategy.” 7
- 8. 8 Connecting Strategy with Planning & Execution 40% 13% of organizations claim they are very successful in executing their strategy link strategy with annual budgets 8
- 9. What are the top obstacles for connecting strategy and execution in your company?
- 11. Five Myths in Connecting Strategy with Execution 1 Execution Equals Alignment 2 Execution Means Sticking to the Plan 3 Communication Equals Understanding 4 A Performance Culture Drives Execution 5 Execution Should Be Driven from the Top 11
- 12. 12 Five Strategies for Success 1. Broaden strategic objectives beyond financial outcomes 12
- 13. 13 Five Strategies for Success 1. Broaden strategic objectives beyond financial outcomes 2. Scrap spreadsheets for planning processes 13
- 14. 14 Five Strategies for Success 1. Broaden strategic objectives beyond financial outcomes 2. Scrap spreadsheets for planning processes 3. Invest in Goal Management Platform as connective tissue 14
- 15. 15 Five Strategies for Success 1. Broaden strategic objectives beyond financial outcomes 2. Scrap spreadsheets for planning processes 3. Invest in Goal Management Platform as connective tissue 4. Condense, crystalize and communicate KPI’s broadly 15
- 16. 16 Five Strategies for Success 1. Broaden strategic objectives beyond financial outcomes 2. Scrap spreadsheets for planning processes 3. Invest in Goal Management Platform as connective tissue 4. Condense, crystalize and communicate KPI’s broadly 5. Develop dynamic enterprise guidance system 16
- 17. 17 Broaden Strategic Objectives Beyond Financial Outcomes Vision Lagging indicators measuring tangible outcomes FINANCIAL Create value for customers & stakeholders PROCESS Defines the source of value CUSTOMER Align resources to drive improvement in processes LEARNING & GROWTH 1 17
- 18. 18 Strategy Maps Illustrate Connectedness of Goals and Networks 18
- 19. 19 Lessons from Frontline in Public Sector 19
- 20. 20 Planning Provides the Bridge to Link Strategy with Execution… Strategy Operations The planning process is at the core of linking strategy to operations 60% of organizations do not link operational plans to strategy 20
- 21. 21 Limited Visibility into Revenue Forecast Revenue forecast accuracy for the current quarter is +/- 5% by: 5% 26% 16% 39% 14% 1-4 Weeks 5-8 Weeks 9-10 Weeks 11-12 Weeks Week 13 Source: Loras College, Center for Business Analytics 46% of companies don’t have visibility into revenue until week 11 of the quarter
- 22. 22 2 • Centralize financial assumptions • Gather wisdom beyond finance • Leverage cloud services • Develop dynamic scenarios • Focus on forecast accuracy Scrap Spreadsheets for Planning Processes spreadsheets contain mathematical errors88% 22
- 23. 23 Don’t Do This with Goals 23
- 24. Ideally, how often would you set or calibrate goals?
- 26. 26 3 Invest in Goal Management System Connected Supported Progress-based Adaptable Aspirational Vertical / horizontal alignment and clarity Working transparently with social reinforcement and recognition Frequent, measurable feedback and frequent wins Flexibility to respond to changing goals and business needs Greater achievement and encourage excellence 26
- 27. 27 All Metrics Aren’t Created Equal Attributes Type Rate of Change Quantity Ownership Comparative Operational Metrics Activity/Outcome Rapidly Scores Single LOB Prior Year Financial Metrics Outcome Rarely Dozens CFO Prior Year KPI’s Outcome Rarely <10 Cross LOB Target 27
- 28. 28 Total Transparency of KPI’s4 28
- 29. 29 Studies have shown that specific and ambitious goals lead to a higher level of performance than easy or general goals. As long as the individual accepts the goal, has the ability to attain it, and does not have conflicting goals, there is a positive linear relationship between goal difficulty and task performance.” “ Edwin Locke and Gary Latham
- 30. 30 ENTERPRISE PERFORMANCE MANAGEMENT • Strategy Map & Long Range Planning • Financial Budgeting & Planning • Profitability Modeling BUSINESS INTELLIGENCE • Dashboards & Self-Service Analysis • Predictive Analysis • Data Discovery & Visualization GOAL MANAGEMENT • Organizational Alignment • Transparency of Work • Engaged Team Members Develop a Dynamic Enterprise Guidance System5 KPI’s PROGRESS OBJECTIVES PLAN CONNECTMEASURE 30
- 32. Questions?
Editor's Notes
- Poll Title: The Next World Series Champions Will Be... http://www.polleverywhere.com/multiple_choice_polls/W1YqVmi4rtgyp1N
- Journal of Corporate Accounting and Finance – March/April 2014 – BRAG Research Palladium Research
- Poll Title: What are the top obstacles for connecting strategy and execution in your company? http://www.polleverywhere.com/multiple_choice_polls/rJ0vxUXVYWGxzwY
- #1 – Execution Equals Alignment 9% say that can rely on colleagues in other functions all of the time. #2 – Execution Means Sticking to the Plan 11% believe the strategic priorities have adequate resources #3 – Communication Equals Understanding 55% of middle management can name one of the company’s top five priorities #4 – A Performance Culture Drives Execution <33% of managers encourage new colleagues to stretch for ambitious goals #5 – Execution Should Be Driven from the Top Frequent executive intervention diminishes middle-management ownership
- Poll Title: Ideally, how often would you set or calibrate your goals? http://www.polleverywhere.com/multiple_choice_polls/Qa8LMw5JRSfvLO2