Leveraging a Strategy to Execution Framework: A Journey of Transformation
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Presented by Karen Friedenberg View the recording: https://info.kainexus.com/continuous-improvement/leveraging-a-strategy-to-execution-framework-a-journey-of-transformation/webinar/signup What is a Strategy to Execution Framework? How can this be leveraged to achieve sustainable business results? Learn more about how to execute a journey of Transformation from: 1. Strategy Articulation – How to ensure strategy is communicated in a clear and powerful way. 2. Organizational Alignment – Is the leadership team and the organization aligned to how they contribute to the company goals? 3. Operational Alignment – How to ensure processes and operations are consistent and aligned to strategy. 4. Executing with Excellence – Is there a structure and method in place to ensure strategy and key initiatives are managed? 5. Organizational and Culture Change – How do you build a culture of performance improvement and bring people along for the journey? About the Presenter: Karen Friedenberg is the Founder and Managing Director of Performance Improvement Consulting. Having worked both in Consulting and within industry, Karen brings a unique perspective to strategy execution. Karen sat in the seat of an executive, so having executable plans that deliver results is imperative. She built out and led Strategic Program Management and Operational Excellence departments leading large business and digital transformations. Karen is passionate about listening, connecting the dots and bringing her experience in various industries, lean six sigma, change management, design thinking and other disciplines to solve business problems and facilitate sustainable change.
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Leveraging a Strategy to Execution Framework: A Journey of Transformation
- 1. Leveraging a Strategy to Execution Framework: A Journey of Transformation kainexus-logo.jpg Hosted by Host: Mark Graban Senior Advisor, KaiNexus Mark@KaiNexus.com Presenter: Karen Friedenberg Founder & Managing Director Performance Improvement Consulting karen.friedenberg@piconsult.net
- 3. A little about Karen Friedenberg • Founder and Managing Director of Performance Improvement Consulting. Facilitating mid-sized companies from Strategy to Execution. • Worked both in large Management Consulting and within various industries such as consumer products, retail, transportation and Software (SaaS) • Built out several Strategic Program Management Offices and Operational Excellence departments • Led multiple business and digital transformations of all sizes • Lean Six Sigma Black Belt and Prosci Change Management Certified
- 4. Strategy to Execution Framework KaiNexus Webinar July 23, 2024 © 2023. All rights reserved. Performance Improvement Consulting. © 2023. All rights reserved. Performance Improvement Consulting. www.piconsult.net www.piconsult.net
- 5. VALUE Strategy Articulation Organizational Alignment Initiatives and Actions Operational Alignment Execute with Excellence Review, adapt and improve Organizational Change VALUE • Approach designed to help organizations effectively implement and achieve their strategic objectives to achieve sustainable results • Framework to assess where there are gaps and where need to improve • Ensure execution is tied to strategy • Incorporate People and Culture Change - Crucial What is the Strategy to Execution Framework 1. Strategy Articulation 2. Operational Alignment 3. Execute with Excellence 4. Organizational Change
- 6. • Private Label manufacturer faced with mounting pressure to improve contribution margin and overall profitability • Wholescale end to end Strategic Transformation including Culture Change, Operational and Financial Improvements Journey of Transformation – A real-life example
- 7. • Is your strategy - mission, vision, values and purpose clear? • Does the next level of strategy exist and has it been clearly communicated? • Do business units and departments have a strategy aligned to corporate strategy? Step 1 – Strategy Articulation Strategy Articulation
- 8. • Using design thinking techniques – getting the team to build the picture of where the company and their departments are going A picture is worth a thousand words… What is your North Star?
- 9. • Videos to set the stage for a culture of transformation – changing the way people think • REINFORCEMENT Communicate, Communicate, Communicate Developing the Culture • Leadership is a Network, not a hierarchy • Complex problems require leadership by many, not a few • It provides personal growth opportunities too! • Leadership is not about giving answers, it is asking questions • Leaders focus on Micro-Battles to “get stuff done” – Test and Learn • Bite size pieces – takes away the fear • Leadership listens, then supports change & learning • Test & learn, figure out ”how to win” then scale
- 10. Getting people to Think Differently + = Stories Videos Quotes
- 11. Strategic Objectives • Customer Service • Profit Margin target • Sales Growth Drilling down into Objective, Initiatives and Measures Strategic Initiatives • S&OP • Lean Transformation • Strategic Growth • Training and Coaching Program • Automation Metrics and Dashboards Detailed Visions by Department that supports the company vision
- 12. Commercial Organizational Alignment Organizationa l Alignment Operations R&D IT Finance HR Objectives – From C-Suite to individual contributors and back again Key Performance Measures – At the company and department level Accountability – Who wears the jacket? Inter-dependencies between teams to be successful Different ways of doing this - OKR, X-Matrix, MBO, Plan on a Page – Aligned across the organization
- 13. Use of OKR to align strategy to execution An OKR is a goal-setting framework. Objectives describe what an organization aims for, while Key Results track progress with specific milestones. Company . Department Team • Commercial • Operations • Supply Chain • Quality • Finance • IT • People & Culture Individual • Position goals • Developmental Behavior Goal • Alignment of goals across the company • Goals will support the metrics captured • Transparency to goals • Showing impact of everyone’s contributions • Celebration for goal achievement • Adaptable to pivot when needed • Feedback loops • Development for professional and personal growth
- 14. Strategic Initiatives translated into Programs Now it is time for the how Initiatives and Actions Transformation Management Office – The orchestrator – ensures the company’s efforts are aligned to the strategic goals and executed effectively Strategic Initiatives defined and prioritized – Force Rank by value and alignment to strategy Projects defined and translated into actions that are tracked - How will the strategic objectives be orchestrated? • Projects • Initiatives • Kaizen Events Impact of initiatives are measured to allow for performance monitoring Driving a culture of accountability and collaboration
- 15. Are processes and operations consistent and aligned? Problem may be stated during strategic planning – issue with delivering product on-time to customers… • Why? • This is where Process Improvement comes in! Operational Alignment Operational Alignment Define Measure Analyze Improve Control
- 16. • Who is responsible for managing the execution of the strategy? • Is there a person or department that is tracking status, roadblocks and helping to prioritize and orchestrate? Project and strategy execution Execute with Excellence Transformation Office PMO Chief of Staff Governance Change Leadership Tools Prioritization CHANGE MANAGEMENT Business Acumen Solve Problems Forward Looking Performance Monitoring
- 17. An example of how to structure a Transformation Workstreams Lean Transformation Automation Safety Total Quality Management Operations and Financial Dashboard Operations Workstream Commercial Supply Chain Innovation Operations Information Technology Support Tracking of initiatives by week at Workstream meetings
- 18. • The use of scorecards and keeping an eye on changing business landscape – either internally or externally. The plans may change but the objectives don’t. Strategy Execution – Not one and done! Review, adapt and improve Example of using an Agile Methodology to be able to pivot and adjust Lean Transformation Operations Changeovers Sources of Loss Scrap Downtime 30 Day Sprint – Test and Learn Measure and Adjust – new opportunities identified for next Sprint Preventative Maintenance Focus Damaged Raw Materials Improve OEE SMED 5S
- 19. Culture Change Bringing people along for the journey Organizationa l Change Awareness Knowledge Desire Ability Reinforcement Communication and Coaching Training and Coaching Celebrating Wins Prosci ADKAR Prepare for Change • Understand the scope of change • Communicate • Gather employee feedback & suggestions Manage Change • Tools and resources • Training • Coaching & feedback • Communication • Resistance Management Sustain Outcomes • Adapt and Adjust • Celebrate the wins! • Measure progress against expectations • Reinforce behaviors
- 20. The oval table - Collaboration “Test and Learn” – Getting people comfortable with change and making mistakes Test and Learn AGILE AND ITERATIVE COLLABORATION “make small mistakes early, learn, adjust, and succeed.” Mark Graban, The Mistakes That Make Us Continuous Improvement Leadership as a Network
- 21. Strategy Articulation Organizational Alignment Initiatives and Actions Operational Alignment Execute with Excellence Review, adapt and improve Organizational Change 1. Strategy Articulation • Is your strategy - mission, vision, values and purpose clear? • Is your leadership team aligned? • Has it been communicated in a clear and powerful way? • Do business units and departments have a strategic plan aligned to corporate strategy? 2. Operational Alignment • Do you have a plan of HOW your strategy will get executed? • Has your strategy been translated into objectives, KPI’s and Projects? • Are processes and operations consistent and aligned? 3. Execute with Excellence • Is prioritization and ownership clear? • Is there a method for project and strategy execution management? • Do you have a method to monitor and improve strategy and processes? 4. Organizational Change • Does leadership set the tone and see strategy execution as their job? • Is the culture driving performance improvement? • Are people prepared for change? • Is there a method in place to ensure change is sustained? Rinse and Repeat… © 2023 Performance Improvement Consulting, LLC, All rights reserved
- 22. THANK YOU © 2023. All rights reserved. Performance Improvement Consulting. © 2023. All rights reserved. Performance Improvement Consulting. www.piconsult.net www.piconsult.net Karen Friedenberg Founder and Managing Director Karen.Friedenberg@piconsult.net Follow on LinkedIn Karen Friedenberg | LinkedIn
- 23. Register or get notified of future webinars: www.KaiNexus.com/webinars NEXT WEBINAR: TBD
- 25. The KaiNexus Podcast • www.KaiNexus.com/podcasts • Subscribe via: • Apple Podcasts • Google Podcasts • Overcast • Spotify • Other apps & services
- 26. Q&A • Web: • www.kainexus.com • blog.kainexus.com • www.piconsult.net (Karen) – Webinars on Demand: • www.kainexus.com/webinars • Social Media: • www.linkedin.com/company/kainexus • www.linkedin.com/in/karen-friedenberg • www.facebook.com/kainexus kainexus-logo.jpg Host: Mark Graban Senior Advisor, KaiNexus Mark@KaiNexus.com Presenter: Karen Friedenberg Founder & Managing Director Performance Improvement Consulting karen.friedenberg@piconsult.net