SUPERIOR STRATEGY - PowerPoint Presentation

Slide1

SUPERIOR STRATEGYEXECUTION—ANOTHER PATH TO COMPETITIVE ADVANTAGE

Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

McGraw-Hill/IrwinSlide2

LO1 Gain command of what managers must do to build an organization capable of good strategy execution.

LO2 Learn why resource allocation should always be based on strategic priorities.LO3 Understand why policies and procedures should be designed to facilitate good strategy execution.

LO4

Understand how process management programs that drive continuous improvement help an organization achieve operating excellence.Slide3

LO5 Recognize the role of information and operating systems in enabling company personnel to carry out their strategic roles proficiently.

LO6 Learn how and why the use of well-designed incentives and rewards can be management’s single most powerful tool for promoting operating excellence.LO7 Gain an understanding of how and why a company’s culture can aid the drive for proficient strategy execution.

LO8

Understand what constitutes effective managerial leadership in achieving superior strategy execution.Slide4

Crafting versus Executing Strategy

Crafting the StrategyPrimarily a market- driven activitySuccessful strategy making depends on

Attracting and pleasing customers

Outcompeting rivals

A

firm’s

collection of resources and capabilities

Executing

the Strategy

Primarily

an

operations-

driven activity

Successful strategy execution depends on management’s ability to

Direct change

Improve operations

Build a strategy-supportive culture

Get things done and deliver good

resultsSlide5

Good strategy execution requires a

team effort. All managers have strategy executing responsibility in their areas of authority, and all

employees are active participants in

the strategy

execution process.Slide6

Who Is Responsible for Implementation of the Chosen Strategy?

The organization’s chief executive officer and other senior managers are responsible for ensuring that the strategy is executed successfully.It is middle and lower-level managers who must see that employees and work groups perform the strategy-critical activities that result in achievement of the firm’s performance targets.All managers are involved and thinking:“What does my area have to do to implement its part of the strategic plan, and what should I do to get these things accomplished effectively and efficiently?”Slide7

Principal Managerial Componentsof the Strategy Execution Process

Building an organization with the capabilities, people, and structure needed to execute the strategy successfully.Allocating ample resources to strategy-critical activities.

Ensuring that policies and procedures facilitate rather than impede effective strategy execution.

Adopting process management programs that drive continuous improvement in how strategy execution activities are performed.Slide8

Principal Managerial Components of the Strategy Execution Process (cont’d)

Installing information and operating systems that enable company personnel to perform essential activities.Tying rewards directly to the achievement of performance objectives.

Fostering a corporate culture that promotes good strategy execution.

Exerting the internal leadership needed to propel implementation forward.Slide9

FIGURE 10.1

The Eight Components

of Strategy ExecutionSlide10

Building an Organization with the Capabilities, People, and Structure Needed for Good Strategy Execution

Staffing the

organization’s managerial talent

Structuring the organization and work effort

Organization-

building actions

Building and strengthening capabilities and core competenciesSlide11

Staffing the Organization—Building Managerial Talent

Assembling a critical mass of talented managers is a cornerstone organization-building task:Putting people with strong strategy implementation skills and a results orientation in key managerial postsReplacing weak executives, strengthening the skills of those who remain, and bringing in fresh outsidersSlide12

Recruiting and Retaining a Capable Workforce

The quality of a firm’s people is an essential ingredient of successful strategy execution.Staffing the right people at all levels is required to ensure competent performance of value chain activities.Find, develop, and then retain engaged employees with excellent compensation packages, opportunities for rapid advancement and professional growth, and challenging and interesting assignments.Slide13

Tactics for Recruiting and Retaining a High-Performance Workforce

Put extra effort into screening and evaluating job applicants—selecting for skill sets, energy, initiative, judgment, aptitudes for learning, and adaptability to the firm’s culture.Invest in training programs that continue throughout employees’ careers.Provide promising employees with challenging, interesting, and skill-stretching assignments.Rotate people through jobs that span functional and geographic boundaries.Retain high-performing employees via promotions, salary increases, performance bonuses, stock options and equity ownership, fringe benefit packages, and other perks.

Coach average performers to improve their skills and capabilities, weeding out underperformers and benchwarmers.Slide14

Building and Strengthening Core Competencies and Competitive

CapabilitiesA firm’s core competencies and capabilities must continuously be deepened, broadened, upgraded, and replaced due to:The need for better strategy executionChanging or new strategic requirementsEvolving market conditions and customer expectationsOrganization building requires deciding when and how to recalibrate competencies and capabilities. Slide15

Concepts and Connections 10.1

Toyota’s Legendary Production System—A Capability That Translates into Competitive AdvantageThe heart of Toyota’s strategy in motor vehicles is to outcompete rivals

by manufacturing world-class, quality

vehicles at

lower costs and selling them at competitive price levels

. Executing

this strategy requires top-notch

manufacturing capability

and super-efficient management of people

, equipment

, and materials. Toyota began conscious efforts

to improve

its manufacturing competence more than 50

years ago

. Through tireless trial and error, the company

gradually took

what started as a loose collection of techniques

and practices

and integrated them into a full-fledged

process that

has come to be known as the Toyota Production

System (TPS). The TPS drives all plant operations and the company’s supply chain management practices. TPS is grounded in

the following principles, practices, and techniques:Use just-in-time delivery of parts and components to the point of vehicle assembly.Develop people who can come up with unique ideas for production improvements.Emphasize continuous improvement.Empower workers to stop the assembly line when there’s a problem or a defect is spotted.Deal with defects only when they occur.Ask yourself “Why?” five

times.Organize all jobs around human motion to create a production/assembly

system with no wasted effort.Find where a part is made cheaply and use that price

as a benchmark.The TPS utilizes a unique vocabulary of terms (such as kanban, takt-time, jikoda, kaizen, heijunka, monozukuri, poka yoke,

and muda ) that facilitates precise discussion of specific TPS elements. In 2003, Toyota established a Global Production Center to efficiently train large numbers of shop-floor experts in the latest TPS methods and better operate an increasing number of production sites worldwide. Since then, additional upgrades and refinements have been introduced, some in response to the large number of defects in Toyota vehicles that surfaced in 2009–2010.

There is widespread agreement that Toyota’s ongoing effort to refine and improve on its renowned TPS gives it important manufacturing capabilities that are the envy of other motor vehicle manufacturers. Not only have such auto manu-facturers as Ford, Daimler, Volkswagen, and General Motors attempted to emulate key elements of TPS, but elements of Toyota’s production philosophy have been adopted by hospitals and postal services.

Sources: Information posted at

www.toyotageorgetown.com

; Hirotaka Takeuchi, Emi Osono, and Norihiko Shimizu, “The

Contradictions that Drive Toyota’s Success,”

Harvard Business Review

86, no. 6 (June 2008), pp. 96–104; and Taiichi Ohno,

Toyota Production System: Beyond Large-Scale Production

(New York:Sheridan Books, 1988).Slide16

Concepts and Connections 10.2

What Companies Do to Motivate and Reward EmployeesCompanies have come up with an impressive variety of motivational and reward practices to help create a work

environment that

energizes employees and promotes better

strategy execution

. Here’s a sampling of what

firms

are doing

:

Google

has a sprawling 20-building headquarters

complex known

as the

Googleplex

where its several

thousand employees

have access to 19 cafes and 60

snack centers

, unlimited ice cream, four gyms, heated

swimming pools

,

ping-pong and pool tables, and community bicycles to go from building to building.

Management built the Googleplex to be “a dream workplace” and a showcase for environmentally correct building design and construction. Lincoln Electric, widely known for its piecework pay scheme and incentive bonus plan, rewards individual productivity by paying workers for each non-defective piece produced. Workers have to correct quality problems on their own time; defects in products used by customers can be traced back to the worker who caused them. Lincoln’s piecework plan motivates workers to pay attention to both quality and volume produced. In addition, the company sets aside a substantial portion of its profits

above a specified base for worker bonuses. To determine bonus size, Lincoln Electric rates each worker on

four equally important performance measures: (1) dependability, (2) quality, (3) output, and (4) ideas and cooperation. The higher a worker’s merit rating,

the higher the incentive bonus earned; the highest rated workers in good profit years receive bonuses of as much as 110 percent of their piecework compensation. Nordstrom

, widely regarded for its superior in-house customer service experience, typically pays its retail salespeople an

hourly wage higher than the prevailing rates paid

by other

department store chains plus a commission on

each sale

. Spurred by a culture that encourages salespeople

to go

all out to satisfy customers and to seek out

and promote new

fashion ideas, Nordstrom salespeople often earn

twice the

average incomes of sales employees at

competing stores

. The typical Nordstrom salesperson earns

nearly $

38,000 per year, and sales department managers earn,

on average

, $49,500 per year. Nordstrom’s rules for

employees are

simple: “Rule #1: Use your good judgment in all situations

. There

will be no additional rules

.”

At

W. L. Gore (the maker of Gore-Tex), employees get

to choose

what project/team they work on and each

team member’s

compensation is based on other team members

’ rankings

of his or her contribution to the enterprise

.

At

biotech leader Amgen, employees get 16 paid holidays

, generous

vacation time, tuition

reimbursements up

to $10,000, on-site massages, discounted

car-wash services

, and the convenience of shopping at

on-site farmers

’ markets

.

Sources:

Fortune

’s lists of the 100 best companies to work for

in America

, 2002, 2004, 2005, 2008, 2009, and 2010; Jefferson Graham

, “

The Search Engine That Could,”

USA Today,

August 26, 2003, p. B3

; and

company websites, accessed June 2010.Slide17

Matching Organizational Structure to the Strategy

Key value chain activities within a firm’s organizational structure are critical to its proficient strategic performance.A new or changed strategy will require a new or different structure and entail new or different key activities or capabilities.Attempting to carry out a strategy with an ill-fitting organizational structure is unwise.Slide18

Types of Organizational Structures

Functional (or Departmental) StructureOrganizes strategy-critical activities into functional, product, geographic, process, or customer groupsMultidivisional (or Divisional) StructureOrganizes value chain activities involved in making a product or service available to consumers into a common (self-contained) divisionMatrix Structure

Allows for dual reporting relationships between divisional heads and departmental headsSlide19

Organizational Structure and Authority in Decision Making

In a centralized structure:Top managers retain authority for most decisions.In a decentralized structure:Decision-making authority is pushed down to the lowest organizational level capable of making timely, informed, competent decisions.

The trend in most companies

A shift from authoritarian to decentralized structures stressing empowermentSlide20

Characteristics of Centralized Decision Making

Retention of authority by top executivesCommand and control paradigm reins in lower-level managersMinimal discretionary authorityFrontline supervisors and rank-and-file employees must seek prior approval by their superiors for their actions

Key advantage

Tight control by top managers fixes accountability

Disadvantages

Bureaucracy slows response to changing conditions

Widely scattered operations require that decision-making authority be granted to on-site managersSlide21

Advantages of Decentralized Decision Making

Makes individuals closest to and most familiar with the situation responsible for the decisionExploits the intellectual capabilities of all employeesHelps by empowering employees to meet and satisfy customer expectationsSlide22

Exercising Control Over the Actions of Empowered Employees

Place limits on the authority that empowered personnel can exerciseHold employees accountable for their decisionsInstitute compensation incentives that reward people for doing their jobs in a manner that contributes to good company performanceCreate a corporate culture where there is strong peer pressure for employees to act responsiblySlide23

Allocating Resources to Strategy-Critical Activities

Reasons for the allocation process include:To determine what funding is needed to execute new strategic initiativesTo bolster value-creating processesTo strengthen firm’s capabilities and competenciesAllocating resources to support strategy execution involves:Funding promising proposals; turning down those that are not

Providing the proper amount of funding to support new strategic initiatives

Reallocation of resources to support new strategiesSlide24

Instituting Strategy-Supportive Policies and Procedures

Strategy execution is facilitated by policies and procedures that:Help enforce the necessary consistency in how particular strategy-critical activities are performed.Provide top-down guidance regarding how certain things need to be done.Promote a work climate that facilitates good strategy execution.Slide25

When Do Policies and Procedures Become “Excessive”?

Too much policy:Can be confusing and erect obstacles to good strategy implementation.Is inappropriate when individual creativity and initiative are more essential to good strategy execution than standardization and strict conformity.There is wisdom in a middle approach:Prescribe enough policies to place boundaries on employees’ actions; then empower them to act within these boundaries in ways they think makes sense. Slide26

Striving for Continuous Improvement in Processes and Activities

BenchmarkingIs the backbone of the process of identifying, studying, and implementing best practicesInvolves searching out and adopting best practicesintegral to effective strategy implementationKey tools for continuous improvement:Business process reengineeringTQMSix Sigma quality controlSlide27

Management Tools for Continuous Improvement

Business process reengineeringInvolves pulling the pieces of strategy-critical activities out of different departments and unifying their performance in a single department or cross-functional work group.Total quality management (TQM)Emphasizes continuous improvement in all phases of operations, 100% accuracy in performing tasks, involvement and empowerment of employees at all levels and departments, team-based work design, benchmarking, and total customer satisfaction.Slide28

Management Tools for Continuous Improvement (cont’d)

Six SigmaIs a statistics-based quality control system aimed at producing not more than 3.4 defects per million iterations for any business process—from manufacturing to customer transactions.Seeks to define, measure, analyze, improve, and control variability in the organization’s processes.Improves the efficiency of operating activities and processes, but its rigidity can also stifle innovation. Slide29

The Difference Between Business Process Reengineering and

Continuous Improvement ProgramsThe essential difference between business process reengineering and continuous improvement programs is that reengineering aims at

quantum gains

of 30 to 50% or more whereas total quality programs stress

incremental progress

—a never-ending striving for inch-by-inch quality gains.

TQM

Business Process ReengineeringSlide30

Installing Information and Operating Systems

Strategies and value-creating internal processes cannot be executed well without a number of internal operating systems.Information systems are needed to track and report:Customer dataOperations dataEmployee dataSupplier dataFinancial dataSlide31

Trends in Information Systems

Up-to-the-minute reporting:Manufacturers have daily production reports.Retail companies have real-time inventory and sales records for each item.Manufacturers and retailers are able to use online systems to monitor inventories and track shipments and deliveries.Real-time information systems permit managers to quickly intervene if initiatives and operations drift off course.Slide32

Using Rewards and Incentives to Promote Better Strategy Execution

Reward systems include both monetary rewards and non-monetary rewards:

Monetary

Base pay increases

Bonuses

Profit sharing plans

Stock options

Piecework incentives

Nonmonetary

Praise and

recognition

Stimulating assignments

Autonomy

Rapid promotionSlide33

Guidelines for Designing Monetary Incentive Plans

Tie incentives to

strategy execution and

financial performance

Set

p

erformance targets that individuals

or

teams

can personally

affect

Keep

time

between

achievement and reward as short

as possible

Compensation

Incentives

Make

performance

payoff a

major

piece of

the total compensation package

Have incentives that extend to all managers and all

workers

Administer the reward system with scrupulous objectivity and

fairnessSlide34

Common Nonmonetary Rewards Used to Enhance Motivation

Provide attractive perks and fringe benefitsAdopt promotion from within policiesAct on suggestions from employeesCreate a work atmosphere where there is genuine sincerity, caring, and mutual respect among all employeesShare information with employees about financial performance, strategy, operational measures, market conditions, and competitors’ actions

Have attractive office spaces and facilitiesSlide35

Instilling a Corporate Culture thatPromotes Good Strategy Execution

A corporate culture or work climate is the long-term product of work practices and behaviors that define its:Shared core values, beliefs, and business principles that are ingrained in employee behaviors and attitudesOperating style—the human chemistry of the firm’s work environment (“how we do things around here”)Organizational DNA—its approach to people managementSlide36

Corporate culture

is a firm’s internal work climate and is shaped by its core values, beliefs, and business principles. A

firm’s culture

is important because it influences its

traditions, work

practices, and style of operating.Slide37

Characteristics of Unhealthy Corporate Cultures

Highly politicized internal environmentIssues are resolved on the basis of political cloutHostility to changeAvoid risks; experimentation and efforts to alter status quo are discouragedInsular, inwardly focused “Not-invented-here” mind-setCompany personnel discount the need

to look outside for best practices

Disregard for high ethical standards and overzealous pursuit of wealth by key executivesSlide38

High-Performance Cultures

Standout cultural traits include:A can-do spiritPride in doing things rightNo-excuses accountabilityA results-oriented work climate in which people go the extra mile to achieve performance targetsSlide39

Characteristics of High-Performance Cultures

A strong sense of involvement by all employeesAn emphasis on individual initiative and creativityClear statement of performance expectationsPrompt addressing of critical issuesConstructive pressure to achieve good resultsSlide40

Adaptive Cultures

Adaptive cultures are well-suited to fast-changing industriesCharacteristics of adaptive cultures include:Willingness to accept change and embrace challenge of introducing new strategiesRisk-taking, experimentation, and innovation to satisfy stakeholdersInternal entrepreneurship is encouraged and rewardedSlide41

Dominant Traits of Adaptive Cultures

Any changes in operating practices and behaviors Do not compromise core values and long-standing business principlesAre “legitimate” in the sense of serving the best interests of key stakeholders (customers, employees, shareholders, suppliers, communities)Slide42

FIGURE 10.2

Steps in Changing a Problem CultureSlide43

Substantive Culture-Changing Actions

Replace key executives who stonewall needed organizational and cultural changes.Promote individuals who advocate for the shift to a different culture and who can serve as role models for the desired cultural behavior.Appoint outsiders with desired cultural attributes to high-profile positions—new-breed managers send an unambiguous message that a new era is dawning.Screen candidates for new positions carefully, hiring only those who fit in with the new culture.Slide44

Substantive Culture-Changing Actions (cont’d)

Mandate that all personnel attend culture-training programs to better understand the culture-related actions and behaviors that are expected.Design compensation incentives that boost the pay of teams and individuals who display the desired cultural behaviors, while hitting change-resisters in the pocketbook.Revise policies and procedures in ways that will help drive cultural change.Slide45

Symbolic Culture-Changing Actions

Show up and show how: lead by executive example–executives must walk the talk if others are to follow.Hold ceremonies, gatherings, and events to celebrate and praise individuals and groups that get with the culture-change program.Present highly visible awards to honor heroes.Slide46

Leading the Strategy Execution Process

Managers at all levels of the firm must:Stay on top of what is happening and closely monitor progress by engaging in managing by walking around (MBWA).Put constructive pressure on the organization to achieve good results and operating excellence.

Not delay in initiating corrective actions to improve strategy execution and achieve the targeted performance results.Slide47

Putting Constructive Pressure on Organizational Units to AchieveGood Results and Operating Excellence

Focus

attention on continuous improvement

Use motivation

and compensation

to reward

high

performance

Celebrate

individual, group, and company successes

Fostering

a results-oriented

, high-performance culture

Treat employees

with dignity and

respect

Encourage employee initiative

and

creativity

Set

stretch objectives and clearly

communicate expectations