5.主論壇-Raed Haddad-為在VUCA經濟中取得成功而開發關鍵的后續實踐（33頁）.pdf

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1、Developing Key Next Practices for Success in a VUCA EconomyDisrupt or Disappear 20 October 2018Raed S.HaddadManaging DirectorStrategy ExecutionBuild skills sets.Change mindsets 2017,TwentyEighty Strategy Execution.All Rights Reserved.Americas Canada USA Brazil5EMEA Sweden UnitedKingdom Germany Spain

2、 UAE SouthAfricaAPAC China Japan Singapore India Australia 2017,TwentyEighty Strategy Execution.All Rights Reserved.2018 Strategy Execution&Duke CEThe Power of the Partnership Top notch research and content Faculty led content development Duke CE/Fuqua certification process Cutting edge learning met

3、hods Wealth of experience and IP in strategy execution Deep experience and expertise Project-Based Work(PBW)Experienced,high quality facilitators Global reach Program that equips leaders to master the evolving challenges of project-based work and adaptive strategic executionDelivered through flexibl

4、e modalities that increase reach and improve learning and impact through blended/modern learningCertificationCadre of leaders who are the catalyst to improved quality and speed of execution Partnering for Exponential Results 2017,TwentyEighty Strategy Execution.All Rights Reserved.2018 Strategy Exec

5、ution&Duke CECurrent RealitiesWhy Adaptive StrategicExecutionAddressing the Strategy-Execution GapFinal ThoughtsAgenda 2017,TwentyEighty Strategy Execution.All Rights Reserved.2018 Strategy Execution&Duke CEVOLATIILITYUNCERTAINTYCOMPLEXITYAMBIGUITYVUCAFrom disruptive technologies to unlikely competi

6、tors,the nature and magnitude change has become unpredictable and its pace has accelerated.Less predictability and greater prospects for surprise,there is no guidebook for the new situations and decisionsPeople,industries,events,even everydayobjects are all interconnected in ways that they never hav

7、e been before.The haziness of reality,greater potential for misreads,and the mixed meanings of conditionsChanging EnvironmentSTRATEGY EXECUTION 2017,TwentyEighty Strategy Execution.All Rights Reserved.2018 Strategy Execution&Duke CEProject Work is Becoming Increasingly Strategic nearly one-third of

8、managers cite difficulties adapting to changing market circumstances as their greatest challengeSources:1HBR:Why Strategy Execution Unravels:https:/hbr.org/2015/03/why-strategy-execution-unravelsand-what-to-do-about-it2PMI Pulse of the Profession 2017(2017):http:/www.pmi.org/-/media/pmi/documents/pu

9、blic/pdf/learning/thought-leadership/pulse/pulse-of-the-profession-2017.pdf38%of organizations projects classified as“strategic initiatives”2201650%2017of organizations projects classified as“strategic initiatives”2Nearly half of all projects are considered highly complex1Why is Getting Work Done So

10、 Difficult?41%HIGH COMPLEXITYSource:2017 PMI Pulse of the Profession(2017):http:/www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/pulse-of-the-profession-2017.pdf37%MEDIUM COMPLEXITY23%LOW COMPLEXITYNote:Numbers do not sum up to 100%due to rounding.This Complexity is Ne

11、gatively Impacting Strategy ExecutionSource:Why Good Strategies Fail,EIU,2013While most CEOs recognize that those who execute faster and better are positioned to capitalize on changes,they concede that their organizationsare not well prepared to execute.of CEOs say that successfully executing initia

12、tives/projects in order to deliver strategic results is the most important area of strategic implementation88%61%11of CEOs acknowledge that their firms often struggle to bridge the gap between strategy formulation and its day-to-day implementation 2017,TwentyEighty Strategy Execution.All Rights Rese

13、rved.2018 Strategy Execution&Duke CETechnical SkillsRelational SkillsRelational GapProject-Based Work Matrix 2017,TwentyEighty Strategy Execution.All Rights Reserved.2018 Strategy Execution&Duke CEWhat Our Customers are Saying“Projects today require leaders who can collaborate and influence across m

14、ore boundaries collaboration”“Project leaders have to do a better job manage the tension between being complete and moving with speed”How do I Change the mindset“Today,project leaders need discipline to make the plan happen and the creativity&innovation to design solutions to problems as they arise”

15、Partner not just deliver“Great project plans are essentialto success,but so is the ability to adapt”2017,TwentyEighty Strategy Execution.All Rights Reserved.2018 Strategy Execution&Duke CECurrent RealitiesWhy Adaptive StrategicExecutionAddressing the Strategy-Execution GapFinal ThoughtsAgenda 2017,T

16、wentyEighty Strategy Execution.All Rights Reserved.Taking Project Leadership to the Next Level 2018 Strategy Execution&Duke CEProject or Program Managers/Middle Managers Must Lead 2017,TwentyEighty Strategy Execution.All Rights Reserved.2018 Strategy Execution&Duke CEThe Cost of Poor Project Perform

17、anceSources:1Geneca:https:/ 2018 Pulse of the Profession:https:/www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/pulse-of-the-profession-2018.pdf3Society for Human Resource Management:https:/www.shrm.org/hr-today/news/hr-magazine/documents/workplace%20productivity%20pol

18、l%20findings.pdf4Gallup:State of the American Workplace:https:/ Time80%admit they spend at least half their time on rework1Low Productivity58%of employees say poor management is the biggest thing getting in the way of productivity,3creating an increasingly disengaged workforce,which costs the U.S.$4

19、50 to$550 billion per year in lost productivity4Financial Costs9.9%of every dollar is wasted due to poor project performance thats$99 million for every$1 billion invested2Todays business environment is volatile,uncertain,complex,and ambiguous(VUCA),making it challenging for project leaders to execut

20、e strategy.Complexity and Unpredictability Widens the Strategy-Execution Gap,and Keeps it OpenSTRATEGIC PLANGOALIDEALSTRATEGIC REALITYGOALCEO TurnoverCompetitor introduces new productNew regulation hits strategyGlobal organizational restructuringVUCA REALITY 2018 Strategy Execution&Duke CECurrent Re

21、alitiesWhy Adaptive StrategicExecutionAddressing the Strategy-Execution GapFinal ThoughtsAgenda 2017,TwentyEighty Strategy Execution.All Rights Reserved.Common Approaches to Dealing With the Strategy-Execution GapInvesting in consultantsImplementing new tools or processesLaunching ad-hoc training pr

22、ograms Hiringnew talentWhile some of these can temporarily patch the issue,they cant completely solve it because they dont address the root cause.2018 Strategy Execution&Duke CERoot Causes of the Strategy-Execution Gap:A Skills ProblemSource:1The Economist Intelligence Unit:Why Good Strategies Fail:

23、https:/www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/why-good-strategies-fail-report.pdf2 PWC The Talent Challenge(2017):https:/ of the top three barriers to strategy execution are related to the lack of right skill sets.77%of CEOs see the availability of key skills as the

24、 biggest threat to their business.2Dont know 2%Projects to implement strategy are not aligned with organizations strategy 17%Strategy is not well thought out in first place 18%Initiatives to implement strategy are poorly thought out/designed 18%Strategy occurs in a vacuum with little effort to imple

25、ment it practically 19%Lack of executive sponsorship support 20%Communication of overall strategy is poor 22%Communication surrounding initiatives/projects is poor 24%The organization lacks project management skills 27%Initiatives are poorly resourced 29%The organization lacks change management skil

26、ls 45%Other 8%1SYSTEMGetting WorkDoneSOCIALBuilding&NurturingRelationshipsSELFImprovingYourselfSTRATEGYStrategic Context&PerspectiveYour Project Leaders Need the Right Skills and Mindset to Thrive in the GapP/PMWorkflowManagementInnovationRelationshipsInfluencingTeamLeadershipExecutive PresenceAdapt

27、ive MindsetCritical Thinking and Problem SolvingBusiness ContextBusinessAcumenStrategyAlignmentSTRATEGY EXECUTIONS COMPETENCY FRAMEWORK 2018 Strategy Execution&Duke CEWhat is Expected of Your Centere Leaders?2018 Strategy Execution&Duke CEAdaptive Strategy Execution:Eight Critical Challenges1.Making

28、 sense of the complex context withinwhich the strategy must be executed2.Managing stakeholder relationships to ensure successful strategy execution3.Aligning strategy with work activity to strategy execution performance gap4.Applying design thinking to improve the resultsof project based strategic i

29、nitiatives5.Building the influence required to effectively and efficiently redirect the work activity to optimize strategy execution6.Reconfiguring the work activity to deliver optimalbusiness value in executing the strategy7.Building highly effective distributed and diverse strategy execution teams

30、8.Driving and influencing the change required to execute the strategy 2018 Strategy Execution&Duke CEAt the Core:Making Sense of ComplexityREFRAMINGWhatyouSEEREWIRINGHowyouTHINKRECONFIGURINGWhat youDOPerceivingSensemakingChoreography38 2018 Strategy Execution&Duke CEThe Challenge for Center LeadersW

31、here we default for survivalWhere we need to operate to lead adaptivelyChoreography in ComplexityExecuting the PlanImprovising the Plan 2018 Strategy Execution&Duke CEWho are you?Where are you going?How will you operate?What needs creating?What is the context?How will we build it?The Strategic Execu

32、tion Framework39Business Agility 2018 Strategy Execution&Duke CEFinallyTOMORROW 未未 來來Developing a foundation&a culture for InnovationMcKinsey QuarterlySeptember 2017The George Washington Parkway 2017,TwentyEighty Strategy Execution.All Rights Reserved.Current RealitiesWhy Adaptive StrategicExecutionAddressing the Strategy-Execution GapFinal ThoughtsAgenda 2017,TwentyEighty Strategy Execution.All Rights Reserved.Questions?20 October 2018Raed S.Haddad Strategy ExecutionManaging Director