Leading Strategic Execution
March 01, 2021 - March 09, 2021
Schedule via Zoom:
March 1, 2 ,8 & 9, 2021
8:30 am - 12:00 nn
Early Eagle Rate:
February 15, 2021
Strategies are only as effective as their implementation. Strategies and plans are vital to any organization, yet those strategies and plans typically hit roadblocks in execution. Managers need to deal with these roadblocks, and practice the necessary skills to lead people in execution.
This training course is based on a scientifically validated model of execution competencies, which have been tested in the Philippine business setting.
The course, conducted over four half-day online sessions, drills participants in a disciplined framework for leading execution. On the first two sessions, participants:
Learn how to focus on critical priorities
Identify sources of misalignment among different parts and silos of their organization and apply an appropriate alignment mechanism
Create an execution calendar, including identifying possible obstacles to execution and crafting contingency plans to overcome these obstacles
On the third and fourth sessions, participants:
Who should attend
The course is appropriate for anyone in a management or supervisory position who needs to participate in the execution of company and departmental strategies.
At the end of this course, participants should be able to:
- Articulate a 5-part framework for execution that can guide them in executing strategies and plans;
- Practice applying this framework on a sample strategic plan;
- Cite the 5 leadership behaviors that are essential in execution, and know how you could increase your skills in these behaviors
The course outline builds on a five-part process for leading strategic execution:
1. Decide on clear priorities and focus on them.
2. Make the strategy everyone’s agenda. Align all scorecards to the strategy.
3. Translate the strategy into an execution calendar of key activities.
4. Lead people to act in different ways. Practice 5 leadership behaviors essential to execution.
5. Regularly and rigorously use a system for following through.
1. Focus on priorities
Set clear priorities
Exercise in prioritizing and de-prioritizing: The 1-3-6 Rule
Control the Controllables
Exercise: “Given” vs. “Problem”
2. Align all scorecards
Sources of misalignment: why different departments/silos could be misaligned
Alignment Mechanisms: four ways to solve misalignment
Application: alignment mechanisms
Alignment mechanism: Balanced Scorecard (BSC)
Application of BSC to a department
3. Create an execution calendar
Decide on a priority departmental objective
Describe results in specific terms
Determine leading indicators and lagging indicators
Assign relative priorities to each result
Identify team members and external partners and the outputs you need from them
Anticipate obstacles to execution and create contingency plans
4. Practice 5 leadership behaviors essential to execution
Insist on realism
Expand people’s capabilities through coaching
Instill process discipline
Manage the consequences of not executing
Know yourself: Increase self-awareness and build mental and emotional strength
5. Follow through systematically
The difference between following up and following through
Assess your ability to follow through
Systematize the routine, personalize the exception
The strategy execution monitoring process
Dr. Jet F. Magsaysay is the Dean of the Ateneo Graduate School of Business.
He is president of Strategic Directions, Inc., a strategy- and management-consulting firm that caters to top corporations in diverse industries. As a strategy and organizational development consultant, he has guided leading corporations in the Philippines and Southeast Asia in developing their visions and strategies, and in building their organizational capabilities.
As an academic program director he has conceptualized and customized leadership and management programs for diverse clients.
As a trainer-educator, he has designed and facilitated programs in strategy, execution, leadership, and management skills.
As a corporate executive, he has managed business units in the Philippines, in China, and across Asia, in the investment banking, publishing, and consulting industries.
An internationally recognized writer and presenter, he is a lecturer in Kyoto University’s Asia Business Leader Programme. He was Editor-in-Chief of World Executive’s Digest, a Pan-Asian management magazine where he authored award-winning content. He has authored research articles that have been peer-reviewed and published in international academic journals. He has been a keynote speaker at various conferences in Southeast Asia, China, and Japan.
Dr. Magsaysay has a BSc. in Industrial Management Engineering from De La Salle University, a Master in Management degree from the Asian Institute of Management, and a Ph.D. in Leadership Studies, major in Organizational Development, from the Ateneo De Manila University.