战略实施者工作手册

A WORKBOOK FOR MASTERING PEOPLEAND UNCERTAINTY IN IMPLEMENTINGSTRATEGY INITIATIVES .Why you should care 90% of senior executives say they do not implement strategy well. 59% of organizations struggle with the day-to-day of strategy implementati-on and fail on 1/5th of their strategic objectives (1). That is a trillion-dollar problem. This workbook presents a practical guidance for running executive-to-shop-floor-level workshops for mastering two key challenges in strategyimplementation: Uncertainty and People Impact. It helps you by differentiating your strategy work into four categories: Discover, Experiment,Transform and Excel. This Workbook is complementary to other resources developed by the Brightline Initiative, such as the 10 Principles (2)and the People Manifesto (3). The Workbook is based on research carried out at the Technical University of Denmark (DTU), Engineering Systems Division and EngineeringSystems RiskLab, by Prof. Dr. Josef Oehmen (PI), Prof. Dr. Joana Geraldi, Diana Velasco, Dr. Iben Stjerne, Line Christiane Lund Strøm, PelleLundquist Willumsen, Bzhwen A Kadir, Morten Wied and Verena Stingl. Our thanks go to The Brightline Initiative for funding this project, to Brightline’s Head of Research Dr. Edivandro Conforto for his support, and tothe more than 30+ senior executives who generously and patiently shared their thoughts, ideas, best (and sometimes: worst) practices with us.For more information, please visit www.brightline-dtu.dk, www.brightline.org, www.risklab.dtu.dk and www.es.man.dtu.dk. This work is © 2018 by the Technical University of Denmark. It is shared under Creative Commons License CC BY-NC 4.0 (Attribution, Non-Commercial). .What you will get In this workbook you will get a hands-on tool, the StrategyImplementer. It helps you in reducing the failure risk of yourstrategy initiatives by choosing an implementation approachthat addresses the critical uncertainties and people impactof your initiative. This workbook is a guide for facilitators’preparing implementation workshops. You will find thenecessary background information, tips and workshopmaterial on the following pages. 01The Foundation of the Strategy Implementer Four categories of strategy initiativesThree key uncertaintiesTransition of a strategy 02Preparing your Strategy Implementation Workshop Tips for the facilitatorDesign principles to support a workshop 03Guide to use the Strategy Implementer Your journey through the three exercisesExercise 01: MapExercise 02: AnalyzeExercise 03: Take action 04The Strategy Implementer Exercise 01: MapExercise 02: Analyze Exercise 03: Take action .The Foundation This section introduces the foundation of the Strategy Implementer. The section covers: 1) the four categories of stra-tegy initiatives, 2) the key uncertainty sources for strategy initiatives, and 3) the transition of a strategy initiativethrough these categories. You can find a more detailed description in the Thinkers50 / Brightline “CSO Playbook” onpage 140: https://www.brightline.org/resources/thinkers50-cso-playbook/ (free download) .Categories The Strategy Implementer is divided into four categories of strategy initiatives: Discover, Experiment, Transform and Excel. These categoriesare placed in a 2by2 model according to two parameters: 1) degree of uncertainty and 2) degree of people impact. You will work with this partof the Strategy Implementer in exercise 1 and 2. People impact.The degree to which yourstrategy initiative is going to impact peoplein your organization - both in terms ofamount of people affected, as well as howseriously it affects them. The people impactcovers both opportunities that are created,but also fear and resistance your strategyinitiative may face. Degree of uncertainty.The sum of uncer-tainties regarding market needs, technicalfeasibility and your capability as an organi-zation to execute the strategy initiative(also see description on in two pages). .Categories Transform Discover Discovering possibilities for future business opportunitiesand threats to existing ones Strategy implementation impactingentire organizations Discovery-focused strategy work detects trends and ideas with thepotential to generate new value for your clients, improve the efficiencyof your operations, or create new market segments. It discovers the“unknown unknowns” and collects and describes them as “knownunknowns” in the areas of technical feasibility, market needs, and yourorganization's ability to exploit the idea. These strategy initiatives drive large-scale change into the organizati-on. While not everything can be certain at this point, at least we aresure of the technical feasibility, market needs, and our fundamentalability to execute. The focus is on effectively engaging employees indriving the change into the organization. Excel Experiment Reducing uncertainty cheaply until you seriously invest in theimplementation of - or close down - a strategic initiative Implementing