LASA Congress - Strategy Execution Tools & Technologies Presentation



STRATEGY THEORY & RESEARCH

Major strategies often begin with much fuss and hullabaloo yet make no difference to people’s lives.


Employee experience does not live up to the promise. So cynicism pervades, and often prevails. Consumers only care about your strategy if it truly cares about them.


Strategy implementation is the fruit of your efforts. So many organisations spend thousands and thousands on strategic plans yet nothing much really changes for the consumer nor the employee. Fruitless.


The first part of this presentation will outline five fallacies about Strategy Implementation:

  1. The Board has decided, so action always follows

  2. Clear and compelling messages make change

  3. Lifting standards increases accountability

  4. Employees need fixing not managers

  5. If you can’t measure it, it doesn’t matter

Successful strategies begin in the right place. Service delivery teams and front-line workers often know exactly what is and isn’t working. Boards and top management are often disconnected from that reality.


Directors need a proactive, dynamic and real-time approach to monitoring on the ground initiatives, continual compliance and risk while maintaining good governance practices.


We share how technology could achieve connectedness between the Board, the back office and the business.


A perfect example is a strategic imperative to progressively align the organisation with the Aged Care Quality Standards or the NDIS Practice Framework. How would you monitor their implementation and ongoing changes? How would you monitor the implementation of COVID Safe practices?


We present the following research to unpack the current problem Boards face with strategies that don’t get them to where they need to be:

  • 90% of companies admit that they fail to reach all their strategic goals because they don’t implement them well

  • 59% of companies admit that their organisations struggle to bridge the gap between strategy development and its practical, day-to-day implementation

  • 62% of companies admit that implementation is seen as an operational task, as opposed to a strategic one

  • 54% of leading organisations provide effective feedback to allow those implementing strategies to take into account information from the evolving competitor landscape, compared with 35% for non-leading organisations

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STRATEGIC TOOLS

The second part of our presentation is about the latest tools and technologies supporting Strategy Implementation.


THE HABIT BUILDER®


Our strategic coaching app, THE HABIT BUILDER, enables essential “leader-led” conversations (e.g. accountability, planning, engagement etc.). These conversations are then established as 30-day micro-goals, supported in the Habit Builder App by the leader, the direct report and their peers.


SKEFTO STRATEGY EXECUTION SOFTWARE


Our online strategy portal designed specifically for providers replaces the thousands of versions of Planning spreadsheets. Our tools drive operational visibility from the Boardroom to the Back Office for KPIs, sharing common goals and fostering accountable actions:

  • One source of strategic truth, accessible 24/7 and fully customised to the organisation’s strategy and its leadership structure

  • Link strategic and operational plans horizontally and vertically simultaneously driving accountability and collaboration

  • Schedules recurring strategy performance reviews with minimal preparation and always with the latest version on hand

  • Deep reporting and analytics on strategic progress and roadblocks

  • Automated event triggers and notifications when activities breach measurable thresholds or tolerances

  • Monitor compliance, contractual and regulatory obligations and their maintenance


CONTACT

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