Implementation: How to Transform Strategic Initiatives into Blockbuster Results

by Alan Brache, Sam Bodley-Scott

Overview

The thought leaders at Kepner-Tregoe reveal the seven essential skills to help you effectively put strategic goals into action

If you see a gap in their organization's ability to translate vision into practice, Implementation is written for you—a guide to action-oriented management that directly reflects your corporate vision. Management experts Alan Brache and Sam Bodley-Scott draw from their decades of experience, giving you the tools to bring organizational strategy to life in day-to-day operations. Using the exclusive Kepner-Tregoe methodology, explain each of the seven essential skills of strategy implementation, providing the tactics and diagnostics needed for success.

Product Details

ISBN-13:	9780071461559
Publisher:	McGraw Hill LLC
Publication date:	11/15/2005
Pages:	240
Product dimensions:	6.10(w) x 9.10(h) x 0.77(d)

About the Author

Alan Brache, Executive Director, Business Solutions, at Kepner-Tregoe, Inc., has been a consultant and executive for over twenty-five years. A noted authority on business strategy and implementation, Brache is the author of two groundbreaking books: the best-selling Improving Performance: How to Manage the White Space on the Organization Chart and the critically-acclaimed How Organizations Work: Taking a Holistic Approach to Enterprise Health.

Sam Bodley-Scott is Vice President at Kepner-Tregoe, Inc. His experience helping numerous international organizations implement change initiatives has led directly to the development of many of the concepts and tools presented in this book. Bodley-Scott created and managed Kepner-Tregoe's European Strategic Project Management consulting practice, enabling clients to successfully implement strategy through a combination of change and program management solutions.

Table of Contents

	Foreword	vii
	Acknowledgments	xi
Chapter 1	Strategy Implementation: The Responsibility That Makes or Breaks Executives	1
	The Challenge of Strategy Implementation	3
	What Is Strategy?	5
	The Components of Strategy Implementation	6
	Strategic Initiatives: The Keys to the Kingdom of Implementation Success	8
	Seizing the Unknown	10
	Do You Know Where You Stand?	11
	Killers of Strategy Implementation	12
	Your Role in Strategy Implementation	15
	Notes	17
Chapter 2	Surveying the Initiative Landscape	19
	The Executive Role in Strategic Initiative Identification	21
	Strategic Initiative Checklist	24
	Definition of Strategic Initiatives	28
	Developing the Strategic Master Project Plan	29
	Strategy Implementation Initiatives: A Case Study	30
	The Initiative Identification Process	33
Chapter 3	Preventing Initiative Overload	37
	How Healthy Is Your Project Portfolio?	40
	Establishing an Optimal Project Portfolio	41
	A Platform for Optimal Project Portfolio Creation	41
	The Optimal Project Portfolio (OPP) Process	43
	Creating an Optimal Project Portfolio: A Case Study	54
	A Word on Focus	57
Chapter 4	Structuring for Strategic Success	59
	Aligning Initiative Structure with Traditional Structure	61
	Selecting an Initiative-Supportive Structure	62
	What Is a Project Office and Why Is It Useful?	65
	What Else Can You Do to Create a Structure That Supports Initiatives?	71
	Aligning the Organization Structure: A Case Study	71
	Comment	76
Chapter 5	Creating a Can-Do Culture	77
	What Is "Culture"?	78
	How Can a Culture Support Projects?	82
	Establishing a Supportive Project Culture: A Case Study	95
	Your Unique Culture	100
	Comment	101
	Notes	101
Chapter 6	Engaging Project Teams	103
	The Program Director: The Team Owner	105
	The Project Sponsor: The Team's General Manager	106
	The Steering Team and/or Portfolio Management Committee: The Team's Board of Directors	109
	The Project Manager: The Team's Coach	110
	The Project Team: The Players	113
	The Target Population: The Fans	114
	The Project Management Facilitators: The Advisors	115
	Software: A Different Kind of Team Member	116
	Project Roles: A Case Study	117
	A Word on Structure	119
	Your Roles	120
	Comment	121
	Notes	121
Chapter 7	Using a Common Process to Manage Initiatives	123
	The Need for a Common Language	124
	Selecting a Common Process	126
	Process Details: What Do You Need to Know?	127
	Introducing a Process to Deliver Strategic Initiatives: A Case Study	128
	Comment	132
	Notes	132
Chapter 8	Monitoring Initiatives	133
	Initiative Reporting: Pitfalls to Avoid	136
	The Dimensions of Project Monitoring	139
	Principles of Monitoring and Control	141
	The Five Elements of Initiative Reporting	142
	The Initiative Reporting Process	149
	The "Project Passport": A Tool for Optimizing Project Decision Making	152
	Are Your Project and Program Management Processes Working?	154
	Comment	156
	Notes	157
Chapter 9	World-Class Strategy Implementation	159
	Where Should You Start?	161
	Comment	163
Appendix A	An Initiative Management Process	165
	Project Definition	166
	Project Planning	170
	Project Implementation	175
	Project Communication	177
	Building Your Project Management Process	178
	Notes	181
Appendix B	Diagnosing Your Initiative Execution	183
	Do Our Project Results Meet My Expectations?	184
	Do We Initiate the Projects That We Need?	184
	Do We Have the Right Quantity and Mix of Projects in Our Portfolio?	185
	Does Our Organization Structure Support Optimum Initiative Execution?	186
	Do We Have an Initiative-Friendly Culture?	187
	Do We Establish Appropriate Project Roles?	188
	Do We Have a Robust, Practical Initiative Management Methodology?	189
	Do We Effectively and Efficiently Monitor and Report on Initiative Performance?	190
	Do Others See Your Situation the Same Way?	190
	Index	191