企业如何执行结果导向的执行文化（英文PPT36页）

1、Creating a Culture of ExecutionJFK Speech to Congress“I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth.”JFK AT RICE UNIVERSITY“We choose to go to the moon. We choose to go to the moon

2、in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we inte

3、nd to winI realize that this is, in some measure, an act of faith and vision, for we do not know what benefits await us. But if I were to say, my fellow citizens, that we shall send to the moon, 240,000 miles away from the control station in Houston, a giant rocket more than 300 feet tall, the lengt

4、h of this football field, made of new metal alloys, some of which have not yet been invented, capable of standing heat and stresses several times more than have ever been experienced, fitted together with a precision better than that of the finest watch, carrying all the equipment needed for propuls

5、ion, guidance, control, communications, food and survival, on an untried mission, to an unknown celestial body, and then returned it safely to earth, re-entering atmosphere at speeds of over 25,000 miles per hour, causing heat about half that of the temperature of the sun and do all this, and do it

6、right, and do it first before this decade is out, then we must be bold.”- President John F. Kennedy“Up is not an easy direction.”The Challenge: Ability to Execute“Leadership without the discipline of execution is incomplete and ineffective. Without the ability to execute, all other attributes of lea

7、dership become hollow” Larry Bossidy Chairman, Honeywell InternationalTHE POWER OF FOCUS01223Goals Achieved With Excellence112041023Number of GoalsA leader who says “Ive got ten priorities” doesnt know what he is talking about. He doesnt know himself what the most important things are. Youve got to

8、have these few, clearly realistic goals and prioritiesLarry Bossidy & Ram Charan, Execution: The Discipline of Getting Things Done, New York: Crown Business, 2002Our PartnerWILDLY IMPORTANTimportant adj. 1: meaning a great deal; having significance, valuewildly important adj. 1: of visionary and

9、 strategic import; carrying serious economic consequence; potential for unbelievable satisfaction of key stakeholders; causing intense excitement and enthusiasmWildly Important Goals =The BIG WIGSWhy WIGS?HarrisInteractiveSMMcKinsey & CompanyRam CharanSynergy Focus 8 Standards of ExecutionClarit

10、y Commitment Translation Discipline Enabling Collaboration Trust Accountability Synergy Focus 1.Do people know what to do?8 Standards of ExecutionLack of ClarityClarity Commitment Translation Discipline Enabling Collaboration Trust Accountability Synergy Focus 8 Standards of Execution1.Do people kno

11、w what to do?2. Do they want to do it?3. Do they know how to do it?4. Do they sustain the course?5. Do they work together?Clarity 52Commitment 52Translation 43Discipline 65Enabling 32Collaboration 49Trust 59Accountability 57Synergy 49Focus 53XQ51 (National Averages)2xQ Results: Individuals in Typica

12、l Organizations I clearly understand my organizations most important goals Can name their organizations most important goals Percent of time spent on organizations most important goals The goals of my work group are translated into my individual work goals My individual work goals are translated int

13、o daily tasks and/or performance standards44%15%49%25%32%xQ: Teams in Typical Organizations My organizations most important goals are translated to the goals of my work group Individual tasks are reviewed at least monthly with my manager We work in an atmosphere of trust where people can express dif

14、ferences of opinion freely We hold each other accountable for doing what we commit to do27%12%56%46%xQ: Typical Organizations My organization has decided what its most important goals are My organization has clearly communicated its most important goals People get recognized and rewarded for doing t

15、hings that support key goals My organization consistently achieves its most important goals52%43%33%21%Four Disciplines of Execution Focus on the “wildly important” not the merely important. Build measures that motivate. Translate 30,000 foot goals into new front line behaviors. Win as a team.My man

16、ager . . . RankingIs a hard worker1Prioritizes work so our time is spent on the most important issues74Sets clear expectations when assigning tasks75Plans ahead to reduce having to work in a crisis mode76Provides feedback on our groups performance77MANAGERS WORK HARD BUT FAIL TO PROVIDE FOCUS AND DI

17、RECTION More than 2.5 million workers were asked to rank their managers on a scale of 77 pre-determined characteristics in this FranklinCovey Profile study. (Source: FranklinCovey Profile Center Aggregate Report, 2002)Where it beganWork CompassExecution ToolFour Disciplines of Execution#1: Focus on

18、the Wildly Important“After five years of research, Im absolutely convinced that if we just focus our attention on the right thingsand stop doing the senseless things that consume so much time and energywe can create a powerful Flywheel Effect.”Jim CollinsGood to GreatExecution Discipline #1: Focus o

19、n the Wildly Important Identify 2 or 3 “MUST DO” goals State them so that they are self-orienting and galvanizing Gain line-of-sight understanding and commitment all the way to front-line Align resources, recognition, and incentives to reinforce commitmentFour Disciplines of Execution#2: Build Measu

20、res that Motivate#2: Build Measures that MotivateOnce you reach a certain level, everyone is good, and everyone trains hard. The difference is who is more meticulous, willing to find the smallest increments of time, and as you get older and more experienced, the percentage gains grow smaller and sma

21、ller. You have to become a slave to data, to performance indicators like pedal cadence, and power output measured in watts. You have to measure literally every heartbeat, and every morsel you eat, down to each spoonful of cereal. If you weigh too little, you wont have the physical resources to gener

22、ate enough speed. If you weigh too much, your body is a burden. It is a matter of power to weight. Who knows when you might find a winning margin in a wind tunnel in December, during equipment testing? You might find another fraction of time in your position on the bike, or in a helmet, or in the co

23、mposition of a wheelbecause the smallest thing, like moving your hands on the handlebars, could make you three seconds slower over 25 miles.”-Lance Armstrong- Four Disciplines of Execution#3: Translate 30,000 foot goals into new and better front-line behaviors#3: Translate Goals into New and Better

24、Activities and Behaviors The goals of my work group are translated into my individual work goals:25% My individual work goals are translated into daily tasks and/or performance standards:32%Translating Goals into New and Better Behaviors“The best thing about not planning is that failure comes as a c

25、omplete surprise, not preceded by a period of worry and depression.”-Author unknownTRANSLATE GOALS INTO ACTIONActivities & TasksSet up WOW displayPurchase productSet up WOW displayPurchase productRun an adRun an adFour Disciplines of Execution#4: Win Together#4: Win Together We hold each other accountable for doing what we commit to do:46% Individual tasks are reviewed at least monthly with my manager: 12% We work in an atmosphere of trust where people can express differences of opinion freely46%Four Disciplines of Execution Focus on the “wildly important” not the merely i