We then This webcast was broadcast in May, video of the replay below.
If strategy alignment in your organisation feels harder than it should be, this webcast will show you a practical way to bring clarity, focus and shared direction back to strategy execution.
Here is an overview of what was covered in the webcast.
Strategy execution often drifts even when the strategy is well-documented and communicated.
We might have the same strategy document with a mission, purpose and strategic goals. However, the way these statements are written allows for personal interpretation.
We read the same words but interpret what it means of me, or my team, in various ways. It gets reinterpreted through our own priorities, language and the pressures we feel in our environment.
Strategic drift isn’t triggered by disengagement; it’s triggered by divergence of understanding. The assumption is that communication will create alignment. However more often than not, the messages get reinterpreted.
How alignment becomes stronger when it’s built around results rather than activities
The PuMP Method uses results language. Very similar to outcomes language. This approach to the language of results ensures much clear understanding of the intended outcomes from our work.
We use Results Map to create a framework – built on cause and effect – to connect the outcomes that teams produced from their activity.
The teams define how their results contribute to the ‘higher level’ strategic results for the organisation.
The Results Map builds a line-of-sight for every team to take the right actions to execute strategy,
How evidence of success creates a shared understanding across teams
We then design and select performance measure for each result. This will provide evidence for how the results are changing (or not) over time. This allows us to lift our focus up from the only looking at the activities, projects, milestones etc to the impact these activities have on the result.
Why this approach creates the cultural breakthrough leaders are looking for
Culture is a symptom, not a cause. Culture is the symptom of all the leadership and management behaviours in the organisation. Leaders and managers who take the above approach find that the culture shifts to one that is on learning and improvement.
The results-focus, supported by the evidence of the performance measures, changes how people talk about performance, not just what they measure.
The focus shifts seeking to understand how we can learn to gain the improvement we seek.
Learn more about this approach:
Eights Steps to a High Performance Organisation
Tools for measurement / KPIs, and monitoring performance over timeÂ
