Strategy-to-Execution Process (SXP)
“50% CEOs recognise that their organisation will be transformed into a significantly different entity in the next 3 years” - KPMG 2016 “Now or Never” Global CEO Outlook Report.
Program management is seen as a key method of driving strategic change from the C-level to operations. Successful program strategy execution requires a significant mindset shift for most organisations. It requires organisations define a program strategy, design the future operating model and organise work around customer value and time-to-market. Programs need a sense of urgency, to build or source the capabilities needed to deliver and implement as quickly as possible, by ‘learning by doing’ in an agile, dynamic environment.
The Strategy-to-Execution (SXP) process is designed to build business capabilities needed to deliver on value and targeted at the stakeholder’s (internal and external) experience.
This means reviewing, refreshing, and packaging people, processes, and technology investments to pursue new opportunities while continuing to enhance the existing business.
Corporate Strategy Execution has been identified as a top challenge for organisations:
- Only 37% of executives say their companies are ‘very good or excellent’ at strategy execution.
- 85% of executive teams spend less than one hour per month discussing strategy.
Not only is it a challenge for organisations, but we have found that one of the top challenge for programs/projects is moving from strategy-to-execution and is one of the top reasons for failure:
- 75% organisations struggle to implement strategy (HBR 2016)
- Program and projects have up to a 70% failure rate (Standish Group 2015)
We have found there are 5 critical steps in the Strategy Execution process:
- 1. Program Strategies (several)
- 2. Execution Roadmaps (www.thehelm.com.au)
- 3. Organisational Buy-in
- 4. Strategy Releases
- 5. Measuring and communicating Strategy Execution progress and success!
How do we do this?
- Services – That build Change Leadership for Change Led Delivery
- Workshop Series – Workshops for practitioners that include Practices, methods and tools that will enable you to guide and support Program Sponsors and Executive Sponsors
- Tools – That provide the transparency and support of implementation an agile, dynamic environment (www.thehelm.com.au)
- We are also creating a Strategic Business Analysis compendium to the IIBA BABOK to formalize the literature
From our research and practical experience, we know that these methods enhance the existing methodologies and address the strategy to execution gap.
Our aim is simple. We are seeking more successful business driven change programs!
Check out our slide share - (click here)
Our testimonials from workshop practitioners:
“The Strategy to Execution Process involves employing a structured framework to achieve transformational change. It involves strategically delivering organisational change adoption. It introduces new ways to identify and engage with stakeholders at every level, provides strong governance structures and program controls necessary to ensure effective, continued program sponsorship, as well as early and sustained adoption and steering the transformational change.”
“The Strategy to Execution Roadmap Series of Workshops has elevated my project/program management focus from an operation/tactical level to a strategic level. Whilst traditional program delivery focuses on phases, components, time. cost, quality, this approach additionally focuses on stakeholder partnerships necessary for each phase of the program to steer the organisation along the roadmap from current organisational challenges to the future operating model.”
“The Strategy to Execution Process series of workshops consolidated my skills to set up a program for success. Strategic components such as Future Concept of Operations, Governance Structure, Program Board and Stakeholder Identification have proven extremely valuable. The Strategy to Execution Program has provided FAR more than the ability to deliver through design, development, build, test and deployment. It has given me the skills to set a program up for success all the way through to Transition and the desired Organisational Change.”