Adaptive Strategic Execution Program
STRATEGY. WORK. PEOPLE.
Aligning Work With Strategy
Aligning Work With Strategy sensitizes participants to the
mindset necessary to think and act strategically as they lead
and execute work in their organizations. Attendees focus
on the mutually supportive skills of translating the larger YOU WILL LEARN TO:
organizational strategy to their own work and architecting Describe global trends
that make today’s work
their own strategies for executing this work. Additionally,
environments different
participants learn the importance of having a strategic
Explain the importance of
frame of reference that maintains alignment of strategy with translating and aligning project-
the critical domains of work and people to enable effective based work to organizational
strategy
execution.
Identify areas of misalignment
in your organization and team
The course introduces multiple viewpoints on strategy and that impede strategic execution.
illustrates how today’s complex environment requires a
Utilize a framework model to
more adaptable, responsive, and fluid concept of strategy. identify domains that must be
aligned to improve chances of
It reinforces the need for a more tightly coupled feedback
project and program success
loop between strategy and execution. Participants also learn
Assure that project-based work
various ways to maintain alignment between their own local success serves the goals of the
level strategies and the larger overarching organizational organization
strategy that they are ultimately responsible for implementing. Architect the alignment of
necessary elements for strategy
execution
Translate the organization’s
strategy to the work of the
department, team, and
individual
“Strategy Execution” refers to TwentyEighty Strategy Execution, Inc., a Virginia, USA, corporation, or an affiliate thereof.
©2018 Duke Corporate Education and TwentyEighty Strategy Execution.
ADAPTIVE STRATEGIC EXECUTION PROGRAM | Smarter project-based work for a more complex world
Adaptive Strategic Execution Program
STRATEGY. WORK. PEOPLE.
KEY TOPICS
Perspectives on Strategy and Execution –– Aligning Formal Structure and Culture
• Structure and Culture in the Uncertain World
–– Your Strategic Role: Architect-Translator-Doer
• Types of Networks
–– Setting The Global Business Context • Assessing Your Networks
–– A Brief History of Economic Growth • Roles in Networks
–– A Brief History of Technological Adoption • Working Through Networks
–– The Interdependent Age • Factors for Influencing Culture and Structure
–– Volatility, Uncertainty, Complexity, Ambiguity (VUCA)
–– The VUCA Vortex The Measuring Stick: Applying Goals and Metrics
–– The Origins of Strategy For Results
–– Strategy Rests on Unique Activities –– The Vision Domain
–– Framing Strategy –– Defining Goals and Metrics
–– Five Perspectives on Strategy –– Goal Alignment
• Porter –– Goals Cascade…. Strategies Don’t Have To
• Hambrick –– Cascaded Goals
• Martin –– SMART Goals
• McGrath
–– CLEAR Goals
• Courtney
–– Metric Stack/Cascade
–– Synthesizing Strategy –– Measure What Matters to Customers
Framing For Alignment –– Countervailing or “Paired” Metrics
–– The Importance of Strategy Execution –– Qualitative Metrics
–– Strategy Isn’t Enough –– Accountability is the Key to Goal Achievement
–– Project Execution Isn’t Enough Strategy Execution Mapping
–– From Project Execution to Strategic Execution –– Organizational Strategy Drives Project-Based Work
–– Rewards of Effective Strategy Execution (PBW)
–– Work and Strategy Must Be Aligned –– Strategy Execution Map (SEM): A Visual Alignment
–– ATD: Playing the Translator Role –– SEM Characteristics and Essentials
–– Leading Work for Strategic Execution –– SEM Template and Category Definition
–– Overcoming Execution Myths –– SEM Process
–– Factors for Strategic Execution –– Organizational Linkage
–– A Framework (SEF) for Diagnosing Strategic
Execution Interpreting the Larger Strategy to Form Your
• The External Environment Strategy
• Ideation
• Nature
–– ATD: Playing the Architect Role
• Vision
–– Forming Strategy for Project-Based Work
• Engagement –– Mindsets of Strategic Work Leaders
• Synthesis –– Mindsets of Successful Strategic Teams
• Transition –– Turning Work Outputs into Business Outcomes
–– Organizational Alignment and Misalignment –– Plan for Transition As Part of Strategy
Examples –– Practices for a Clean Handoff to Operations
–– Setting Your Strategy for PBW
Aligning Ideation, Culture, and Structure
–– Ideation Helps You Point North Maintaining Alignment
–– The Ideation Domain –– ATD: Using Feedback to Maintain Alignment
• Purpose Answers “Why” –– Aligning Leadership and Management
• Identity –– Prerequisites for Maintaining Alignment
• Long-Range Intention –– How to Maintain Alignment
• Intention Examples
–– Alignment Workshops
–– The Nature Domain –– Baseline Alignment Package and Reviews
• Culture Introduction
• Four Core Cultures
–– Metaphors for Leading Strategy Execution: The
• Core Cultural Traits
Classical vs Jazz Approaches
• Structure Has Two Sides –– Nine Strategy Implementation Points to Consider
• Formal Organizational Structures
“Strategy Execution” refers to TwentyEighty Strategy Execution, Inc., a Virginia, USA, corporation, or an affiliate thereof.
©2018 Duke Corporate Education and TwentyEighty Strategy Execution.
ADAPTIVE STRATEGIC EXECUTION PROGRAM | Smarter project-based work for a more complex world