SEC-accredited Corporate Governance Training
THURSDAY, OCTOBER 28, 2021 * 1:30PM TO 4:45PM * via
Well-crafted strategies without good execution will not create much value for firms. Research indicates that 9 of 10 strategies are not executed as planned. Simply put, organizations have a 90% probability that the strategies they developed will not be executed as planned. It is for this reason that these organizations manage the execution risk by implementing a formal and structured strategy execution system.
In this half-day special seminar, we will feature the “Strategy Execution Pyramid (SEP)”, a framework that was developed by session leader after years of establishing strategy execution systems in various local and international organizations while working for Palladium Group, a strategy execution consulting firm founded by management gurus and Balance Scorecard developers, Drs. Bob Kaplan and Dave Norton.
The SEP, which builds on globally recognized strategy execution systems, provides a simple but comprehensive 4-element model that is designed to link strategy formulation with operational execution. It is a practical approach that enables organizations to manage the execution of their strategies effectively by ensuring clarity, alignment, governance and an enabling human capital base. This half-day training offers both practical and theoretical foundations that would allow the participants to appreciate and begin their strategy execution journeys. Attend and convert your strategy to results successfully!
Who Should Attend:
• Business Owners
• Board Directors
• CEO's, COO's, and
• Department/ Unit Heads
• CorPlan Group
• General Managers
• HR Practitioners and
*Training investment is P 3,880 inclusive of an e-certificate and a printed learning material
Contact Person: Kyra Villanueva
Mobile Number (+63 968) 851-2347
Telefax: (+632) 8842-7148 or 59
Course Director & Lecturer: JONATHAN JUAN “JJ” DC MORENO worked on “creating, capturing and sustaining value” through developing sound strategies and designing & implementing strategy execution systems in various organizations around Southeast Asia. He was formerly the Principal & Head of Southeast Asia of Palladium Group, the strategy execution consulting firm founded by “Balanced Scorecard” developers Robert Kaplan & David Norton; as well as a consultant to the International Finance Corporation where the engagements involved making IFC-investee companies “investor ready” for either an IPO or the entry of strategic investor. He was also President of the Institute of Corporate Directors (ICD) from 2010-2011.
He currently serves as Chief Strategy Officer of one of the country’s leading retail companies and is in charge of, among others, business development, strategy, mergers and acquisitions, investor relations, E-commerce, and other strategic transformational programs. JJ is a graduate of the Advance Management Program at the IESE Business School, University of Navarra in Barcelona, Spain; and earned his MBA from the Asian Institute of Management. He graduated from the Philippine Military Academy in 1993.
BEST PRACTICES IN STRATEGY EXECUTION
THURSDAY, OCTOBER 28, 2021 * 1:30PM TO 4:45PM * via
Part I – Strategy Execution Context
"The pandemic has forced companies into a collective awakening that is requiring them to redefine and execute their strategies to fit a more digital, sustainable, and uncertain world."
Understand the underlying context upon which the company’s strategy is developed and executed. A brief overview of mega-trends that impact on strategy as well as best practices of companies thriving on the “new normal” will be discussed, as well concepts of strategy, business model and organizational resiliency.
Part II – Clarity
"You cannot manage something you cannot measure, but also, you cannot manage something you cannot describe."
Be introduced to the concepts of scenario planning, strategy anchors, strategy maps, scorecards, and their roles in providing clarity and focus on the execution of the organization’s strategic objectives.
Part III – Alignment
"If you want to change the results, change the behavior; if you want to change the behavior, change the way you measure behavior."
Learn how to effectively cascade the strategy and performance scorecards to ensure "line of sight" from the vision to action. This includes forging alignment between "refreshed" strategy and organizational behavior by understanding performance drivers and the importance of measuring them.
Part IV - Governance
"People react to what is inspected not what is expected."
Discover the unique use of measures and targets "to manage, not to control". Also understand the distinction between lead and lag measures, the criteria that should be used when selecting measures, and the challenges presented by measures development. This section will likewise covert the concept of Strategy Review Meetings (SRM) as well as the basic functions of an Office of Strategy Management (OSM).
Part V - People
"Strategy execution is not about metrics, it is about change, it’s about people."
Recognize that many organization’s source of competitive advantage lies on their intangible assets which are naturally harnessed by their human capital. This section will cover strategic HR areas that need to be strengthened to facilitate effective strategy execution, people challenges that impact execution (and how to overcome them), and leadership traits that drive performance.