企业如何执行结果导向执行文化

1、of Execution,Creating a Culture,JFK 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 intend

3、 to win,I 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 length

4、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 propulsio

5、n, 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 righ

6、t, 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 leadership b

7、ecome hollow,Larry Bossidy Chairman, Honeywell,International,THE POWER OF FOCUS,Number of,Goals,Goals,Achieved,With,Excellence,2,3,2,3,4,10,1,2,11,20,0,Our Partner,A leader who says “Ive got ten,priorities” doesnt know what he,is talking about. He doesnt,know himself what the most,important things a

8、re. Youve got,to have these few, clearly,realistic goals and priorities,Larry Bossidy having,significance, value,wildly important,adj,1,of visionary and,strategic import; carrying serious economic,consequence; potential for unbelievable satisfaction,of key stakeholders; causing intense excitement an

9、d,enthusiasm,Wildly,Important,Goals,The,BIG,WIGS,Why WIGS,McKinsey & Company,Ram Charan,Harris,Interactive,SM,8 Standards of Execution,Focus,Synergy,8 Standards of Execution,Clarity,1,Do people know what to do,Focus,Commitment,Translation,Discipline,Enabling,Collaboration,Trust,Accountability,Synerg

10、y,Lack of Clarity,8 Standards of Execution,Focus,Clarity,1,Do people know what to do,Commitment,2. Do they want to do it,Translation,3. Do they know how to do it,Discipline,4. Do they sustain the course,5. Do they work together,Enabling,Collaboration,Trust,Accountability,Synergy,Focus,53,Synergy,2,X

11、,Q,51,National Averages,Clarity,52,Commitment,52,Translation,43,Discipline,65,Enabling,32,49,Collaboration,49,Trust,59,Accountability,57,xQ Results: Individuals in Typical Organizations,I clearly understand my organizations most,important goals,44,Can name their organizations most important goals,15

12、,Percent of time spent on organizations most,important goals,49,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,xQ: Teams in Typical Organizations,My organizations most important goals

13、 are translated,to the goals of my work group,27,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 freely,56,We hold each other accountable for doing what we,commit to do,46,xQ: Typical Organizations,My

14、 organization has decided what its most,important goals are,52,My organization has clearly communicated its,most important goals,43,People get recognized and rewarded for doing,things that support key goals,33,My organization consistently achieves its most,important goals,21,Four Disciplines of Exec

15、ution,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,Where it began,MANAGERS WORK HARD BUT,FAIL TO PROVIDE,FOCUS AND DIRECTION,My manager . .,Ranking,Is a hard worker,1,Prioritizes work so

16、our time is spent on the most,important issues,74,Sets clear expectations when assigning tasks,75,Plans ahead to reduce having to work in a crisis,76,mode,Provides feedback on our groups performance,77,More than 2.5 million workers were asked to rank their managers on a scale of 77 pre-determined ch

17、aracteristics in,this FranklinCovey Profile study. (Source: FranklinCovey Profile Center Aggregate Report, 2002,Work Compass,Execution Tool,Four Disciplines of Execution,1: Focus on the Wildly Important,After five years of research,Im absolutely convinced that if,right things,we just,and stop doing

18、the,focus,our attention on,senseless things that consume so much,the,time and energy,we can create a,powerful Flywheel Effect.,Jim Collins,Good to Great,Execution Discipline #1: Focus on,the Wildly Important,Identify 2 or 3 “MUST DO” goals,State them so that they are self-orienting,and galvanizing,G

19、ain line-of-sight understanding and,commitment all the way to front-line,Align resources, recognition, and incentives,to reinforce commitment,Four Disciplines of Execution,2: Build Measures that Motivate,2: Build Measures that Motivate,Once you reach a certain level, everyone is good, and everyone t

20、rains,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 smaller. You have,to become a slave to data, to performance indicators like pedal cadence,and power output measured

21、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 generate enough speed. If you weigh too much, your body is a,burden. It is a matter of power to weight. Who knows when

22、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 composition of a,wheelbecause the smallest thing, like moving your hands on the,handlebars, could make you three sec

23、onds 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 Activities and Behaviors,The goals of my work group are translated,into my individual work goals,25,My individual wo

24、rk 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 complete surprise, not,preceded by a period of worry and,depression.,Author unknown,TRANSLATE GOALS INTO ACTION,Activi

25、ties & Tasks,Set up WOW,Set up WOW,display,display,Purchase,Purchase,product,product,Run an ad,Run an ad,Four 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 freely,46,Four Disciplines of Execution,Focus on the “wildly important” not the merely,import