TURNING STRATEGY INTO ACTION

CentralKnowledge.comWhere Learning…Means Business t: 866.4.VXPERT e: ajayp@centralknowledge.com tw: @bizlearningdude

TURNING STRATEGY

INTO ACTION: Moving From Planning

to Execution

Presenter: Ajay M. Pangarkar, CTDP, CPA, CMA

Based Upon the Book

The Trainer’s Balanced Scorecard: A Complete Resource for Linking Learning

to Organizational Strategy

CentralKnowledgeWhere Learning…Means Business

Building Business Acumen for Trainers:

Skills to Empower the Learning Function (with CD)

Published by WileyTerrence Gargiulo, Ajay M. Pangarkar, Teresa Kirkwood

additional resources

The Trainer’s Balanced Scorecard: A Complete Resource for Linking Learning

to Organizational StrategyAjay M. Pangarkar, Teresa Kirkwood

Published by Wiley

Identify variables supporting

strategy and to deliver results

what to expect

Develop critical process to

strategy formulation

Implement a strategy for

performance expectations

turning

strategy into

action

Learning objectives:

Develop a framework to

support strategy execution

quick question…

How would you

describe

strategy?

defining strategy…

simply as going from

point A to point B…

you are

Where you

want to be

defining strategy…

then…

why do so many

still get it wrong?

what strategy is not…

Strategy is more than

just financial results…

…financial success is a

result of a well executed,

performance focused

strategy

- Ajay M. Pangarkar CTDP, CPA, CMA

Why Good Strategies Fail: Lessons for the C-Suite, The Economist Intelligence Unit 2013

Social Mission

Efficiency

Program

Effectiveness

Best Social

Returns

“doing things

right”

“doing the right

things”

Operationally fit:

Best output result using

the fewest inputs;

therefore efficient

input/output ratio

Mission critical:

Achieving the most

possible outcomes given

a finite amount of

resource inputs.

Final choices:

What you’ve chosen to

do to meet the mission

performance balancing act

Over the next 4 years, the City of Ottawa will

increase the pubic confidence in City Government

and improve resident, enterprise, and visitor

satisfaction with City services

• Clearly define your mission?

• Identify the effective offerings?

• Identify inefficiencies in those

offerings?

• Identify key stakeholders and

their expectations?

Turn to page 6

Are you able to:

it’s your turn…

It’s time to

make difficult

strategic –

performance

choices

Lather, Rinse, Repeat…

tough strategic choices

Existing services

/programs?

Align with

mission?

Performance

expectations?

Resources

available?

effectively?

Achieving

mission?Yes

New services

/programs

Viable?No

Stakeholders:

• Tax payer

• Users

• Employees

• Unions

• Other?

Evaluate

Step back…What’s the city’s

performance ABOUT?

Keep performance

SIMPLE…get back to basics!

Dare to be BOLD…make the

connections

…at the Municipal Level

What do we do with

the money we have?

What did we promise

to citizens?

Effective

Financial Allocation

what performance is about

Tax Payer / Citizen

What You Need

to Do?

How Will This

Happen?

What Resources

are Required?

“Customer”

Processes

Learning

Service

Excellence

Employee

Engagement

Satisfaction &

Confidence

Tax Payer

…for your city (or any city)

what performance is about

What would your city become

if it improves by…

Dare to be…

1% 5% 10% ???

Employee

Engagement

Organizational

Performance

Client

Satisfaction

Confidence &

Trust in the

City of Ottawa

City of Ottawa’s

Service Excellence Framework

What employees

know/need to know

What employees

need to do

How can we improve by… 1% 5% 10% ?

Employee

Engagement

Organizational

Performance

Client

Satisfaction

Confidence &

Trust in the

City of Ottawa

What employees

know/need to know

What do employees

need to do

What does strategy mean to people?

Illustrate how they make a difference

Establish a culture; be the example

Encourage “think different”

Dare to be…

Turn to page 10

Answer these questions?

it’s your turn…

What does strategy mean to

your people?

Can you demonstrate how they

can they make a difference

Have you led by example?

Are you encouraging “think

different”?

Employee

Engagement

Organizational

Performance

What employees

know/need to know

What employees

need to do

Organizational knowledge is about:

Relevancy to mission

Focus on key elements

Access knowledge resources

Build performance culture

How can we improve by… 1% 5% 10% ?

Dare to be…

paradoxThe accounting paradox:

• Manage and control costs

• Provide expected service to users

• Slash and burn OR strategic costing

Change your performance perspective…

Drive “Value”…NOT efficiencies

Once the City put in place a BSC…

…It intends is to live up to its mission!

• Respect citizens; How many connections?

• Discover the connections; Every “business” level

• Develop skills to get where you want to be

• Discover what is wasting our time

and limiting our performance

Dare to be…

Performance process

Strategic review

1. Reviewing

• Review mission,

vision, strategy

• Identify user value

proposition

• Balance efficiency

versus effectiveness

2. Mapping

• Start with mission

• Choose/confirm value

proposition

• Choose key

stakeholder strategies

• Choose key financial

strategies

• Choose key internal

strategies

• Choose key learning

strategies

3. Executing

• Identify measures

• Assign weights

• Balance measures

• Set specific targets

• Manage risk

4. Manage

• Manage with

balanced scorecard

• Evaluate results

versus targets

• Examine results and

outcomes

• Adjust as necessary

turning strategy into action

Performance Measurement for Non-Profit Organizations; CPA Canada 2016

quick question…

what are you taking away

today?

• Turn to the person next to you

• Take 1 minute to identify one take-

away and how you’ll apply it

Identify variables supporting

strategy and to deliver results

turning strategy into action

Develop critical process to

strategy formulation

Implement a strategy for

performance expectations

turning

strategy into

action

learning objectives review:

Develop a framework to

support strategy execution

Failure occurs when not operationalized

Creates tangible connections

throughout the organization

Recognize strategy is not just financial

Aligns with the mission

Need to know where you want to go

An evolving process to achieve the mission

Objectively assess its current situation

Leverages what it does well,

mitigates what it doesn’t

TrainingIndustry.com

The CLO Reality:

What It Takes to Lead & Manage the Learning Function

The Business Leaders Bottom Line:

Aligning Learning With Organizational Needs

Building Strategic Learning Linkages:

Mapping & Measuring Your Learning Strategy

TrainingMag “Last Word”

Taking Care of Business

Let’s Get Naked!

“Workforce Revolution!” blog.centralknowledge.com

thank you…please follow my blog

Ajay M. Pangarkar CTDP, CPA, CMA

t: 866-489-7378 x 1

e: ajayp@centralknowledge.com

@bizlearningdude

@Amazon.ca or @Wiley.com

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