Driving Effective Strategy Execution at

Sony

Christine DiDonato – Sony Electronics Peter Mulford – BTS USA Monday, October 17, 2011

The Challenge…

When executing strategic change,

how do we get people aligned,

capable and excited,

to take action?

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For Today:

• A POV

• A Solution

• What we learned

What we learned

E : Alignment

3 Questions

Alignment 1.Can you summarize your company’s

strategy, and what makes it distinctive, in 30 words or less?

2.Would your colleagues say the same thing?

3.Do they know where and how they contribute to driving the business?

E : A + Capabilities

» Business Acumen Systems

» Leadership Acumen + Processes

» Functional Acumen Structure

High Leverage Behaviors

It is not enough to do your best. You must know WHAT to do. Then do your best. --W. Edward Deming

E : A * C

The Solution

Creating a solution using an BTS Impact Map: Four Steps

How? Why?

Program Design Skills & Knowledge On-the-Job Behaviors Key Corporate Results

1 2 3 4

Learning Objectives

Create an experiential learning program that will provide the

essential techniques, insights, and approaches needed to:

1. Make it easier for consumers to buy and retailers to sell Sony

products

2. Collaborate to innovate and deliver winning value propositions

3. Share and grow capability across business groups

Winning Metric

Sony

Retailer

System

WINNING CRITERIA:

ROIC

Consumer Experience

Retailer GMROI

Sony ROIC

Sony

ROIC

Retailer

GMROI

+

Consumer

Experience

What Happened?

Impact Profiles

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WHAT I LEARNED IN WaOS HOW I APPLIED IT RESULTS I’VE CREATED

Susan learned the importance

of and process for developing

personal/business

relationships with her key

retail store stakeholders

Susan worked with her retailers that

sold mostly Sony’s end of life cycle

products when product would be in

short supply. They jointly created

strategies that led to success for the

retailer and Sony

Susan retailers are selling

at a rate that is 3 – 4%

above what was targeted

resulting in increases in

sales in the $150k to $200k

range this year.

Mary learned how to

maximize Sony profits

while also helping her

retailers be successful

Mary positioned only 250 of a Sony

new product in one of her retail

stores when she would ordinarily

have positioned 500 units. She saw

how this would help the retailer and

also Sony achieve mutual goals

At year end, the retailer will

have sold all 250 units, Sony’s

margins will have increased

as no monies will be spent

in marketing the retailers

unsold units.

Peter learned the

importance of helping Sony

maximize its profits through

what he did in coordinating

new product launch actions

Peter coordinated the shipment of

marketing materials for new product

launches to retailers to coincide with

the availability of the new product in

the store.

Peter saved Sony thousands

of dollars when damaged or

misplaced marketing displays

were not lost at the retailer.

“The numbers are great, but what I

really like is the buzz and

excitement I hear around the

building that this program

created.”

EVP Sales & Marketing

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What We Learned

• The Impact Map is a tool to create alignment for both

leaders and learners at each phase of the execution

journey.

• Using a simulation to allow participants to practice and

make mistakes in a safe environment accelerates

capability development and mindset shift.

• E=AMC is a persuasive tool to have proactive and

simplified business and transformation conversations.

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CONTACT US

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For additional information on how BTS can help your

organization accelerate strategic execution:

Peter.Mulford@BTS.com

www.bts.com

contactus@bts.com