Who Hit The Target
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This document describes a program called "Who Hit the Target?" that aims to operationalize strategy within organizations. The program uses a work-integrated learning approach to translate strategy into operational terms, make strategy everyone's business, and put strategy to work. Key aspects include having managers and teams spend 40 minutes per day focusing on strategic issues through "Company Scorecard Investigations" to gather evidence, share information, and get rewards. The goal is to determine which region, department or team best understood the strategy, translated it into actions, communicated it to all levels, aligned work activities, and made strategy everyone's business.
Who Hit The Target
- 1. Who Hit the Target? Making Strategy Everyone’s Business
- 2. What if there was a way to.. Make strategy everyone’s business Turn strategy into action Take strategy to the lowest level Re-energise leadership at all levels
- 3. And that’s not all... What if there was a way to achieve all this by.. Getting everyone to spend 40 min utes a day focusing on strategic issues With minimum down time While they are working 40
- 4. Who H it T he T arget? A programme to operationalise strategy
- 5. Who Hit the Target? A programme of action to meet the challenges of strategic implementation Applies work integrated learning design to: Translate strategy into operational terms Make strategy everyone's business Putting Strategy to work
- 6. Our A pproach Rather than remove learners from the workplace we make use of the workplace as a learning place we integrate learning activities with day-to-day tasks we keep learners productive while they learn we focus on practical application we engage learners in discovering what they need to know and do
- 7. Why this approach? It is more cost effective than traditional approaches. Eliminates the need to book venues, transport and accommodation Keeps learners productive Focus is on application of knowledge and skills to the job Encourages collaborative learning No content manuals to go out of date - has built in sustainability.
- 8. Whoever hit the target... Understood the strategy Translated strategy into operational terms Communicated it to all levels Aligned work activities Made strategy everyone’s business
- 9. Who could it have been…? To find out, managers and their teams engage in a series of Company Scorecard Investigations (CSI’s) during which they: Gather evidence Share information Prepare articles Receive feedback Get rewards
- 10. Company Scorecard Investigations Investigations cover four perspectives of the Balanced Scorecard
- 11. Implementation Principles Fun Bite size chunks Minimum downtime Measurable performance Workplace as learning place Activities aligned with strategic objectives
- 12. Assess Results Activities are assessed and scored All efforts rewarded Cumulative scores determine Who hit the target? Prize awarded to the winning Region/ department/ team
- 13. Evaluation Agree criteria of success up front Get sign off Measures - pre and post
Editor's Notes
- #3: Make strategy everyone’s business Top management often feel uncomfortable with the notion of sharing their business strategy with everyone in the organisation. They may be reluctant to communicate strategic plans to all levels in case they “give the game away” to the competition. But there are ways to let everyone know the direction you want to go in without revealing all your secrets. Anyway, the real secret is not the strategy but the internal leadership and internal processes that result in a successful implementation. Convert intangible assets into tangible outcomes Intangible assets don’t appear on the balance sheet but they are equally as valuable as the traditional hard assets such as plant, machinery, buildings and land. Intangible assets include the knowledge, experience and competencies embedded in the people, systems and processes of the organisation. Real competitive advantage can be gained by releasing the full potential of these assets.
- #4: One of the main principals that guides the design and development of our programmes is to treat the workplace as a learning place. There is a wealth of knowledge and experience available to us everyday - we just need to make better use of it. Traditional approaches give a lot of information in a short space of time at a venue that is away from the workplace. We believe it is more effective to give smaller chunks of information over a longer period of time without leaving the workplace.
- #6: Constructivist learning methodology is a well known teaching technique that encourages the learner to make use of their existing knowledge and skills as a basis for personal growth and development. By using this method we give priority to the learner’s own knowledge and experience rather than the contents of a manual.
- #7: We are often asked to provide training to meet specific needs that have been identified, for example customer service. In these cases it is tempting to just “plug-in” a training programme in the hope that it will solve a particular problem or close an identified skills gap. But Our experience has shown that training initiatives rarely succeed unless they are part of an overall strategy and are linked to business objectives. Successful implementation of strategy requires an organisation wide effort. Which leads us to the Goldfish story….
- #8: The final product that is produced through this phase of the programme (a magazine) represents a description of the ideal situation or how the vision could be realised. This process of describing the strategy and how it can be achieved creates common understanding of where the organisation is headed and how everyone can contribute to its success.
- #9: Activities are designed to reveal how well the strategy is understood at all levels, how well it has been communicated, and to what extent individual work activities are supporting the strategy.
- #10: Investigations and activities encourage members to use the workplace as a learning place and gather and interpret real life data. Through this process agreement is reached on the measures that truly indicate progress towards achieving strategic outcomes.
- #13: Whilst the overall approach is light-hearted and fun, the measurements are real. The outcomes of activities are scored and ultimately determine “Who hit the target?” Substantial prizes should be offered to make the goal worth reaching.