Strategy Execution Playbook

Introduction

Strategy Execution Playbook

SettingupforSuccess

Team Dynamics Teamdynamics 5 evolve over time and form a critical base for driving any strategic initiative. Each team, given its context and the diversity of its members, will demonstrate different characteristics. Individuals do not act the same in all teams. The dynamic of the team is shaped by the individuals, but the dynamic within the team also shapes individual behaviors. Thus, it is critical that you recognize the team’s working preferences and align the teammembers accordingly. Below are some steps (with frameworks) you can use to help develop efficient teams: • Understand the stages of team formation because team dynamics have the potential to make or break a project (Box 0.1, p. 42). • Allocatework to ensure the balance and compatibility are commensurate with the team members’ preferences and competencies. Using a framework such as Belbin’s Team Roles (Box 0.2, p. 44) provides an easytouse method to structure the teammembers’ roles and responsibilities within the team. • Develop the rules of engagement. They will help navigate the teamwhen it is faced with challenging decisions and timelines or even conflict. It can be done as a group exercise and formalized through a team charter. An example of a team charter is provided in Box 0.3, p. 46.

Engage your Project Sponsor The sponsor provides resources and support for the initiative. As the sponsor is accountable for the initiative, s/he should have a high stake in it. The high-level sponsor should confirm the scope, set the direction, priorities and target objectives as well as provide the big picture in terms of how the initiative fits within the overall strategy. They will likely also be involved in major decisions throughout, such as the selection of the team leader, go/nogo decisions or decisions to replace team members. The sponsor should have a reputation for getting things done. S/he should monitor teamwork over time, provide the necessary information, challenge the team’s ideas, raise the “what ifs” or naïve questions and look at the potential risks or unexpected events/surprises that would result in redirecting the initiative. The sponsor must demonstrate a high level of personal commitment and expect the team to maintain its energy throughout. S/he should be a role model to inspire others in terms of supporting the initiative, talking about it, communicating news about it, particularly to the rest of the organization. Indeed, the sponsor is not just the one that kicks off the initiative, S/he should ensure that the initiative stays on track and dedicate several hours per week to follow through.

Get to know your project team, prepare your work plan and allocate tasks.

Leading strategic initiatives is not possible without a core team that is dedicated to understanding, analyzing, ideating and solving the problem or pursuing the opportunity. Before embarking on the EXPLORE DEVELOP-DO-EMBED phases of a strategic execution journey, let us look at what is needed to start strong as a team. For your specific initiative, it is critical that you create alignment with the project expectations among your team members. During this step, together with your team, you will: • Understand the stages of team formation. • Learn about the different work styles in a team. • Define and put in place the rules of engagement. • Implement key project management tools and processes. • Understand how to engage with stakeholders critical to your project’s success, primarily the project sponsor.

To set up for success, you need to work on three dimensions: Understanding team dynamics, building an effective project management approach and establishing meaningful engagement with the project sponsor. Taking the time to set up for success helps create synergy within the team, whereby the combined value it delivers becomes higher than the sum of all its parts. It also allows you to agree on the project management approach that will structure the work of the team from the very beginning and ensure that you are aligned with the project sponsor from the outset. Similarly, understanding what the project sponsor expects from the team and, in turn, ensuring that the sponsor’s support remains available for the project team, requires early and regular engagement between the project team and the project sponsor. Two points to consider are: • A strong team is a necessary component of successful strategic execution. Team strength lies in not only the depth of experience and subject matter expertise of the team, but also the effective team dynamics and behaviors. • Project management and work plan development provide clarity in navigating the initiative’s execution journey.

5 Toegel, Ina. ”Top Tips for Better Collaboration.” IMD Tomorrow’s Challenges, November 2017.

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