7 Simple Stories of Building ‘Making-it-Happen’ Organization
Its a paradox that while Execution is the weakest link in corporate success, it has not emerged
as a management-discipline in it own right.
Conducted for LMA– Jan 06, 2012
1
Minimizing ‘Follow-up’
People waste 10-35% of their time, doing follow-up. What
if you do not have to?
2
Reducing time in Follow-up from ~20% to ~5%
What was done?

Laid out ‘No Follow-Up’ expectations from ALL employees & managers (1 day)

Had a brief session with employee every week on key tasks to be completed

Agreed on when and in what situation employee will provide an update on progress/completion

Even if was not getting done in time, manager was expected to know it before the deadline

Manager had to hold-back the ‘compulsive follow-up’
Time- 9 months of persistence.
Benefits

Better planning and clarity

Sense of ownership & accountability at all levels

People respecting deadlines
3
Copyright Execution-MiH Solutions Pvt. Ltd.
Minimizing ‘Multiple Accountability’ and ‘Upward Delegation’
If there are two people are responsible for something, it
will not get done
4
Reducing time to co-ordinate and arbitrate down by 50%
What was done?

Laid out ‘there is only one person responsible for a task’ to ALL

Trained & coached people on how to get things done with & through others

Minimized Follow-up

Empowered the person accountable to co-ordinate & drive everyone including the manager

If there is a conflict or issue, the person to gather all involved and drive decision with manager
Time- 9 months of persistence
Benefits

A higher sense of accountability

Manager become a support and not a driver
5
Copyright Execution-MiH Solutions Pvt. Ltd.
Making People ‘Think on their Own’
When people ‘think on their own’, ‘they do on their own’
6
Improving an Employees Self-Reliance Right questions to ask

‘What will you do if you were me?’

‘What are top-3 things you would like to change, if its your company?’ What can you do about it?’

What do you think is expected to happen? What should we do about it?
7
Copyright Execution-MiH Solutions Pvt. Ltd.
Doing HR basics very well
80% of employee performance and motivation is to be
good in fundamentals
8
Strengthening the Core- HR Engine
What was done?
Complete HR Engine (manual/templates/Training..)- 30 days
Setting everyone’s goals-behaviors-Self Development- 30 days
Quarterly Persistence on Feedback and Appraisal
Honest Performance
Feedback- Online and
Quarterly
Self-Development
Behaviors
Goals
Performance Plan
Copyright Execution-MiH Solutions Pvt. Ltd.
Sales Activity-Productivity- Performance Engine
If we know ‘what?’ Of sales person’s activity, consistency and
intensity, one can guarantee that sales will go-up
10
Strengthening the Core- Sales Productivity Engine
What was done?
Complete Sales-Engine (Process/templates/Training/Reports)- 45 days
Achieved smooth activity data- +90 Days
Performance Review and Productivity Increase- +90 days
Support-Train-CoachDrive Week After Week
Sales ActivityProductivityPerformance Review
Daily-Weekly Sales
Activity Data
Leads Management
Process
Daily Work Management/
Activity/Productivity Norms
Copyright Execution-MiH Solutions Pvt. Ltd.
Resilience Test
Real-Ideas of Cost-Savings Come, When you do not have the Money
12
Resilience Test- What will we do if we have 25% less money?
What was done?
Total Actionable Ideas Identified- 15 (resilience test passed)
No. of ideas actioned immediately- 5
Cost-Saving 12% over 6-9 months
Consolidated Sales
Travel
Quickened Invoicing and
Reconciled Accounts
Consolidated Offices
Put five vacant
properties on rent
Cleared two big inventory
blockage points
13
Copyright Execution-MiH Solutions Pvt. Ltd.
Managing the Real World
By Recognizing ‘uncertainty’, you will have greater ‘certainty of
success’
14
When you create a plan- think-through ‘Can and How will you Execute it?’

Have we validated our assumptions?

What are early warning signals on key assumptions we have made on customer-market-price- tariffs?

What will be our measures, how will be report our performance and when will we have red-alert?

What if competition reduces price OR input cost goes up? How will we maintain the flexibility of margins?

What are minimum core capabilities needed to achieve our plan, and how they can be deployed in time?

What are the five internal things we have to do very well? How are we ensuring that we will do it?

…..
Copyright Execution-MiH Solutions Pvt. Ltd.
Thank You
16