Strategy to Execution: Closing the Gap
Participants will learn about and apply principles and techniques to successfully lead and execute their company specific strategic initiatives. Senior Leadership often hands down a project or plan for execution. Do you take on the initiative? Where do you start? Hands on and interactive. The sessions include a mix of case study discussions, interactive lectures, in-class exercises, and opportunities to learn from peers.
This course will address execution from three perspectives:
- Defining and Planning for success: Techniques for clarifying scope, negotiating resources and establishing agile and measurable objectives.
- Implementation Management: Techniques, tools and resources for streamlined communication of expectations and results to maximize success.
- Agility: Approaches to innovation and agile planning—including tips for managing the change and transition to a blended agile format.
Who Should Attend?
General Managers and Division Leaders who must successfully lead and execute larger scope, mission-critical strategic initiatives. Basic exposure to project management recommended and laptop required.
- Simple rules to embed strategic guidance into key activities while retaining the flexibility to seize unexpected opportunities
- A series of worksheets to help you translate insights from the course into concrete actions you can take when you return to work
- Recognize factors affecting your ability to execute your organization’s strategy and apply basic elements of negotiation to maximize your opportunity for project/plan execution success
- Learn new project management tools and approaches that are cross platform compatible, easy to use with most enterprise level project management tools, and compatible for use with external clients and vendors.
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|DAY 1: 8:15 a.m.-5p.m.|
|8:15 a.m.||Arrival and breakfast (Provided)|
The instructor will outline the program agenda and outcomes
Got a Problem - Make Toast! Practice Tom Wujec’s approach for facilitating and creative problem solving. Gain experience with an empowerment tool useful for defining and implementing strategic initiatives with multi-level goals.
Review detailed agenda for course & outcomes as it relates to the pre-assigned submitted strategic initiatives.
|10-10:45 a.m.||Case Study
Discuss a case related to and specifically selected to closely align with a class initiative pulled directly from the pre-course survey
|11 a.m.-Noon||Tools and Techniques: Exercise 1—Small Teams
The Big Picture: Defining success and translating the strategic plan into detailed, measurable objectives
Question Storming: Identifying constraints, execution barriers and creating focus in order to break down resistance
|Noon-1 p.m.||Lunch (Provided)|
|1-2:45 p.m.||Additional Tools and Techniques
- Establishing a project charter and setting "stretch" but realistic and attainable goals
- Using a "RACI" matrix for communication: "Responsible, Accountable, Consulted and Informed"—a matrix of key activities, decision making authorities, and key roles
- Establishing key performance indicators and reward systems
Exercise 2—Apply Tools and Techniques to Your Project
- Select a project from the team and apply the tools and techniques learned
- Beginning with a project charter, select a tool you wish to use and then conduct a mini-kickoff
|3-4 p.m.||Incorporating AGILE (AGILE vs. Waterfall)
The Agile revolution is spreading from Software firms to other industries. What is it? What does it mean for you? What aspects are readily adapted?
- Discuss AGILE concepts and frameworks
- Demonstrate how organizations blend AGILE and traditional Waterfall approaches
- Management by budget, timeline or objectives?
- Go To the Wall: Post it Planning
|4-4:45 p.m.||Basic Tool Building
- Introduction to Smart Sheet with tips for using Smart Sheet with other tools
- High level Waterfall (examples in Sharepoint, Excel, Smart Sheet)
- High level AGILE (assign categories and phrases)
|4:45-5 p.m.||Video and Homework
- Add a high level outline to your project in Smart Sheet
- Add your project charter
|5-5:15 p.m.||Team Photo|
|5:15 p.m.||Cocktail hors d’oeuvres networking event|
|DAY 2: 8:15 a.m.-5 p.m.|
|8:15-8:30 a.m.||Breakfast (provided) and Discussion|
|9-10 a.m.||Review Homework Assignments
As a class, review one or two select projects for discussion of:
- Strategic Initiative
- Measurable Objectives
- Resources and Weaknesses
- Timeframe or Budget
- Key Performance Indicators
|10 a.m.-Noon||Exercise 3: Practice Assigning, Delegating, and Communication Status
Divide into small groups to analyze a plan
Develop an in-depth Smart Sheet plan:
- Expand on your timelines. Practice switching between AGILE and Waterfall.
- Develop your Sharepoint timeline and add links from your status reports.
Begin hands-on delegation effort, role playing project planning and working on status updates.
- Meet, assign, separate, update, return and review
|Noon-1 p.m.||Lunch (provided)|
|1 p.m.- 2 p.m.||High Profile Projects: High Risk—High Reward
Reduce risk by accelerating decision making and taking action.
- Case Study: How lessons from aviation influenced medicine and other industries
- Meeting Management techniques for effective risk evaluation and accelerated decision making
- Managing transitions
- Worksheets: Meeting planners and the 7 Steps of Grieving
|2-3 p.m.||Identifying Resource Gaps
You know your strengths, maybe your weaknesses, maybe even your Myers-Briggs. consider this revolutionary new tool, built on the premise of entropy and physics for evaluating yourself and your team
- Profile: where do you fit in? Producer, Innovator, Unifier? Can you have too many?
- Identify the resource gaps and make decisions to best fill them.
- Online worksheet: organizational physics profile for individuals and teams
|3-4 p.m.||Negotiation Techniques
Help your CxO or vendor help you
- Tips from the "Power of a Positive No" by William Ury
- Learn to negotiate up front what you need for your project to succeed and to better manage expectations
- Contract management and negotiation: when does it matter and what leverage do you have?
- Worksheet: "Drafting their Acceptance Speech"
|4-4:30 p.m.||Recap of Lessons, Tools, and Resources
Key takeaways, questions, how will you utilize this information, expected challenges
|4:30-5 p.m.||Next Steps
Complete your Smart Sheet and connect with your instructor to review your specific plan via assigned sign-up date.
To reinforce skills after the workshop, participants may choose to review their personal video with Dr. Larson-Casselton on an appointment basis. We further recommend reading workshop materials, and following through with personal follow-up plan established during the course.
Two weeks before your course you will receive a pre-work assignment. You will need to identify a strategic initiative you have responsibility for executing, meet with your manager to clarify the project specifications and complete the Strategic Initiative Summary Worksheet. This worksheet will be submitted to your course instructor to design relevant course case studies that will help you recognize your strategic execution goals.
Michael Jablon, MBA - Director, Aldevron LLC and Adjunct Professor of Management Information Systems, Concordia College
Over the years Michael has supported several of the region’s most innovative entrepreneurs as well as large corporations, such as McDonalds, Jiffy Lube, and Culligan. He has held several high-level positions in Strategy, Business Development, IT, Special Projects, and Contract Management and also serves as a popular part-time professor of Management Information Systems at Concordia College.
Michael has experience leading state of the art initiatives in new business development, contract management, defense (including multi-year federal defense contracts), IT project management, strategic partnership management, all pointedly delivered to enable teams to successfully execute projects and strategic initiatives with a wide variety of tools.
Michael holds an MBA, with undergraduate degrees in Economics and Speech Communication.