All posts by Vipul Mathur

Too busy for Strategic Thinking and Execution?

In one of the articles published in HBR -96% of leaders believe that strategic thinking and execution will help them grow.

Then what is the reason for not investing time in?

My 2 cents;

  • Integration of Strategic Execution with Daily ops. At business we follow various review mechanisms daily, weekly, monthly, quarterly etc. but with what agenda? We normally discuss, what we all know and pass the buck to the less informed. This agenda distorts the larger picture. Strategy execution is a process that does not work like instant noodles. Ensure that during the reviews ask for progress on strategic projects and set accountability in execution for the same and remember at every instance keep on reiterating the Larger purpose and picture.

 

  • Fear of conflicts – Every leader wants to be liked by all and try’s avoids conflicts with peers and subordinates. Who will bell the cat? Why should I spoil my relationship? Keeps on popping up at the subconscious levels. While framing a strategic plan or monitoring execution someone has to ask tough questions! Do not let your team be a mutual admiration society. Do not let the fear of conflicts affect the growth agenda of the organisation.

 

  • I am too busy syndrome– in organisations, if you don’t act busy; you are perceived not to contributing to the business. Our calendars are packed like vacation bags (where do I find additional space). Hundred of mails to respond, of which 90% of them are in CC. Take a deep breath, and ask how many of them are relevant? The reality is we just don’t want to step out of our comfort i.e. daily execution and think and answer what we are executing, is it contributing to the larger picture?

 

  • Gap between thinkers and doers. Many organisations have this funny thing, create the strategy plan without consulting with people who are executing it. And then the entire year the executors focus will be to tell how shoddy the plan is and the reason why it cannnot be achieved. While the creators keeps on harping on the incapability of teams teams to execute the desired. And the CEO sitting in the corner tearing his hair apart … funny isn’t it.

 

  • Unable to answer what is in it for me – The most difficult question that the CEO has to address to the team members is what’s in it for me is it Money, Gratification, Growth? Or it’s something else like connecting them with your purpose and making them part of achieving it. Do not have the answer, let’s not discuss this.

 

  • The big C – Culture eats strategy for breakfast lunch and dinner. If your orgnisation is suffring from a traders syndrom you need to act fast and like NOW! If your teams belive that creating a stategy execultion plan is a checklist then you will never be able to achive growth. It is a business imparitive that you build a culture, which creates, compete, controls and collaborates. How? in the next blog .. till them happy reading ..

Next time someone when comes to discuss the large agenda or have a plan – take out time to discuss and give importance !! Even if it is crap, appreciate the behavior of people taking initiatives.

https://www.qilotech.com/strategic-planning-and-execution-software

 

 

CEO The New Age Voyager

Launching qilo Navigator!

 

The human race is genetically engineered to explore the new. From, the inception of a wheel to put the man on the moon. Humans have always pushed the boundaries of imagination and possibilities.

Our Hero has always been The Voyagers – who have been driven by passion, grit, and determination to explore the unexplored. Taking a journey involved with risk and possibility on no return. Still, with all the odds stacked against them, they went and explored the world, identified new geographies and made the world connected with various cultures and people.

Today’s CEO’s are no less than a Voyager taking the business to unexplored territories. Navigating odds and challenges every day.

While the destination is crystal clear the path to reach the destination is always challenging. It requires taking quick decision making, directing, aligning and pushing each and every team member to stay on track.

And that’s what inspired us at qilo to empower the CEO (Voyager) with right Navigation instruments to view, if on the right track or not or require a course correction.

Introducing qilo NAVIGATOR For CEO’s to view what’s working and what’s not in their Strategy Execution roadmap!

In your Growth journey of taking your organization from point A to point B, you need qilo NAVIGATOR, ensuring you reach your destination faster!!

AYE AYE CAPTAIN!!

How close is your brand to Consumers?

As a leader you should ask this question, is your brand working hard for you while you are busy making business presentations?

A brand is the sum of experiences you are providing to your consumer in the entire lifecycle. At each stage, there is an expectation from the consumer, if you are meeting 10/10 then you have the consumer as your advocate, if not you may have to struggle to retain your consumer.

India has been a customer acquisition market because of its size and population. We do not take customer engagement seriously, more so when it comes to giving experience. The focus is always been on acquiring, acquiring and acquiring more even if you are unable to give value or service to the consumer.

The mindset has to change. Today the customer is more empowered and has choices if you do not have a secret ingredient – then why should someone buy you? There are more like you in the market. You are just like a commodity and the only differentiator is your pricing and placement, not your brand!!

So what to do? Call your advertising agency- NO! Try this dipstick

Align – Brand journey starts inward outward. Each and every stakeholder in your company from Management, Sales, HR, Finance, IT, Admin, is your touching your customer directly or indirectly – ask them 3 questions

  1.  Why do we exist?
  2. What value we bring to our consumer
  3. What role do you play in achieving that agenda

If you get a clear and unified answer from each of your function,

  • Give a pat on your back
  • If NO, then you are barking at the wrong tree

Customer experience is not owned by one department, it is owned by the organizations. If you use OKR or Hoshin try incorporating this and see how aligned your teams are.

If you get this right see how growth unlocks, it sounds simple but it that elephant which is moving in your office yet no one sees apart from you !!!

https://www.qilotech.com/strategic-planning-and-execution-software

Execution is the Key For Business Growth !

 

The biggest challenge for leaders who drive strategy execution is the lack of visibility on who is executing and who is not. And most importantly building predictability in Achievement. 

Very soon, qilo will be unveiling it’s Navigator feature. Which will empower CXO’s to clearly see the depth of the iceberg!  Whatever Strategy Execution Software model you use, OKR, BSC, Hoshin. If not executed well is just theory without impact.

Unveiling soon…

Why have we made Performance Management Complex?

When we started qilo, we had only one Purpose in mind- how can we make Organizations Perform Better?

During this journey meeting with hundreds of CXOs across the globe, one unifying theme that came out – THE only matrix of Performance which matters is Company Performance if that is not happening rest all is just execution with zero results.

So, if this is the main agenda then what is the reason for the disbelief amongst CXOs and employees is the way Performance Management process is executed?

Here are my top reasons why companies are struggling in this.

1) Lack of Alignment; on company’s goals with teams and individual’s execution. How many of us know the execution we are doing every day is contributing to companies goals and it’s growth?

2) Ownership of the Process; Performance management is one job which no one want’s to own and is passed to HR who is not the right owner. Performance management has to be designed, owned and executed by business. HR plays an important role which is organization capability building and design and it has to stick to that only, doing interventions on low performers and transforming them.

3) 1980,s style of Management. While things around us have changed, some of our management practices haven’t changed, not going to debate, why? Today we need Agility in organizations and our MBO driven industrial style of managed limits that. Perhaps we need to rewrite few of old schools management books, which were written by executives of GE, Ford etc.. relevant in that era not NOW! 

4) Culture– Haha! Another monkey which has no takers. We all want to build High Performing Culture, and what do we do to drive this? Make cool offices … Culture is built on the foundation of purpose and vision. Things we put as posters on the wall and are discussed during induction!! (Pun intended) There is only one person responsible for culture -CEO! Accountability starts from his office. We take about open work environment but don’t trust employees while sharing Strategy, numbers.

5) Technology – Companies have invested heavily in capacity management, sales, and financial software. What about business alignment? As an organization, we want everyone to go beyond their role, your technology is binding them in ‘roles’ and giving a clear message it’s not my job, why bother? 

6) Communication – An organization that talk’s get talked about. The sheer concept of communication misleads us; every engagement survey throws out lack of communication in an organization and what we do post that -Town Hall or employee newsletter. We need to understand what communication means. What the employee is seeking is very simple- where are we going, how can I help and how am I performing? Rest all is gibberish and that’s the reason why a stupid question like cafeteria food comes often in Town Halls. Managers have to own communication on performance while CEO is aligning on vision and direction.

7) Going beyond frameworks – Business management frameworks like OKR, BSC, Hoshin Kanri are amazing guiding principles, don’t make them Holy Grail, use them as guiding principles and build your strategy execution customized to your needs around them. Cascade them in teams, unifying them with Objectives, not Roles!!

My learning so far is that; when the leadership has the intent and wants to make people accountable for Performance, Organisation’s Culture and Execution goes to the next level.

Rest all plans for the next QBR to identify the reasons and necks for failures.

On a parting note – Just ask one question to yourself, does your organization have 4 Objectives or 400?

Cheers – Do share your views …

 

 

 

 

 

Are you Executing Better than your Competitors?

As leaders, we tend to focus very hard on ensuring that we build robust quality metrics for our products and satisfaction metrics for our customers.

We invest heavily in capacity, sales dashboards – try to look at the lead indicators minutely, keep a check and the pulse of the market.

Breaking News – Even your competitors are doing the same!!

Let’s get a reality check no one running a business wants to give an inferior product or service in the market. Capeesh!

Then what makes your competitor grow faster than you?

The Answer is simple they are Executing Better than You.

The best part about my Job at qilo is meeting leaders understanding their success stories and growth barriers.

One theme that has emerged out clearly for successful leaders is needed for Fast Execution.

Going to market quicker, learn from the customer, change the plan and Redeploy.  Which requires hell load of Organization Agility and most importantly all hands on the deck.

Of all the conversations I selected, 5 factors, which the leaders claimed to have succeeded to drive fast execution

  1. Leadership Sincerity (Hunger) – How sincere and committed leadership team is to achieve the vision
  2. Defined Purpose – A well-defined purpose get’s half the job done and purpose cannot be financial gains (Sorry), hard question to ask what impact we want to bring to our customer?
  3. Show the big picture – If you want people to execute faster, the urgency is built by showcasing the big picture not by pushing deadlines on someone’s throat
  4. Enrollment – Team who execute faster are enrolled for the purpose and they execute creatively
  5. Communication – The most important element to drive fast execution, companies which talk gets talked about.

We see teams being aligned with roles, functions and result areas – for companies who execute faster – they get aligned with a common goal!

Execute Faster and Better or else get ready to be executed by your competitor!