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Who should attend
Executives and senior managers in all functional areas who are charged with executing elements of the company’s strategic plan. The program is specifically designed for leadership directly responsible for increasing organizational profitability and eager to learn about modern methods for enhancing productivity, minimizing waste, and improving the execution culture of the organization. Participants will leave the program with a better understanding of what it means to be an execution leader in today’s competitive marketplace.
About the course
In the business world, it is almost certain that your evaluation will be largely based on results, goals achieved, significant initiatives executed, and how well you make change happen.
The task of executing strategies and major projects in today's business environment is substantial, with increasing levels of complexity and uncertainty, rapid rates of change, and short-term performance versus long-term considerations.
Studies conducted by McKinsey and the Harvard Business School, have shown that the average firm achieves less than 65% of its strategic plan and 90% of these failures are due to a lack of execution. Why? The major reasons include ineffective leadership and under-developed organizational capabilities.
Queen's Execution Program provides you with leadership insights and the tools to recognize and overcome executional barriers.
In this Program you will learn how to:
- Clearly articulate and prioritize your strategy to ensure it has an execution orientation
- Identify common execution barriers that create a drag on progress and wear down resources
- Leverage different organizational levers to overcome execution barriers
- Be introduced to modern tools and techniques companies are using to improve their ability to execute their strategy
- Make difficult trade-offs and manage competing priorities to focus the organization on key priorities and activities
- Create a sustainable execution culture and environment that delivers on today’s short-term demands and embraces change to fit the needs of tomorrow.
- Find innovative ways to build capacity and do more with the resources you have
- Fill execution gaps to make sure the organization can drive change and transform to compete in the digital age
- Explore ways to execute results in the face of increasing compliance and regulatory requirements
- Deliver short-term value while maintaining long-term sustainability
- Create a reward and recognition system that aligns with strategic objectives
- Increase employee engagement and commitment
- Develop a culture with a strong execution orientation
- Identify the unique behaviors of an execution leader – do you have what it takes to effectively deliver your organization’s strategy?
- Improve time management and productivity by identifying personal execution barriers
- Learn about the importance of candor and having difficult conversations
- Evaluate your personal assumptions about how organizations 'get things done' and determine if they are holding you back
The program leverages the educational power of multiple teaching tools, including class discussions, exchange of ideas and perspectives with faculty and fellow participants. Hands-on experiential learning is provided through a goal-setting simulation, opportunity for one-on-one coaching, and application of leading-edge execution tools and techniques. Participants will also have the benefit of using a proprietary assessment tool that quantifies the Cost of Execution (COEx) or 'drag' on execution performance and compares it to other organizations in your industry.
ALIGNING STRATEGY AND EXECUTION: CHANGING THE MINDSET
- Establishing realistic targets that stretch the organization and promote growth
- Best practices (e.g, 4DX, Hoshin Kanri, Balanced Scorecard, Operating Plan) in alignment to prioritize objectives, tactics, and performance metrics on achieving the most important goals
- Modern budget and prioritization approaches that allocate resources to their most productive uses
- Establish a day-to-day rhythm for execution that increases momentum and keeps everyone aligned to deliver on the strategy.
- Exploring the potential risks and benefits of making mid-course corrections
- Expanding organizational involvement in the planning process to create alignment and commitment
- Socializing strategy so everyone in the organization understands their role, how to do it and why it’s important
- Explore cases where organizational leaders needed to make bold moves to ensure long-term survival
- Legitimizing execution performance as essential for strategic success
- Identify the behaviors that make an execution leader unique
- Best practices (e.g., Lean) that improve productivity and remove waste
- Improving ineffective business processes
ORGANIZATIONAL EXECUTION LEVERS
- Learn the different types of organizational execution levers (e.g., structure, agility, technology, leadership etc.) and their benefits in terms of executing the strategy
- Orchestrate balance between execution discipline and agility – how do you choose the right lane for execution?
- Identify your organization’s primary execution barriers and how to detect them
- Leveraging digital technology and analytics to improve collaboration, knowledge-sharing and productivity
- Improve your organization’s ability to lead and manage projects to deliver on goals and objectives
- A simulation that provides hand-on application to highlight the benefits and potential pitfalls of performance indicators
CREATING AN EFFECTIVE EXECUTION CULTURE AND ENVIRONMENT
- Discuss the role of execution in sustaining long-term performance and improving resilience
- Complete a proprietary assessment (Cost of Execution COEx) to determine the degree to which execution barriers are creating a drag on progress and wearing down resources
- Legitimizing cultural barriers to execution such as silo mentality and organizational politics
- Modern evidence-based approaches to building organizational commitment and engagement
- Designing work spaces that enhance productivity and employee satisfaction
Associate Professor & Distinguished Faculty Fellow of Management Information Systems Associate professor at Smith School of Business, Kathryn had lead the development of the strategy execution, project management, and project leadership curriculums since she arrived in 2003. She is co-auth...
Assistant Professor and Distinguished Faculty Fellow of Operations Strategy Barry Cross is an expert and thought leader in innovation, execution and operations strategy. He joined Smith School of Business after nearly 20 years in the automotive and manufacturing sectors with Magna, Autosystems...
Adjunct Associate Professor Paul Roman has been researching and lecturing in operations management with emphasis on reliability and maintainability and modeling and simulation for over 15 years. His 20-year military career included duty with 4 Canadian Mechanized Brigade Group in Germany, Off...
Adjunct Assistant Professor & Distinguished Faculty Fellow of Organizational Behaviour Dr. Kate Rowbotham is an assistant professor at Smith School of Business. Dr. Rowbotham received her Bachelor of Arts (Honours) in Political Studies and French and her Master of Science in Management fr...
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