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Table of contents
- Contagious You
- Speed, Simplicity, Self-Confidence: An Interview with Jack Welch
- The Efficiency Trap
- Speed, Simplicity, Self-Confidence: An Interview with Jack Welch
Contagious You
Decisions stalled. Overhead costs mounted as divisions added staff to create bulletproof cases for challenging corporate decisions. To support a new strategy hinging on sharper customer focus, the CEO designated accountability for profits unambiguously to the divisions. So the leadership team encouraged country managers to delegate standard operational tasks. To improve information flow to senior levels of management, the company took steps to create a more open, informal culture. To better manage relationships with large, cross-product customers, a B2B company needed its units to talk with one another.
It charged its newly created customer-focused marketing group with encouraging cross-company communication. The group issued regular reports showing performance against targets by product and geography and supplied root-cause analyses of performance gaps.
Quarterly performance-management meetings further fostered the trust required for collaboration. At a financial services firm, salespeople routinely crafted customized one-off deals with clients that cost the company more than it made in revenues. For customized deals, it established standardized back-office processes such as risk assessment. It also developed analytical support tools to arm salespeople with accurate information on the cost implications of their proposed transactions.
Profitability improved. A brilliant strategy, blockbuster product, or breakthrough technology can put you on the competitive map, but only solid execution can keep you there. You have to be able to deliver on your intent. Execution is the result of thousands of decisions made every day by employees acting according to the information they have and their own self-interest.
In efforts to improve performance, most organizations go right to structural measures because moving lines around the org chart seems the most obvious solution and the changes are visible and concrete. Such steps generally reap some short-term efficiencies quickly, but in so doing address only the symptoms of dysfunction, not its root causes.
Several years later, companies usually end up in the same place they started. In fact, our research shows that actions having to do with decision rights and information are far more important—about twice as effective—as improvements made to the other two building blocks. When a company fails to execute its strategy, the first thing managers often think to do is restructure.
But our research shows that the fundamentals of good execution start with clarifying decision rights and making sure information flows where it needs to go. If you get those right, the correct structure and motivators often become obvious. Take, for example, the case of a global consumer packaged-goods company that lurched down the reorganization path in the early s.
We have altered identifying details in this and other cases that follow. Disappointed with company performance, senior management did what most companies were doing at that time: They restructured. They eliminated some layers of management and broadened spans of control. The layers had crept back in, and spans of control had once again narrowed. In addressing only structure, management had attacked the visible symptoms of poor performance but not the underlying cause—how people made decisions and how they were held accountable.
This time, management looked beyond lines and boxes to the mechanics of how work got done.
Speed, Simplicity, Self-Confidence: An Interview with Jack Welch
Instead of searching for ways to strip out costs, they focused on improving execution—and in the process discovered the true reasons for the performance shortfall. They did not intuitively understand which decisions were theirs to make. Moreover, the link between performance and rewards was weak.
This was a company long on micromanaging and second-guessing, and short on accountability. Armed with this understanding, the company designed a new management model that established who was accountable for what and made the connection between performance and reward. For instance, the norm at this company, not unusual in the industry, had been to promote people quickly, within 18 months to two years, before they had a chance to see their initiatives through.
As a result, managers at every level kept doing their old jobs even after they had been promoted, peering over the shoulders of the direct reports who were now in charge of their projects and, all too frequently, taking over. As a consequence, forecasting has become more accurate and reliable.
These actions did yield a structure with fewer layers and greater spans of control, but that was a side effect, not the primary focus, of the changes. Our conclusions arise out of decades of practical application and intensive research. Nearly five years ago, we and our colleagues set out to gather empirical data to identify the actions that were most effective in enabling an organization to implement strategy. What particular ways of restructuring, motivating, improving information flows, and clarifying decision rights mattered the most?
The Efficiency Trap
We started by drawing up a list of 17 traits, each corresponding to one or more of the four building blocks we knew could enable effective execution—traits like the free flow of information across organizational boundaries or the degree to which senior leaders refrain from getting involved in operating decisions. With these factors in mind, we developed an online profiler that allows individuals to assess the execution capabilities of their organizations. That allowed us to rank all 17 traits in order of their relative influence.
From our survey research drawn from more than 26, people in 31 companies, we have distilled the traits that make organizations effective at implementing strategy. Here they are, in order of importance. Ranking the traits makes clear how important decision rights and information are to effective strategy execution. The first eight traits map directly to decision rights and information. Only three of the 17 traits relate to structure, and none of those ranks higher than 13th. Blurring of decision rights tends to occur as a company matures.
Speed, Simplicity, Self-Confidence: An Interview with Jack Welch
Young organizations are generally too busy getting things done to define roles and responsibilities clearly at the outset. And why should they? So for a time, things work out well enough. As the company grows, however, executives come and go, bringing in with them and taking away different expectations, and over time the approval process gets ever more convoluted and murky.
One global consumer-durables company found this out the hard way. It was so rife with people making competing and conflicting decisions that it was hard to find anyone below the CEO who felt truly accountable for profitability. The company was organized into 16 product divisions aggregated into three geographic groups—North America, Europe, and International. Decisions made by divisional and geographic leaders were routinely overridden by functional leaders. Overhead costs began to mount as the divisions added staff to help them create bulletproof cases to challenge corporate decisions.
Decisions stalled while divisions negotiated with functions, each layer weighing in with questions. Functional staffers in the divisions financial analysts, for example often deferred to their higher-ups in corporate rather than their division vice president, since functional leaders were responsible for rewards and promotions. Only the CEO and his executive team had the discretion to resolve disputes.
All of these symptoms fed on one another and collectively hampered execution—until a new CEO came in. The new chief executive chose to focus less on cost control and more on profitable growth by redefining the divisions to focus on consumers. As part of the new organizational model, the CEO designated accountability for profits unambiguously to the divisions and also gave them the authority to draw on functional activities to support their goals as well as more control of the budget.
For the most part, the functional leaders understood the market realities—and that change entailed some adjustments to the operating model of the business. Headquarters can serve a powerful function in identifying patterns and promulgating best practices throughout business segments and geographic regions. But it can play this coordinating role only if it has accurate and up-to-date market intelligence.
Otherwise, it will tend to impose its own agenda and policies rather than defer to operations that are much closer to the customer. Consider the case of heavy-equipment manufacturer Caterpillar. Decision rights were hoarded at the top by functional general offices located at headquarters in Peoria, Illinois, while much of the information needed to make those decisions resided in the field with sales managers.
We tested organizational effectiveness by having people fill out an online diagnostic, a tool comprising 19 questions 17 that describe organizational traits and two that describe outcomes.
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To determine which of the 17 traits in our profiler are most strongly associated with excellence in execution, we looked at 31 companies in our database for which we had responses from at least individual anonymously completed profiles, for a total of 26, responses. Finally, we indexed the result to a point scale.
Pricing, for example, was based on cost and determined not by market realities but by the pricing general office in Peoria.