Title: The Execution Trap. (cover story)

Martin, Roger L. martin@rotman.utoronto.ca

2010

Harvard Business Review; Jul/Aug2010, Vol. 88 Issue 7/8, p64-71

BEFORE

Abstract

초록에서 False Metaphor: Top=choosing brain, strategy, rest of company = choiceless arms and legs Better metaphor for strategy: white-water river Executives at the top →broader, long-term choicesEmpowering employees → more concrete, day-to-day decisions 4 things for choice makers at upstream: ①explaining ②clearly identifying the next downstream choice, ③offering help with making choices as needed, and ④committing to revisit and adjust the choice based on feedback. KeyWord STRATEGIC planning, EMPLOYEE empowerment, DECISION making DELEGATION of authority SUCCESS in business ORGANIZATIONAL effectiveness (서번트리더십의 실체가 아닐까?)관전포인트이병철회장의 Details 에 강한 점이 주목 받을 정도로 훌륭한 CEO/리더는 큰 그림뿐만 아니라 세부적인 것에도 잘 챙길 줄 알아야 한다는 것이 정설로 되어 있는데, 이 아티클은 정면에서 부정하고 있음.

AFTER

내가 중요하다고 생각되는 단어/표현, 저자 입장에서의 대표 문장 / 모형Strategy-execution model. (Brain-to-body metaphor, choiceless doer model)Choice-cascade modelthe Golden Rule

아이디어

Choiceless doer, teller Mary case 와 Sharp 의 사례로 이야기를 풀어가면 좋을 것 같다.

기타Dean of Rotman School of Management at the Uni. Of Toronto저서: Why Design Thinking is the Next Competitive Advantage (HBR Press, 2009)

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Page Note

66 A mediocre strategy well executed is better than a great strategy poorly executed.Jamie Dimon, now CEO of JPMorgan Chase “I’d rather have a first-rate execution and second-rate strategy any time than a brilliant idea and mediocre management” (2002)Larry Bossidy [The Discipline of Getting Things Done] “ Strategies most often fail because they aren’t well executed.” (과연 실패의 원인이 실행에만 있는 것인가? 실행으로 전략이 excuse 될 수 있나?)

66 A mediocre , well-executed strategy vs. a brilliant, poorly executed : 둘 다 x66-67

Choiceless doer, teller Mary caseThree types of customer profile /banking-hate, advice-like, social eventManual vs. ‘I’m just trying to do my best I can, making customer happy. They’re not interested in what a teller has to say”

67 Strategy is choosing: execution is doing.67 the brain as the “chooser” and the body as the “doer.”

A white-water river, where choices cascade from the top to the bottom.To best enable individual decisions, choice makers upstream should set the general context for those downstream

68 The Choiceless-Doer Dilemma69 Strategy-execution model. (Brain-to-body metaphor, choiceless doer model)69 A Warning Unheeded, Kenneth Andrews, The Concept of Corporate Strategy.(1971)

“Corporate strategy has two equally important aspects, interrelated in life but separated to the extent practicable here in our study of the concept. The first of these is formulation; the

second is implementation.”69 Strategy as a Choice Cascade69 Top: broader, more abstract choices, long-term investment //

Employees toward the bottom : more concrete, day-to-day decision that directly influence customer

70 Choice-cascade model70 Employees are encouraged to make thoughtful choices within the context of the decisions

made above them70 Assumption: empowering employees to make choices in their sphere will produce better

results, happier customers, and more-satisfied employees70 Isadore Sharp of Four Seasons Hotels and Resorts “Redefine luxury as service, a support

system to fill in for the one left at home and the office”- Deal with others-partners, cusotomers, coworkers, everyone – as we would want

them to deal with us. (the Golden Rule)(실적) one of just 13 companies in the Fortune’s list of The 100 Best Companies to Work every year.

70 1. Explain the choice that has been made and the rationale for it.71 2. Explicitly identify the next downstream choice.

3. Assist in making the downstream choice as needed.4. Commit to revisiting and modifying the choice based on downstream feedback.

71 Creating a Virtuous Strategy Cycle71 Choice-cascade model has a positive-reinforcement loop inherent within it.

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