1. The Nine Vital Components for Successful Strategy Execution in the Public Sector
Dr. Anton Olivier
PMI AFRICA CONFERENCE 2015

2. Execution = Journey
Strategic Plan

3. “Execution is the great unaddressed issue in the business world today”
“Strategy does not separate the good from the great, but execution does”
(Collins 2001)
“Execution is the great unaddressed issue in the business world today”
(Bossidy & Charan 2002)
“In business, execution is everything.
If an organization can’t execute, nothing else matters:
not the most solid, well thought-out strategy,
not the most innovative business model,
not even technology that could transform an industry.”
(OnPoint Consulting, 2006)
“The No 1 challenge facing managers in the 21st century is strategy implementation”
(Muell & Cronje 2008)
“60% of strategies are not successfully implemented”
(Barrows 2009)
“strategy execution evolved … to a top priority in most organisations
… companies continue to lose 40 to 60 percent
of their strategic potential while trying to execute it.”
(Schreurs 2010)

4. Programs / Projects / Activities
Strategy
Focussed
Balanced
Logical
Integrated
Understood & Accepted
SMART Objectives
Clear accountabilities
Clear initiatives
Realistic/executable
Vision
Theme
Theme
Theme O O O O O O I I I I I I I I I
Programs / Projects / Activities

5. O O O Theme O O O Theme Vision Theme O O O Theme O O O

6. Theme A Objective Acc PI Target Initiative Resp Cost Schedule Yr 1-5 X
A1. Objective name & description
HoD
PI 1
PI 2
BL =
Yr1=
Yr2=
Yr3=
Yr4=
Yr5=
A1.1 Project AB
1,000 X
A1.2 Project CD
4,000
A1.3 Project
500
A1.4 Project
3,000
Theme A A1 A3 I
A1.1 A2 I
A1.2 I
A1.3 I
A1.4 I I I

7. Project Management Strategy is mostly executed through Projects
…. therefore the need for Project Management
…. 5 Process Groups & 10 Knowledge Areas

8. Research RESEARCH QUESTION:
“What does the ideal strategy execution model for the
public sector look like?”
What is the current practice? main problems? main gaps?
What are the main components of such a model?
How can these key components best be integrated?
How can this model best be applied in the public sector?
RESEARCH HYPOTHESIS:
Strategy execution will significantly improve by using a simplified, dynamically integrated conceptual model as guide in tailoring strategy execution in each public sector organisation.”
RESEARCH METHODOLOGY:
Literature Research
Participative Action Research [PAR]
10 Case Studies in Namibia

9. Leading Sources on Strategy Execution
Kaplan and Norton (2001)
Bossidy and Charan (2002)
Hrebiniak (2005)
Fogg (2006)
Paladino (2007)
Morgan, Levitt and Malek (2007)
Spitzer (2007)
Kaplan and Norton (2008)
Harbst (2008)
Marr (2009)
Mukherjee (2009)
Active Strategy (2009)
Strickland (2010)
De Flander (2010)
McKnight, Kaney and Breuer (2010)
Lepsinger (2010)
Cohen (2011)
McChesney, Covey & Huling (2012)
Childress (2013)
7 Vital Strategy Execution Components:
Leadership
Strategic planning
Project management
Alignment
PMS
Drive
Engagement

10. Difference between Private and Public Sectors
Purpose
Governance
Leadership
Culture, values and guiding principles
Decision-making
ESTLE influences and challenges
Political influences
Planning and execution cycle
Funding and budgeting
Stakeholders, complexity and transparency
Strategic objectives
Structure and human resources
Flexibility and change
Project management
Costs and productivity
Performance management
Description: nature & importance
Differences: key differences between the two sectors
Implications & Actions
+2 Components for Public Sector:
Risk Management
Stakeholder Management

11. NINE VITAL STRATEGY EXECUTION COMPONENTS
Leadership ☼↑ [Driver]
Strategic Planning  [Road Map]
Project Management  [Wheels]
Alignment Structure, People, Culture, Processes, Technology, Funding
[Chassis & Body]
MERIL PMS [Dashboard, Dialogue, Steering wheel]
Drive PAAMAA [Engine & Fuel]
Engagement   [Gears engaging & Lubricant]
Risk Management  [4X4 modifications for obstacles]
Stakeholder Management ↑↓ [Owners, sponsors, customers, partners]

13. Stratex 7. Engagement Gears engaging & Lubrication 2. Strategic Plan
Road Map
1. Leadership
Driver
5. MERIL - Improve
Steering wheel
5. MERIL -
Evaluate & Learn Discussions
5. MERIL - Measure
Dashboard
6. Drive
Engine & Fuel
Stratex
we deliver service
3. PM
Wheels
Public Sector Road
8. Risk
4X4 modifications for bigger obstacles
4. Alignment
Chassis & Body
9. Stakeholders
Owners, Customers, Partners

14. Leadership Politics Learn Strategic Planning Improve Engage [DAILOGUE]
[DIRECT]
Leadership
Learn
[GET WISER]
Review the Plan
Strategic
Planning
[PLAN]
Improve
[RESPOND]
Project
Management
[EXECUTE]
Engage [DAILOGUE]
Alignment
Drive
[MOTIVATE] Focus on Indiv & Groups
Follow the Plan
Demand accountability & Reward
Listen to your People
Report
[COMMUNI-
CATE]
Respond to Change
Measure
[SENSE]
Hindsight & Foresight
Risk Mgt
[ESTLE, Competition, etc.]
Evaluate
[MAKE SENSE]
SH Mgt
[COLLABO-
RATE]
Organisational Context
Public Sector Context

15. Stratex Assessment Framework [SAF]
Total Strategy Execution Capacity
[TSEC]

16. CONCLUSIONS
Hypothesis: Strategy execution will significantly improve by using a simplified, dynamically integrated conceptual model as guide in tailoring strategy execution in each public sector organisation.
Further research

17. Comments / Questions