Mobilizing the
Organization: Tactical
Execution
Chapter Fourteen
Chapter Fourteen

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Introduction
Introduction
Visionary companies consistently out-execute
competition
–
GE, Wal-Mart
–
Combine winning strategy, talent and execution to support
strategy, and integrated transition from old to new ways of
doing things
This chapter’s focus: Execution
–
How, What and When
Fast turnaround of e-business projects will separate
winners from also-rans
–
Financial costs of delays or mismanagement huge
–
Lost opportunity costs of being late to market even higher
–

Blueprint
Planning
Tactical
Execution
Adoption
Management

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E-Business Tactical Execution
E-Business Tactical Execution
Technology and
Application
Capabilities
Organizational
Capabilities and
Limitations
e-Business
Blueprint
Tactical e-Project
Management
Architecture and
Implementation
Plan
e-Business
Infostructure
Adoption

Requirements
–
Release cycles
–
Technology
•
Do the projects reflect changes in thinking about the
business model?

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Process Overview
Process Overview
Define and
Organize the
Project
Execution and
Close Down
Plan the Project
Establish project
team
Determine project
objective
Assemble the
project definition
document
Get project

The Intangibles: Continuous Project
Communication
Communication
A project communication plan necessary for a
project to function like a well-oiled machine
–
to keep mgmt, customers, and team members
informed of project’s status and milestones at risk of
being missed
–
Identifies all persons concerned with the project and
develops follow-up activities to keep them involved
–
Assigns communication responsibilities and
process for keeping everyone informed

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e-Development Process
e-Development Process
Opportunity
Generation
Solution
Evaluation
Customer
Requirements
Resource

actively
Many ways to identify opportunities
–
Annual mgmt brainstorming retreat
–
Let employees develop opportunities
–
Strategic document outlining opportunities: “slots”
–
Survey of customers by consulting firm
Few execs take customer’s perspective
–
Trying to reduce pain for themselves

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Solution Evaluation: How Can We Alleviate
Solution Evaluation: How Can We Alleviate
the Customer Pain?
the Customer Pain?
Element Questions
What
•
Which customer processes are involved?
•
What is wrong?
•What is the opportunity in terms of customer problems,

Failed strategies fueled by a lack of ability to see below
the surface
–
Technology changes quickly but underlying customer needs
do not
Categories of customer requirements
–
Strategic, “forward thinking” that market has not asked for yet
–
Customer-driven, “requested” requirements
–
Technology-driven
–
“Feature complete” requirements to add bells and whistles