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trategic Execution is highlighted once again during the 7th Leg of the PN Governance Forum held last 06 September 2011 at Headquarters Philippine Navy MultiPurpose Hall, Naval Station Jose Andrada, Roxas Blvd., Manila. Mr. Renato Montemayor, Treasurer and Senior Adviser of the Center for Leadership and Change, Inc. (CLCI), graced the Forum as its guest speaker and apprised the members of the Team Navy about the Four Disciplines of Execution, which is based on a book co-authored by Ram Charan entitled Execution: The Disciplines of Getting Things Done. During his talk, he stressed the importance of execution, citing it as a bigger factor in the strategic success of an organization than strategy or vision. He enumerated six important factors behind execution, namely 1) clarity of goals; 2) commitment of all members to the achievement of the goals; 3) translation, or knowing how to reach the goals; 4) enabling,
which refers to how things are made easy for the members to achieve the goal; 5) synergy, or teamwork; and 6) accountability among the members of the organization. A breakdown of these six factors can lead to what is called the Execution Gap wherein the organization fails to execute its strategies. Mr. Montemayor then went on to discuss the Four Disicplines of Execution that can help the organization close the Execution Gap. The First Discipline (Focus on Wildly Important) teaches the importance of working on the right goals that make all the difference for the organization. The Second Discipline (Act on the Lead Measures) emphasizes the importance of having measures for the goals. The Third Discipline (Keep a Compelling Scoreboard) shows the positive impact of a scoreboard that is motivating, simple, complete with lead and lag measures and visible to every member of the or-
Mr. Renato Montemayor, Treasurer and Senior Adviser to the President of the Center for Leadership and Change, Inc. as guest speaker during the 7th Leg of the PN Governance Forum Series 2011.
ganization. The last discipline (Creating a Cadence of Accountability) explains how accountability creates commitment among the members on the achievement of the goals. Mr. Montemayors lecture emphasized the fact that a strategy and a vision, no matter how perfectly crafted, will not move an organization from good to
great without effective execution. Since 2006, the Philippine Navy has been sailing under the banner of its strategic roadmap towards a vision. All that is left for the PN to achieve strategic success is to have an effective execution a task that each sailor, marines and civilians belonging to the PN should take part in. (MCC)
The speakers during the 8th Leg PNGF: (from top left, clockwise) Mrs. Carmela Leticia A. Pama, Ms. Leandra Abainza, Mr. Romeo Fernando J. Aquino Jr. and Ms. Jeslyn Bonifacio .
EXECUTIVE FOCUS DOCTRINE DEVELOPMENT RESOURCE PLANNING PERSONNEL FACILITIES PLANNING PROCESS LEADERSHIP BUDGET
Doctrines Development Management System Resource-Informed Management Decision System High Performance Work Systems Network Facilities for Sustainment of Force Packages of External Defense Scenario Based Fleet-Marine Planning Process Curriculum for Naval Leadership Strategy drives Budget
CNLE
Center for Naval Leadership & Excellence
- EDITORIAL BOARD CAPT GIOVANNI CARLO J BACORDO PN(GSC) Director, CNLE LT EDWIN GERMAN A CORDOVA PN Acting Assistant Director LT LAURENCE M CALIMAG PN Chief, Sail Plan Monitoring Branch LTJG ELMER BRYAN C BILANGDAL PN Chief, Leadership Excellence Branch LTJG CHRISTOFFER NEIL A CALVO PN Chief, Admin and Logistics Branch Ms. MICHELLE C. CASTILLO Editor-In-Chief Ms. JECKA MAE R. DE CASTRO Ms. NORIETESS P. DE LOS REYES Ms. MIRRIAM JOYCE M. PALAJE Researchers/Writers Mr. RAPHAEL VINCENT L. BOSANO Layout Artist The Naval Leader is published and circulated monthly by the CNLE for Philippine Navy-wide distribution. Please e-mail your opinions/comments or suggestions and contributions to us at naval.leader@gmail.com hpn.cnle@navy.mil.ph
In the last two issues of The Naval Leader, we discussed the features of the cascading process of the Sail Plan. The first two steps were identified: the identification of the Customer Value Proposition followed by the Value Chain Analysis. The third feature of the alignment process of the Sail Plan is the identification of the Strategic Change Agenda or the Strategic Shift. The Strategic Change Agenda is a management tool that provides the motivation for why transformational change is necessary. It compares the current status of the organizations structures, capabilities, and processes with what they need to become over the next three to five years.
In the identification of the Strategic Change Agenda, the PN used the Doctrines, Organization, Training, Materiel, People, Leadership, and Facilities (DOTMPLF) Framework as a guide. Shown above is the Philippine Navys Strategic Change Agenda. Through the identification of the Strategic Change Agenda, the PN can see where it is now as an organization and would be able to compare it to where it sees itself in our vision year 2020. Also, it is through the Strategic Change Agenda or Strategic Shift where the strategic objectives, which will later be the foundation of the organization/units balanced scorecard, will be derived. (JMRDC)
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