Devising and executing a winning business strategy is harder than ever. Both aspects are vitally important. However, leaders spend more time on their strategy philosophy than how it will be executed throughout the organisation and customer interactions. Peter Drucker said: “Plans are only good intentions unless they immediately degenerate into hard work.”
Strategy execution is distinct from strategy, harder to pull off than defining a strategy, and therefore more critical to success.
The goal of this session is to reveal the factors which the speaker has found to be highly correlated to successful strategy execution, which include (but are not limited to):
WorkSafe Victoria is the state’s health and safety regulator and the manager of Victoria’s workers compensation scheme. As part of Worksafe’s Strategy, the Innovation team has been working to improve the experience of injured workers, by leveraging the adoption of new technologies. By adopting a client-centred design model, the Innovation team has supported the creation of new products and services, working in collaboration with the core business, technology providers, workers, employers, health-care practitioners and other providers. Fabio Oliveira, will present on how WorkSafe Victoria established an Innovation Centre focused on delivering outcomes to support the Transformation Program, including:
NewsCorp Australia is one of Australia’s largest media conglomerates, with group interests in newspaper and magazine publishing, internet, subscription television, and film and television production. In order to remain competitive, NewsCorp utilises customer data to understand their business and execute key business transformation strategies. In this session John Makhoul will present how used their customer data to start their business transformation program through simple approaches that;
· Identify compelling initiatives that have customer and business benefits
· Supports the end-to-end mindset that is being advocated amongst the organisation.
· Provides permission to work across the enterprise as you follow process and execution of strategy.
While Prioritisation is high on the agenda of all organisations, very few actually do a good job of not only establishing clear priorities but also acting accordingly. In a study described in a 1990 publication of Morgan McCall and Robert Kaplan, managers were asked to share the most important problems they were facing in their organisations. Most managers listed 5 to 8 items. Subsequently they were asked to describe their activities from the previous week. The surprise was “no manager reported any activity which could be directly associated with the problems they described”. The urgent had taken priority over the important. Does this sound familiar? Thirty years later, globalisation and the ever-increasing speed of business have made the situation even worse.
· Understand the most common reasons for failing to prioritise and commit to agreed priorities
· Discover shared pragmatic solutions to avoid these ubiquitous traps.
TAFE NSW is an Australian vocational education and training provider, which provides education and training to around 500,000 students in campus, workplace, online, or distance education methods. However, since the emergence of COVID-19 the education provider has undergone a large digital delivery transformation, transferring many of its courses to a complete digital learning offering, in order to provide re-skilling, uptake of over 100,000 new enrolments and fee-free course offerings. In this presentation, Kirsty Hosea will discuss the digitisation project along with the challenges and strategies to increase operational efficiencies and improve processes to align with the digital product delivery.
· Understand how to scale your digital offering in order to accommodate increase uptake in digital activity.
· Adjust your workforce-operating model in order to support the changes to a digital landscape.
· Optimising automation capabilities to strengthen and enhance digitalisation of product delivery.