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Andrew Mayo Professor of Human Capital Management, Middlesex University PowerPoint Presentation
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Andrew Mayo Professor of Human Capital Management, Middlesex University - PowerPoint PPT Presentation


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Andrew Mayo Professor of Human Capital Management, Middlesex University Director, Mayo Learning International. &. 1963. +. 1987 - 1995. 1995 - 2010. Why help with. ??. Helping Good Friends, especially in Finland Love of books Admiration of those who write them and share

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Presentation Transcript
slide1

Andrew Mayo

Professor of Human Capital Management,

Middlesex University

Director, Mayo Learning International

slide2

&

1963

+

1987 - 1995

1995 - 2010

slide5

Helping Good Friends, especially in Finland

  • Love of books
  • Admiration of those who write them and share
  • their ideas and knowledge
  • Long Term Interest in Strategy Implementation
  • and the dynamics of change
slide6

Some Observations on

Strategy Implementation

- why does it go wrong?

  • Mismatch between dreams and resources – trying to do
  • too much
  • Inability to say “no” and stop things
  • Failing to identify “USP”s and maximise them
  • Not seeing strategy “as learning” (Arie de Geus) and being
  • sufficiently agile and adaptable
  • Mismatch between the CEO agenda and the long term
  • interest of the organisation
  • Unwillingness to learn from predecessors and the past
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Some Observations on

Strategy Implementation

- why does it go wrong?

  • Failure to articulate an inspiring vision
  • Failure to take the time to harness the hearts and minds
  • of employees
  • Imposing a new strategy onto an alien corporate culture
  • Mismatch between strategy and personal targets/rewards
  • Failure to recognise local cultural constraints
  • Failure to ensure systems and processes are aligned
  • with the strategy
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A few of the things I like about

  • the collective strengths of a team to get strategy and
  • its implementation effective (chapter 1 p29)
  • how the “hardware” of the written strategy must be
  • matched by “software” of leadership, values and behaviours
  • (chapter 2 p 44)
  • The compilation of a “strategy execution index” to be used
  • at regular intervals (chapter 3 p 62)
  • “agility is an environment not a methodology” (chapter 4 p 76)
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A few of the things I like about

  • “communality is power” (chapter 5 p 89)
  • the comprehensive description of action learning
  • (chapter 5 pp105-108)
  • the benefits that can come from “change resistance”
  • (chapter 6 p 124)
  • how to be an effective “MaC” (chapter 7)
  • 25% of manager’s learning comes from “hardships”
  • (chapter 8 p 166)
  • all the diagrams!
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Sinun täytyy lukea se itse!

Mukavia lukuhetkiä!

Kiitoksia