What is the definition of 'done'?

All tasks have upstream and downstream connections. They are part of a 'value stream'.

To get the definition of 'done', pick your 'start' and 'end' points. Negotiate with your stakeholders so they are clear where your boundaries are. Adjust your boundaries in response to changes in context.

The definition of 'done' is crucial for hand offs. Receive outputs from upstream processes when they are 'done', this will avoid delays, rework and frustration on your part. Pass your output to downstream processes only when you are 'done', this will increase your credibility and influence. The downstream processes are in a sense, your customer.

A definition of 'done' will avoid the loss of credibility by celebrating bigger than warranted. It will prevent the loss of morale by not celebrating enough.

A definition of 'done' is the target that everyone is aiming for, the clearer the target, the higher the chances of hitting it in a predictable and repeatable manner.

Tolerance for variance

'Variance' is the difference between desired and actual. If you know the customer's tolerance for variance, you can fine tune your offering to provide it in a cost effective manner.

To get the product or service out to the customer, internal processes and handoffs have to occur. The people who work on these internal processes and handoffs have their own tolerance requirements. This is a function of company and personal values and more often, a reflection of their personal preferences. (We'll debate the difference between 'value' and 'preference' elsewhere!)

Internal conflicts are caused when these tolerances are not met. Hence the need to negotiate and agree on rules of engagement.

In your chosen field of Strategy Execution, what is the tolerance for variance? How much of that has to be re-caliberated?

Committed versus involved

An example recycled many times over, funny when delivered with the right timing.

"In creating the content for breakfast, the pig is committed (bacon) whereas the hen is involved (egg)."

When building a team to execute strategy, whom would you rather have, the 'committed' or the 'involved'?

How many of each type of people do you have on your team today?

Check a version of this story here: http://en.wikipedia.org/wiki/The_Chicken_and_the_Pig

When faced by ambiguity...

Have you sat in meetings where the discussion is all over the place? This is not always a skill issue. After all, there is enough knowledge on how to run an effective meeting and principles of facilitation is a well documented science.

Non-linear, unstructured churn is a sign of people struggling with ambiguity. To get past the churn, two things need to happen:

• The participants comfort and self-confidence with the topic needs to increase
• The participants knowledge of the topic needs to increase
  

These two build on each other to clear the fog of ambiguity. To hasten the process, develop an entrepreneurial mind set.

Since the world is only going to become more complex, ambiguity will keep increasing. This implies that improvement in strategy execution practices requires us to become entrepreneurs when faced by ambiguity. Said differently, we must become comfortable with ambiguity to become an entrepreneur.

Being an entrepreneur is a state of mind, not restricted to those who start a business.

What and when to celebrate

When executing strategy, the road often seems long and the weary don't get enough rest. To keep the team morale up, celebrate successes.

The first question is what to celebrate? First understand two anchor points:

• Where you were at the 'start'.
  
• Where we want to be at the 'end'.
  

Compare your current location and decide if you want to celebrate the distance you covered from the 'start' or celebrate progress towards the 'end'. Each has a time and place, which leads us to the question of when to celebrate?

Celebrate before the team needs it. If you celebrate when the team needs it, they will associate celebration with their darkest hours. They will soon enough see the lack of authenticity.

Remember that celebration is an opportunity to send a message about what is important to the organization. It has a purpose much more than to just make the troops 'feel good'.

The right level of detail

When using a geographic map, we instinctively zoom in and out to the 'right level'.

Now imagine the work place if we had that ability in our communication:

• When we have to deliver a message, we will deliver it at the 'right level' for the audience
  
• When receiving a message, we will request the messenger to alter their delivery to the 'right level' so we can understand it faster

If communication is a critical first step to gaining a shared understanding then zooming to the 'right level' is the critical prerequisite.

What is the process?

Want to get things done? First ask, 'What is the process?':

• The steps leading up to taking a decision
• The stakeholders involved
  
• The criteria to approve or decline and
  
• The communication format and channels used to let everyone know the details of the decision.
  

If none exists, then make one up. Now the first step is to get agreement on a decision making process, then the real problem solving can start.

If you start problem solving without nailing down the decision making process, you will experience churn, delays and frustration. And... you will lose bargaining leverage because now you have escalated your commitment and have more vested, financially and emotionally. In simple English, you have more to lose!

Its like giving a customer the price after performing a service...