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Andrew Mayo Professor of Human Capital Management, Middlesex University

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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Andrew Mayo Professor of Human Capital Management, Middlesex University

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  1. Andrew Mayo Professor of Human Capital Management, Middlesex University Director, Mayo Learning International

  2. & 1963 + 1987 - 1995 1995 - 2010

  3. Why help with ??

  4. 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

  5. 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

  6. 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

  7. 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)

  8. 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!

  9. Sinun täytyy lukea se itse! Mukavia lukuhetkiä! Kiitoksia

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