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    4dx - 4 Disciplines of Execution (Bahasa)

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    Rizwan Hamdi
    The 4 Disciplines of Execution help organizations close the "execution gap" between setting goals and achieving them. There are typically four reasons for this gap: people don't know the goals, don't know what to do to achieve them, don't track progress, and aren't held accountable. The 4 Disciplines provide a process for organizations to stay tightly focused on their most important goals by defining lead measures, maintaining a scoreboard, and establishing regular accountability meetings. Applying these disciplines allows excellence in execution of top priorities.

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    4dx - 4 Disciplines of Execution (Bahasa)

    Uploaded by

    Rizwan Hamdi
    252 views5 pages
    The 4 Disciplines of Execution help organizations close the "execution gap" between setting goals and achieving them. There are typically four reasons for this gap: people don't know the goals, don't know what to do to achieve them, don't track progress, and aren't held accountable. The 4 Disciplines provide a process for organizations to stay tightly focused on their most important goals by defining lead measures, maintaining a scoreboard, and establishing regular accountability meetings. Applying these disciplines allows excellence in execution of top priorities.

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    4 Disciplines of Execution dalam versi Bahasa Indonesia

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    The 4 Disciplines of Execution help organizations close the "execution gap" between setting goals and achieving them. There are typically four reasons for this gap: people don't know the goals, don't know what to do to achieve them, don't track progress, and aren't held accountable. The 4 Disciplines provide a process for organizations to stay tightly focused on their most important goals by defining lead measures, maintaining a scoreboard, and establishing regular accountability meetings. Applying these disciplines allows excellence in execution of top priorities.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    252 views5 pages

    4dx - 4 Disciplines of Execution (Bahasa)

    Uploaded by

    Rizwan Hamdi
    The 4 Disciplines of Execution help organizations close the "execution gap" between setting goals and achieving them. There are typically four reasons for this gap: people don't know the goals, don't know what to do to achieve them, don't track progress, and aren't held accountable. The 4 Disciplines provide a process for organizations to stay tightly focused on their most important goals by defining lead measures, maintaining a scoreboard, and establishing regular accountability meetings. Applying these disciplines allows excellence in execution of top priorities.

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    © All Rights Reserved
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    Download as docx, pdf, or txt
    of 5
    At a glance
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    The key takeaways are the 4 Disciplines of Execution which are Focus on the Wildly Important, Act on Lead Measures, Keep a Compelling Scoreboard, and Create a Cadence of Accountability. These help organizations close the execution gap and achieve their goals.

    The 4 breakdowns in execution according to the passage are: 1) People don't know the goal 2) People don't know what to do to achieve the goal 3) People don't keep score 4) People are not held accountable for progress on the goal.

    The 80/20 rule, also known as Pareto's principle, states that roughly 80% of the effects come from 20% of the causes. It was originally observed by Vilfredo Pareto in 1906 that 80% of the wealth in Italy was owned by 20% of the population. Later studies found this pattern applied in many other contexts as well.

    4 Disciplines of Execution

    Organizational Greatness

    Organizational-Greatness Dialogue
    There are many good organizations, but only a few great ones.
    A great organization gets great results in the here and now, but also builds the capability for enduring greatness
    over time.
    FranklinCovey's mission is to enable greatness in people everywhere. We do this by helping them achieve superb
    business results through a unique execution process. This process, known as The 4 Disciplines of Execution, is the
    standard for focusing on and achieving an organization's most important goals.
    Also, we help organizations build the capability to succeed over time. No organization can be great without great
    leaders and highly effective individuals. We have helped hundreds of great organizations develop the capable
    people they need to succeed in both the short and long term.

    Understanding the Execution Gap


    Ultimately, what are you responsible for?
    Results.
    Results are affected by things you can control and things you can't control. There are two things you can control:
     The plan (i.e., what we want to accomplish and how we are going to do it)
     The execution of the plan
    In your experience, which of these two things do you struggle more with—The plan, or the execution of the plan?
    Isn't it almost always the execution of the plan?
    Kevin B. Rollins, CEO of Dell Computers, answers this question this way: "If you look at companies that have done
    really well out there, they have great strategies, but they are maniacal implementers."
    We too often underestimate the difficulty of execution.
    But whenever a new goal is set, someone somewhere must do something they've never done before; and until they
    do that, there is no execution. They must change their behavior.
    And changing behavior is perhaps the hardest thing we ever do, which goes a long way toward explaining why most
    organizations suffer from an execution gap.

    What Is the Execution Gap?


    A major study of public companies found that only 13 percent of them were able to consistently meet their stated
    financial goals over the decade of the 1990s-one of the most prosperous decades for business in history. (Chris
    Zook et al., Profit from the Core, Bain & Co., 2002.) According to one estimate, 7 out of 10 strategic initiatives
    eventually fail.
    So an organization can have talented people and a superb strategy and still fail. And many do. The reason? "It's
    rarely for a lack of smarts or vision. It's bad execution. As simple as that: not getting things done, being indecisive,
    not delivering on commitments," says former Harvard Business School Professor Ram Charan. ("Why CEOs Fail,"
    Fortune, June 21, 1999, p. 69.)
    He says, "The greatest unaddressed issue in the business world today is the 'execution gap'—the gap between
    setting a goal and achieving it." (Bossidy, L., R. Charan, Execution: The Discipline of Getting Things Done, Harper
    Business, 2002, p.38.)
    Great Execution

    The 4 Breakdowns in Execution


    There are four reasons for the execution gap:
    1. People don't know the goal.
    2. People don't know what to do to achieve the goal.
    3. People don't keep score.
    4. People are not held accountable for progress on the goal.
    People don't know the goal.
    Although 49 percent of workers say they know the goals of the organization they work for, only about 15 percent
    can actually tell you what those goals are. Obviously, if only one in four workers knows the goal, execution of the
    goal is at serious risk.
    People don't know what to do to achieve the goal.
    When asked if this statement is true: "I clearly understand what I'm supposed to do to help achieve my
    organization's goals," only 54 percent of the respondents say yes. This means that nearly half of all workers report
    candidly that they don't know what to do; and the other half might be fooling themselves.
    People don't keep score.
    Only about 12 percent of workers can tell you how success is measured on the goals of their organizations. Unless
    the people who do the work know the score, how can they tell if they are winning or not?
    People are not held accountable for progress on the goal.
    Only 26 percent of workers meet even monthly with their managers to review progress on goals. This means that
    three out of four workers have little or no dialogue with management about the goals everyone is responsible for.
    Why are these indicators so low? It's not that workers are defiant or that leaders are incompetent.
    The problem is the inherent conflict between the "day job" and the key priorities of the organization. Think about
    the enormous amount of time and energy that is required to maintain a business or school or government agency
    day to day—just to keep the doors open! This is what people call "real work"; and because of this real work, people
    simply lack the time or energy to devote to new goals.
    The real challenge is not executing a goal. It's executing a goal in the face of the day job.

    How the 4 Disciplines Can Help You Close the Execution Gap
    The execution gap is the "great unaddressed issue in the business world today" (Ram Charan, author of Why CEOs
    Fail). Organizations often fail to execute their highest priorities because their people don't know the goal, don't
    know what to do to achieve the goal, don't keep score, and don't hold themselves accountable for results.
    By practicing the 4 Disciplines, a work team gets tightly focused on the goal, translates that goal into action, and
    watches the score closely, planning, learning, and course-correcting so that they never lose sight of the goal. The
    promise of the 4 Disciplines is excellence in execution on the top priorities of the organization.

    4D Overview
    Discipline 1 — Focus on the Wildly Important

    Discipline 2 — Act on the Lead Measures


    Discipline 3 — Keep a Compelling Scoreboard

    Discipline 4 — Create a Cadence of Accountability


    The Pareto Principle - 80/20 rule
    The Inception of the Pareto Principle
    In 1906, Italian economist and sociologist, Vilfredo Pareto (sometimes misspelled Wilfredo, Alfredo, or Vilfred)
    created a mathematical formula to describe the uneven income distribution in Switzerland at that time, observing
    that eighty percent of the wealth was held by a mere twenty percent of the families.

    80/20 Rule Universality


    Further empirical studies for other time periods, for other countries, produced the stunning result that they all
    followed the same pattern. Later analysis of distributions in industry and nature has demonstrated that 80/20
    Pareto distributions were very common in various fields and not exclusive to income distribution.
    In the late 1940s, in his work, The Quality Control Handbook, Dr. Joseph M. Juran inaccurately attributed the
    discovery of this uneven weatlh distribution to Vilfredo Pareto (somtimes spelled Wilfredo, Vilfred, Wilfrido, or
    Alfredo Pareto). It was actually Joseph Juran's work which first recognized the applicability of the Pareto Principle
    within the context of inventory management. Recognizing and documenting this universal principle he called the
    "vital few and trivial many", Joseph Juran credited these findings to Pareto's work and thus it became known as
    'The Pareto Principle'.
    Because Pareto's initial discovery involved a distribution of 80% of wealth to 20% of families and it's inverse, the
    Pareto Principle is often called "The 80/20 rule". The 80/20 Rule means that in nearly all cases, a few (20 percent)
    are vital and many (80 percent) are trivial.

    Application
    While misnamed, and however paraphrased, the Pareto Principle, Pareto's Law, the 80/20 rule, or the 80/20
    principle, is a simple and effective management tool with wide business application. Applying this phenomenon
    when analyzing raw data by creating a Pareto Chart, or Pareto Diagram, generates valuable information that can
    easily guide management decisions. Ultimately, this allows us to focus on the vital few, rather than the trivial many,
    and focus effort where it will have the most impact or value.
    You can apply the 80/20 rule to almost anything, from the science of management to marketing to the physical
    world.
    Project Managers know that 20 percent of the work (the first 10 percent and the last 10 percent) consumes 80
    percent of the time and resources.
     80% of customer complaints are caused by 20% of our products or services.
     20% of your marketing efforts generate 80% of your marketing results.
     Only 20% of a meeting's duration results in 80% of its value.
     80% of managerial pain and headaches are caused by 20% of the causes (cf: Root Cause).
     20% of your products or projects or customers will generate 80% of your profitability.
    Pareto's Principle, or the 80/20 Rule, should serve as a continual reminder to focus eighty percent of your effort on
    the twenty percent of your tasks that matter the most. Those 20 percent produce 80 percent of your results. Identify
    and focus on those vital few tasks to maximize your return on investment.

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