4DX COVEY PDF

It is a powerful strategic execution approach. I have written this article summarizing the 4DX program by editing an article [1] in Forbes magazine. I added information from a couple of other sources to make this complete, but brief. Whether you lead a small work team or a whole company, a family or a factory, no significant result is achievable unless people change their behavior. To be successful, you will need their commitment. Getting the kind of commitment that will endure in the midst of the daily grind is not easy.

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The concept covers 4 key areas that, when combined, help leaders and teams execute business strategy. Key to the 4DX framework are these 4 principles that help set expectations and frame goal setting within an organizational context. Many organizations simply have too many competing priorities or initiatives to be truly effective and 4DX forces teams to focus on one or two WIGs Wildly Important Goals.

Additionally, the process of choosing WIGs has 4 rules. Rule 1: No team focuses on more than two WIGs at the same time. This rule ensures focus. Rule 2: The battles you choose must win the war. This rule ensures alignment in that the WIGs teams work on should contribute to achieving the overall goals of the organization. Rule 3: Senior leaders can veto, but not dictate. This rule ensures goals are set from the bottom up. Act on the Lead Measures While principle 1 describes how to choose what to focus on and how to structure a goal, principle two is concerned with what to measure.

Lag measures are results you are trying to achieve. A good example would be weight loss. Where the lag measure is weight, lead measures would be hours of exercise per week and calories consumed.

By increasing exercise and reducing calories you can be pretty confident the lag measure, weight, will move. Keep a Compelling Scoreboard With goals and their measures in place, principle 3 covers how to keep score. The key to this principle is to keep scorecards simple. Gone are the complicated spreadsheets and formulas often associated with strategic plans.

Create a Cadence of Accountability The final principle of 4DX covers accountability or, more specifically, accounting for the past and planning for the future. This happens in weekly WIG meetings. WIG meetings follow a 3-part structure of account, review, plan, where teams review previous commitments and the scoreboard and agree upon next actions.

OKR vs. OKR and 4DX are similar in many ways. Both help managers and teams set goals and execute strategy, both help achieve focus, alignment, and engagement, and both are lightweight and relatively easy for most people to grasp. OKR can be thought of both a goal structure and a strategy execution framework. At Perdoo, we recommend to also create Initiatives for each OKR to draw a clear line between how you measure success Key Results and what you do to drive progress Initiatives.

OKR as a framework describes a goal setting process within a defined cadence, hierarchy, and process. In 4DX the first 3 principles describe the structure, creation, and measurement of goals while the 4th principle describes a weekly cadence of review, with each review having a clear structure and time limit. Neither does 4DX suggest specific timeframes in which to set goals. How useful was this post? Leave a rating Have a question? Tweet us Continue Reading.

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The concept covers 4 key areas that, when combined, help leaders and teams execute business strategy. Key to the 4DX framework are these 4 principles that help set expectations and frame goal setting within an organizational context. Many organizations simply have too many competing priorities or initiatives to be truly effective and 4DX forces teams to focus on one or two WIGs Wildly Important Goals. Additionally, the process of choosing WIGs has 4 rules. Rule 1: No team focuses on more than two WIGs at the same time. This rule ensures focus. Rule 2: The battles you choose must win the war.

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