The Naval Leader

Official Newsletter of the CENTER FOR NAVAL LEADERSHIP & EXCELLENCE

VOLUME III, ISSUE NO. 9 COMMUNICATE INNOVATE MOTIVATE SEPTEMBER 2011

Back to Back Governance Best Practices:

7th Leg PNGF homes in on 4 Disciplines of Execution

trategic Execution is highlighted once again during the 7th Leg of the PN Governance Forum held last 06 September 2011 at Headquarters Philippine Navy MultiPurpose Hall, Naval Station Jose Andrada, Roxas Blvd., Manila. Mr. Renato Montemayor, Treasurer and Senior Adviser of the Center for Leadership and Change, Inc. (CLCI), graced the Forum as its guest speaker and apprised the members of the Team Navy about the Four Disciplines of Execution, which is based on a book co-authored by Ram Charan entitled Execution: The Disciplines of Getting Things Done. During his talk, he stressed the importance of execution, citing it as a bigger factor in the strategic success of an organization than strategy or vision. He enumerated six important factors behind execution, namely 1) clarity of goals; 2) commitment of all members to the achievement of the goals; 3) translation, or knowing how to reach the goals; 4) enabling,

which refers to how things are made easy for the members to achieve the goal; 5) synergy, or teamwork; and 6) accountability among the members of the organization. A breakdown of these six factors can lead to what is called the Execution Gap wherein the organization fails to execute its strategies. Mr. Montemayor then went on to discuss the Four Disicplines of Execution that can help the organization close the Execution Gap. The First Discipline (Focus on Wildly Important) teaches the importance of working on the right goals that make all the difference for the organization. The Second Discipline (Act on the Lead Measures) emphasizes the importance of having measures for the goals. The Third Discipline (Keep a Compelling Scoreboard) shows the positive impact of a scoreboard that is motivating, simple, complete with lead and lag measures and visible to every member of the or-

Mr. Renato Montemayor, Treasurer and Senior Adviser to the President of the Center for Leadership and Change, Inc. as guest speaker during the 7th Leg of the PN Governance Forum Series 2011.

ganization. The last discipline (Creating a Cadence of Accountability) explains how accountability creates commitment among the members on the achievement of the goals. Mr. Montemayors lecture emphasized the fact that a strategy and a vision, no matter how perfectly crafted, will not move an organization from good to

great without effective execution. Since 2006, the Philippine Navy has been sailing under the banner of its strategic roadmap towards a vision. All that is left for the PN to achieve strategic success is to have an effective execution a task that each sailor, marines and civilians belonging to the PN should take part in. (MCC)

Enterprise-Wide Risk Management tackled during 8th Leg PNGF

When you woke up this morning, do you have risk in your mind? This was the thoughtprovoking question of one of the speakers during the 8th Leg of the PN Governance Forum Series 2011 on the topic Enterprise-Wide Risk Management held last 26 September 2011 at the HPN Multi-Purpose Hall, Roxas Blvd., Manila. For the first time, the Forum Series had four speakers: Mrs. Carmela Leticia A. Pama, Senior Vice President and Chief Risk Officer of Philippine National Bank (PNB) accompanied by her colleagues Ms. Jeslyn C. Bonifacio and Ms. Leandra E. Abainza, both from PNB, and Mr. Romeo Fernando J. Aquino Jr. from Deutsche Bank. Taking turns in giving their part of the lecture, the speakers defined risk simply as uncertainty. It is the possibility of lossthe potential that events may have an adverse effect on the organizations mission. They discussed the basic steps in risk management, which was summarized in an acronym MATh-Ls: Mission, Assets, Threats, Likelihood. The first step in Risk Management is the identification of the Mission. Missions should be specific and measurable. The organization then needs to identify the assets or capabilities to be used to achieve ones mission. After identifying the assets, the organization needs to survey the threats which are things that can happen to those assets that will prevent the achievement of the mission. Lastly, the organization needs to examine the Likelihood of those threats occurring. The more likely a threat is to occur, the higher the priority that should be given in dealing with that threat. Working on these steps, risk management can be understood as ensuring that the capability/asset will continue to operate, regardless of various possibilities, in order to achieve the mission. The speakers also discussed the different risk mitigation options or strategies. These involve the avoidance, reduction, sharing and retention. Risk management is NOT Bahala na si Batman Navy! stressed the speakers. It is important for the risk management plans formulated to be dated, re-assessed (back page)

The speakers during the 8th Leg PNGF: (from top left, clockwise) Mrs. Carmela Leticia A. Pama, Ms. Leandra Abainza, Mr. Romeo Fernando J. Aquino Jr. and Ms. Jeslyn Bonifacio .

Navy 2020: Strong and Credible

Enterprise-Wide Risk Management
(from front page)
re-visited and updated as part of the process. Lastly, the speakers stressed on the importance of communicating the risk in decision-making process. What comes after learning the process of risk management is the challenge to apply it. Each member of the Team Navy is encouraged to imbibe the discipline of managing risks as this will greatly complement not only the day-to-day operations in every unit and office, but more importantly, it complements the journey of the PN in moving through its roadmap, the PN Sail Plan 2020. (MJP)

Strategic Change Agenda

PN Strategic Change Agenda
FROM. Threat-Based Planning System Traditional Doctrine Development Process Logistics-Based Planning System Traditional Personnel Management System Independent Facilities Threat-Based FleetMarine Planning Process POI-Based Leadership Budget drives Strategy
TO.

EXECUTIVE FOCUS DOCTRINE DEVELOPMENT RESOURCE PLANNING PERSONNEL FACILITIES PLANNING PROCESS LEADERSHIP BUDGET

Capability-Based Planning System

Doctrines Development Management System Resource-Informed Management Decision System High Performance Work Systems Network Facilities for Sustainment of Force Packages of External Defense Scenario Based Fleet-Marine Planning Process Curriculum for Naval Leadership Strategy drives Budget

PN Joins Internal Revalida of the City Government of Masbate

CNLE Director and Associate of the Institute for Solidarity in Asia (ISA), CAPT Giovanni Carlo J Bacordo, sat as a member of the panel experts and stakeholders during the Internal Revalida of the City Government of Masbate last 16 September 2011. The City Government of Masbate is aiming for the conferment of the second stage of the Performance Governance System (PGS) pathway the Compliant Status. The said revalida is a prerequisite to the Public Revalida that will be held as part of the ISAs Public Governance Forum in October 2011. For the Compliance Stage to be reached, the PGS partner (any organization adopting the PGS in its systems and processes) should have included the participation of both internal and external stakeholders of the organization in the governance process. This can be seen through a strategy-driven organizational alignment. Second level scorecards which are aligned with the first-level strategy must be developed as part of the alignment process. In addition, partnerships with the community through a MultiSector Governance Coalition must be established to gather support from external stakeholders. At this point of the implementation of the Sail Plan, the PN is now able to share its experience in adopting the PGS with other government agencies which are also into the same objective. (JMRDC)

CNLE
Center for Naval Leadership & Excellence

THE NAVAL LEADER

The Official Newsletter of the

Center for Naval Leadership & Excellence

- EDITORIAL BOARD CAPT GIOVANNI CARLO J BACORDO PN(GSC) Director, CNLE LT EDWIN GERMAN A CORDOVA PN Acting Assistant Director LT LAURENCE M CALIMAG PN Chief, Sail Plan Monitoring Branch LTJG ELMER BRYAN C BILANGDAL PN Chief, Leadership Excellence Branch LTJG CHRISTOFFER NEIL A CALVO PN Chief, Admin and Logistics Branch Ms. MICHELLE C. CASTILLO Editor-In-Chief Ms. JECKA MAE R. DE CASTRO Ms. NORIETESS P. DE LOS REYES Ms. MIRRIAM JOYCE M. PALAJE Researchers/Writers Mr. RAPHAEL VINCENT L. BOSANO Layout Artist The Naval Leader is published and circulated monthly by the CNLE for Philippine Navy-wide distribution. Please e-mail your opinions/comments or suggestions and contributions to us at naval.leader@gmail.com hpn.cnle@navy.mil.ph

In the last two issues of The Naval Leader, we discussed the features of the cascading process of the Sail Plan. The first two steps were identified: the identification of the Customer Value Proposition followed by the Value Chain Analysis. The third feature of the alignment process of the Sail Plan is the identification of the Strategic Change Agenda or the Strategic Shift. The Strategic Change Agenda is a management tool that provides the motivation for why transformational change is necessary. It compares the current status of the organizations structures, capabilities, and processes with what they need to become over the next three to five years.

In the identification of the Strategic Change Agenda, the PN used the Doctrines, Organization, Training, Materiel, People, Leadership, and Facilities (DOTMPLF) Framework as a guide. Shown above is the Philippine Navys Strategic Change Agenda. Through the identification of the Strategic Change Agenda, the PN can see where it is now as an organization and would be able to compare it to where it sees itself in our vision year 2020. Also, it is through the Strategic Change Agenda or Strategic Shift where the strategic objectives, which will later be the foundation of the organization/units balanced scorecard, will be derived. (JMRDC)

Cascading of the Sail Plan: Updates

The members of the Center for Naval Leadership & Excellence (CNLE) attended the following Sail Plan Workshops as Resource Persons. NRC Staff, Centers, Support Units and Reservist Units Balanced Scorecard Development Workshop. The main objective of this workshop is to operationalize the Sail Plan and the scorecard system to NRC units. During the workshop, the participating NRC units identified and analyzed their stakeholders, value chain, strategic shift, and 3rd level balanced scorecards aligned with the Commander, NRC Balanced Scorecard. It was conducted last 08-09 September 2011 at the Headquarters Naval Reserve Command, Intramuros, Manila. PMC (2nd Edition) Strategic Planning Workshop. This was conducted last 14-16 September 2011 at the Marine Barracks Rudiardo Brown, Taguig City. The said workshop aimed to revalidate the PMCs outputs during the April 2011 Revalidation of the Second Level Scorecards Workshop (customer analysis, value chain, strategic shift, and Commandant, PMC balanced scorecard) among PMC personnel. These workshops, initiated by the respective PN units, indicate that the PN is effectively moving in one direction towards its vision through the greater awareness, appreciation and commitment of the men and women of Team Navy. (JMRDC)

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