Brief summary

The 4 Disciplines of Execution (4DX) concept describes how organizations can consistently translate their strategies into results. It shows how leaders and teams can focus on what matters most, make progress measurable, and achieve sustainable performance improvement through regular accountability.

General ideas

• Leadership influences only two things: strategy and the ability to implement it.

• To achieve new things, new paths must be taken.

• People want to win and contribute something meaningful.

• The problems lie in the system, not in the people.

• There are two types of strategies: changes in instructions and changes in behavior.

• The daily routine that keeps the day-to-day business going is the "whirlwind" and the biggest obstacle to change.

• You can't talk your way out of a situation you've worked yourself into.

Contents

The 4 disciplines of implementation

1. Focus on what is most important

Focus on a few, but crucial goals, known as Wildly Important Goals (WIGs) . These goals have the greatest impact on overall success.

TIGs are pursued despite and in addition to daily requirements and must be clearly formulated (From X to Y until When).

They should be aligned with the company's mission and take priority over other tasks.

Definition of TIGs:

There is an overarching WIG for the organization and specific WIGs for individual teams. These must be aligned. Teams define their own WIGs, while management only has veto power. WIGs should begin with a verb, focus on the "what" rather than the "how," and include a measurable outcome.

Implementation of the first discipline:

1. Examine different possible TIGs and weigh their consequences.

2. Involve team members and other leaders

3. Developing ideas for lead measures

4. Evaluate ideas based on their impact on the main goal

5. Define the WIG in one clear sentence

2. Acting on Lead Measures

Lead measures are actions that can be influenced and lead to the desired results. Lag measures, on the other hand, are outcome measures that can only be measured retrospectively.

For example: You can't directly control how often a car breaks down (Lag Measure), but you can determine how often maintenance is performed (Lead Measure).

Teams should actively measure and adjust their lead measures to make progress.

Definition of a Lead Measure:

It begins with a simple verb, describes the frequency and quality of execution, and sets standards for performance. The goal is to identify activities that have the greatest impact on the WIG and to implement them regularly.

Implementation of the second discipline:

1. Gathering ideas for lead measures

2. Develop measurement methods

3. Prioritize according to impact on the goal

4. Testing ideas

3. A motivating scoreboard

The scoreboard shows at a glance whether the team is winning or losing. It includes the WIGs (Working Groups) with clear timeframes, graphical representations of progress, and current values for lead and lag measures. The board is simple, visible, and regularly updated. The team is involved in its creation and immediately sees the impact of their own contribution.

4. Maintain responsibility

Regular WIG meetings foster commitment and progress. These short weekly meetings last less than twenty minutes. Team members report on results, review the scoreboard, and plan new actions. Each member commits to one or two clear tasks, which they will complete by the next meeting. Discussions about the "Whirlwind" are not permitted in these meetings. Leaders create the framework to facilitate implementation.

Structure of the WIG meeting:

1. Report: Presenting the week's results

2. Review: Analyze the scoreboard

3. Planning: Defining new measures and commitments

Engagement arises when each member makes their own commitments and recognizes their impact.

Reasons for low participation:

• Anonymity: Lack of awareness by management

• Irrelevance: Unclear relationship between work and goal

• Lack of measurability: No awareness of one's own contribution

Dealing with missed obligations:

1. Show respect for the situation

2. Emphasize the importance of commitments and the role of the employee

3. Offer support and define new commitments together

The five phases of change

1. Clarify the situation:

   Set goals, prepare a scoreboard, and schedule regular WIG meetings.

2. Introduction:

   Hold a kickoff meeting and actively involve management.

3. Takeover:

   Making commitments and prioritizing compliance over short-term results.

4. Optimization:

   Improve processes and celebrate successes.

5. Habit:

   Implementation becomes an integral part of the work culture.

What employees should think

• I know what is expected of me at work.

• I understand how my work contributes to our shared success.

• The organization promotes my personal and professional development.

• I receive timely and constructive feedback.

• The management communicates and explains important decisions.

• The organization values my opinion.

• I know what's happening in the organization because the management keeps me informed.

• I enjoy going to work.

• I regularly receive recognition or praise for my contributions.

• I am treated fairly at work.

• Individuals on my team are held accountable for results.

• The leadership keeps its promises.

• I have the resources I need to do my job to the best of my ability.

• Since the team is aligned towards a common WIG and pursues lead measures with shared responsibility, collaboration and synergy are maximized.

• I trust the leaders of our organization.