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Similaire à Collaborative Planning 081211
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Collaborative Planning 081211
- 1. Collaborative planning process Learning and reflection December 6th, 2011 This document intends to share author’s learning, ideas and personal reflection on the topic. If you intend to quote or replicate any part of this presentation, acknowledgement of this document and other authors cited in this document as your sources would be greatly appreciated 1
- 2. Session highlights • Strategic planning process – adopting a collaborative approach • Creating interdepartmental teams to identify strategic issues and develop implementation plan • Methods for creating common goals • Strategies to raise visibility of progress 2
- 3. Strategic vision lays out the company’s strategic course for the future Strategic vision – describes the route a company intends to take and usually is a bit beyond one’s reach Mission statement – describes the what business the company is in Corporate values – the beliefs, traits and behavioural norms expected to display in conducting business 3
- 4. Crafting a strategy is always a work in progress, and not a one-time event Abandoned strategy elements Proactive strategy elements New initiatives plus ongoing Prior strategy elements continued Latest version from prior periods version of of company company strategy strategy Adaptive reactions to changing circumstances Reactive strategy elements Source: Crafting & Executing Strategy (Book)- Thomson, Strickland and Gamble 4
- 5. The strategy-making and strategy-executing process is neither a linear process nor annual process Creating a Monitoring strategy to Implementing development, Developing a Setting evaluating strategic achieve the & executing performance & Objectives vision objectives the strategy making corrective and vision adjustments Revise as needed in light of actual performance, changing conditions, new opportunities and new ideas Source: Crafting & Executing Strategy (Book)- Thomson, Strickland and Gamble 5
- 6. A collaborative approach is necessary if the organization needs to be both proactive and reactive • A survey of Fortune 500 firms revealed that more than half of the organizations experienced the following problems when they attempted to implement a strategic change: – Activities were ineffectively coordinated – Competing activities and crises took attention away from implementation – Key implementation tasks and activities were poorly defined – Uncontrollable or unanticipated external factors or problems arose – Information system inadequately monitored activities • Many people who are crucial to successful strategy implementation probably have little to do with strategy development. • This often leads to resistance and foot-dragging • Involving people from all organizational levels in the formulation tends to result in better performance Source: Concepts in Strategic Management (Book) – Wheelen, Hunger and Wicks (p. 6 199)
- 7. Collaborative efforts break down boundaries and yield organizational synergies • Shared know-how • Coordinated strategies • Shared tangible resources • Economies of scale or scope • Pooled negotiating power • New business creation • Synergies superior performance 7
- 8. Engaging cross-functional teams upfront to create strategies 2. Executive 1. Bottoms up input prioritization through the year Strategic issue A Strategic issue B - Strategic issue C – lack of new product customer technology – low share in not easy to use emerging markets 3. Strategy and planning teams facilitate 4. Cross- 4. Cross- 4. Cross- functional team functional team functional team B – Customer C – Sales A - Product team on growth team team on Strategy on Strategy development Strategy development and development and implementation and implementation implementation 5. Ongoing / continuous process 8
- 9. Strategic planning is an ongoing collaborative effort Strategy B – Strategy C – Strategy A – Product Customer Emerging market Strategy technology strategy Strategy Executive Review to provide input and prioritize Budget allocation Cross functional Cross functional Cross functional team B – team C - Sales team A - Product Customer team growth team team review plan review plan and review plan and and build build detailed build detailed detailed actions actions actions Functional managers take plan and implement with respective team while maintaining check point with cross project team 9
- 10. Clear articulation of the strategy is the first step of good implementation Strategy A – Product Strategy Strategy Owner – B. Khan VP Marketing Objective – Launch new product that meets unmet customer Success measures – Positive consumer needs report feedback; Customer adoption rate is Victory Statement – New product is launched by Q3 2012 5% 3 months post launch and receive positive customer review via Consumer Report upon launch Strategic tactic Action item Support Name Start Completion Interdep- function encies Understand Develop and conduct Marketing J. Smith Jan 2012 Feb 2012 Part of the annual customers needs customer surveys / focus research customer survey groups Manager Map out product From customer surveys Product D. Brown Mar 2012 Apr 2012 requirement identify product feature manager requirement Build product Identify capability build Product D. Brown May 2012 Jul 2012 business case requirement Manager Identify technology Technology P. Wilson May 2012 Jul 2012 Customer requirement Manager technology initiative Identify operations process Operations T. Johnson May 2012 Jul 2012 for delivery Manager Cost out requirement Finance A. Mann May 2012 Jul 2012 Manager 10
- 11. An example of goal cascading that supports one of the corporate priorities: Product Strategy CEO: Achieve Revenue growth of $100M VP Marketing: Launch new VP Technology: Improve customer product by Aug 2012 with a technology interface with an customer adoption rate of 5% improved satisfaction rating Product Manager: complete Technology Manager: Modify product design with business case customer technology to support by July 2012 new product SMART goal S: Specific; M – measurable; A – achievable; R – relevant; T – time bound 11
- 12. By identify stress point or success factors, cross-functional team and executives can align effort more effectively Strategy A – Product Strategy Objective – Launch new product that meets unmet customer needs Victory Statement – New product is launched by Q3 2012 and receive positive customer review via Consumer Report upon launch Top 3 Stress Points or Success Mitigating Actions Warning system Factors Technology platform is not robust Engage technology team in Progress report from technology enough to support new product product design upfront to ensure team launch specs are feasible Customer adoption rate falls Conduct customer focus groups to Customer focus group results behind target test viability of product prior to launch Business case is not viable Build in option to phase in ROI and risks identified in the (investment requirement is too features (phase in investment), business case large and is risky) only invest when adoption rate shows return before next upgrade 12
- 13. No one gets it right all the time, it is a continuous organizational learning process • Strategic planning process needs to be a continuous and collaborative effort • Probability of achieving your strategy increases when you involve those who will be executing as part of your process • Effective goal cascading requires clear goal setting – SMART • Knowing where your stress points focus effort and acts as an early warning system Acknowledgement: Concepts in Strategic Management (Book) – Wheelen, Hunger and Wicks; Crafting & Executing Strategy (Book)- Thomson, Strickland and Gamble 13
- 14. With a collaborative team effort, we will successfully navigate across the turbulent river 14
Notes de l'éditeur
- There are 10 issues:Implementation took more time than originally plannedUnanticipated major problems aroseActivities were ineffectively coordinatedCompeting activities and crises took attention away from implementationThe involved employees had insufficient capabilities to perform their jobsLower-level employees were inadequately trainedUncontrollable external environmental factors created problemsDepartmental managers provided inadequate leadership and directionKey implementation tasks and activities were poorly definedThe information system inadequately monitored activitiesWhy we often ask why these are the issues, the bottom of the root causes are that people are not clear as what strategies mean, they have not participated in the formulation and hence cannot provide feedback loop to those who develop the strategies to ensure the implementation strategy is sound.
- Characteristics:Enhance interactions amongst individualsTransfer of informationJoint decision making not to replace traditional forms of structure, but to complement.Requirement: trust and shared interests among all parts of the organization must be raisedIn the mid-1990s, an issue of Fortune magazine had an unusually arresting cover. It wastwo pictures, actually-one above the other. The upper picture was of a group of halfdozenor so men in bathing suits, sitting disconsolately with backs to each other on a raftlikecontraption that was obviously sinking. The picture below it was of a similar groupon a raft, only this time they were happily facing each other as they paddled theirbuoyant and well-constructed craft across a lake.The story inside was about new ways of conducting executive development programs incorporations. The two groups on the cover were all executives from one Fortune 50company. They had each been given identical sets of materials and time limits to build araft that would take them across a lake. There was only one difference: To build theirraft, one team was required to follow all of the company's policies about new productdevelopment, planning, budgeting, and organizational structure. The other team-thehappy crew of the seaworthy raft-had been left free to proceed in the best way they sawfit.No doubt both the participants (and more broadly the whole field of executivedevelopment) could take many lessons from this experience. It is indeed an extremely ingenious exercise. Formal research findings: The lessons are about the power ofparticipation; about the energy that is released when command-control, top-downmanagement is reduced or removed; about the innovations that emerge when formalstructures are made more flexible and responsive; and about the capacity of teams to gelaround a shared vision and to exhibit extraordinary determination to fulfill that vision.Experiments with "self-managing teams"-or what in this book are called "self-organizingprocesses"-have been around Western management practices for forty years or more.Maytag, for example, was building washing machines with five-person teams alongsideits 180-person assembly line in the early 1960s. IBM used self-directed teams to buildSelectric typewriters in the same years. Volvo famously employed small teams to buildwhole automobiles, in Yugoslavia, workers were designing their own jobs andelecting their own supervisors as part of the so-called "industrial democracy" movement.More recently, an entire book of examples of self-managing teams has been published.1Probably the most dramatic examples in the entire genre are the "skunk works" that TomPeters and Bob Waterman discovered and vividly documented in various companies2: "Ifyou want high performance from a team," goes the message, "give them the problem,give them a deadline, give them some resources (they'll scrounge a lot more, of course),and leave 'em alone!”
- People want collaborative strategic planning process – and ongoingTo identify strategic issues – social media would be a valuable tool like Chatter in Sales Force – intranet Linkedin type discussion forumThe role of the executives is to help seive through the info and prioritize what will be the key things to tackle.
- Smart goals - Specific•Make the details of each goal clear and objectively verifiable.Measurable •Describe the specific criteria that will be used to determine progress and confirm achievement of the goal.Attainable •Goals should be within the capability of the person responsible for achieving them.Relevant •Goals should be relevant to a person’s role within the company; they should be a central part of their jobTime bound •Goals should contain specific milestones and deadlines.