Turning Strategy into Action

1. Turning Strategy into Action Tony Wickham January 21, 2011

2. Tony Wickham

3. Session Objectives You will be able to… • Develop a “line of sight” between your organization's strategy and your team's goals • Understand your part in the big picture and the value you add to your organization • Learn to find opportunities to increase your value and help your organization reach it's strategy

4. Strategic Alignment Overview

5. Some Examples • Answer/respond to situations and resolve as many as possible on the first call. • Getting someone "up and running" as quickly as possible contributes directly to the bottom line! • Maintain a professional, friendly and pleasant tone throughout the engagement. • Removing stress aids in communication and gets the customer productive sooner. • Offer additional services. "Is there anything else while I'm here (or on the phone)?" • Providing additional customer service contributes to return business.

6. Elements of Strategic Plans • Mission: The business that the unit is in. How do we define the unit’s “product” or “service?” Answers, “why do we exist?” • Vision: That for which the unit wishes to be recognized in the future. The statement should be a forward-looking, memorably and inspiring statement of timeless future direction. Answers, “what do we want to become?” • Objective: A broad, qualitative statement of an end to be achieved. • Goal: A quantitative (S-M-A-R-T) statement of the end to be achieved. • Strategy: A broad, high-level statement of how the objectives/ goals will be achieved. Good strategies come directly from a carefully selected few of the most important environmental realities. • Measure: A specific, quantitative way to check progress on executing a strategy.

7. Strategic Plan A statement summarizing the most important results that an organizational “unit” wants to achieve medium-term (3-5 years) and how they will do it. The organizational “unit” may be at virtually any level from that of a company to a division, department, brand group or project team.

8. Strategic Process - 5 Steps 4 SITUATION DATA . Internal: Co. Strategies, Values, Policies, Resources + External: Customers, Suppliers, Competitors, Regulations, Economy, Technology, Geographic Scope, etc. 1 MISSION SWOT Analysis Most Important Problems, Opportunities, Issues 2 VISION 3 5 Alignment point for portfolio / projects OG SM Department/Brand M, V, O, G link to Company organization and strategies.

9. Strategic Alignment / Value WorkAligned WorkPerformed

10. Line of Sight SO – BO – PO – D – T • Creates a relationship between measurable goals and the work necessary to provide them • Enterprise goals need to be decomposed into tangible departmental-process (capability) goals • All of the work is defined and aligned to goal accomplishment at both levels

11. How Do I See Connections? Business Organization Trends HD Problems

12. Business Partner • Build the relationship • Know what motivates the business leader • Know what the business leader wants to happen in the organization • Think & Work strategically – engage strategically Be a communication conduit inside their organization • Know organization / history / culture – know how to get things done • Locate in organization – be visible, accessible, part of the team Partnership

13. Strategic / Business Connections Exercise Small group exercise • Identify / Discuss the categories of information, problem solution, or services you provide • Next, identify the strategic, business and department goals that have a connection to the work you perform • What’s the business need that your work begins to meet? • Report out to large group

14. Questions?

15. Thank You!