Jay Hays

1. Strategy and Strategic Planning Jay Hays

2. Wisdom • Accumulated knowledge or learning • The ability to use one’s knowledge and experience to make sensible decisions or judgments • Related Terms • Sagacity • Understanding • Discernment • Enlightenment • Penetration • Insight • Circumspection • Judiciousness

3. Plan Your Work; Work Your Plan Traditional guidance

4. Planning Setting objectives and determining how they will / should be met.

5. Planning One of the four main components of management. Provides the foundation for organising, leading and controlling.

6. Planning Define Objectives. Assess Performance. Speculate Future Conditions. Develop Alternatives. Select Best Alternative. Implement. Evaluate Performance.

9. Forecasting Contingency Planning Scenario Planning

10. Controlling The process of measuring performance and taking action to ensure the planned outcomes are achieved.

11. Control Process Establish Objectives and Standards. Measure Actual Performance. Compare Results with Objectives and Standards. Take Corrective Action.

12. Planning Control Parallel and Complementary Frameworks Framework for Measuring Framework for Follow-through

14. Rationale • Performance is important • Performance can be managed and improved • Goals and measures are fundamental to managing and improving performance • Performance management requires teams to: • understand goals and measures • be clear on their own goals and measures • participate in tracking performance against goals

15. Definitions • Goals • Aims or ends desired • Provide direction and purpose • Best when they specify/clarify: • performance - what desired behavior is expected • results - what product or deliverable is expected

16. Definitions • Measures • Specific definitions of goal performance or delivery • Units of measure, expressed in quantitative or qualitative terms • volume • frequency • time • capacity

17. Definitions • Performance • Both the act and the result or outcome of activity or effort • Performance can be described in behavioural terms • Behavioral terms means observable and measurable (qualitatively; quantitatively) • Behavior may be instrumental to achieving results, but behaviour (activity) is not results • Or by metrics / measures

18. Definitions • Activities and Outputs • Activities are all of the things an individual or team does, irrespective of purpose or outcome • Activities include • movements • actions • operations • responses • Activities require energy and time; thus, are exhausting and feel like work... • They are deceptive

19. Activities and Outputs • Outputs are the products of what individuals or teams do, irrespective of intent or desired outcome, including: • waste • exhaustion • stress • Outputs are frequently the process of achieving, not the achievement: • making • creating • wrong/irrelevant things • errors • counterproductive things • unanticipated consequences • building • producing • assembling Definitions

20. Measurement Program • Principles • Having goals improves performance, if: • they are challenging, yet attainable • individuals see them as their own • Goals are more motivating and influential if individuals have a say in their development • The best people to develop goals and measures are those closest to the work • You get what you measure

21. Measurement Program • Principles • Measurement is important to process improvements • A measurement program should be simple to understand and execute • a few important goals • a few good measures • There needs to be tight and clear linkage among organisational purpose / mission and a unit’s goals • Progress should be tracked against goals and visibly portrayed

22. Measurement Program • Goals - Productivity • Productivity is a generic term concerning quantity • Productivity covers • frequency • efficiency • economy • volume • Often expressed as a proportion of time

23. Measurement Program • Goals - Productivity • Productivity is impacted by many variables, human and technological • skill • ability • training/learning • automation • arrangement/proximity of resources and tools • state of the art technology

24. Measurement Program • Goals - Responsiveness • Usually expressed in terms of time • How long does it take to respond? • How long should it take? • Also a quality of response, in terms of its adequacy, the degree to which it meets or exceeds the customer’s expectations

25. Measurement Program • Goals - Quality • Quality goals can be formulated for almost anything, and usually accompany productivity and responsiveness goals • Needed on products and delivery when sheer numbers or response is insufficient to customer satisfaction, cost, or safety

26. I Customer Service II Financials III Learning and Development IV Business Process ICSE BCU Balanced Scorecard ICSE BCU Role / Purpose Role / Purpose Role / Purpose Role / Purpose Role / Purpose Goal Goal Goal Goal Goal Measure Measure Measure Measure Measure Team Balanced Scorecard Team Balanced Scorecard Team Balanced Scorecard Team Balanced Scorecard Team Balanced Scorecard The “Should Be” View Mission Objectives Measures

27. Working Together Team Members Team Charter Skills and Knowledge Vision Purpose GOALS Scope Risk (Risk Mitigation) MEASURES Roles and Responsibilities Non- Negotiables CSFs Deliverables ITBalanced Scorecard I II ICustomer Service IIFinancials III Learning and Development IV Business Process Schedule III IV Relationship of Team Charter to IT Balanced Scorecard

28. Corporate Mission / Outcomes Divisional Objectives and KPIs Divisional Balanced Scorecard TOP DOWN Customer Service Financials Learning and Development Business Process Team / Section Balanced Scorecard Team Chartering Assessment and Action Planning Introduction to High-Performance Teams and Continuous Improvement BOTTOM UP

29. S Keep it simple. M Make it meaningful. A Make it achievable. R Make it realistic. T Set a target (must be measurable). Writing Goals Remember SMART

30. The CM+ Roadmap

31. II. Reality Check) 5. Collection and Analysis of Data 6. Data Feedback and Confrontation III. Action Planning and Problem Solving 7. Develop Change Approach 8. Search / Select Strategies 9. Develop Measures of Performance IV. Implementation 10. Implement Change Strategies I. Change Program Initiation 1. Performance Gap 2. Initial Problem Definition 3. Initial Data Collection 4. Refinement or Revision of Problem V. Evaluation and Follow-Up 11. Evaluate Change 12. Modify Change Strategies and Recycle The CM+ Roadmap Change Management Plus (CM+ Roadmap)

32. Why A Roadmap? People need directions and pointers Shows where you are on the journey (in the process) Helps you know what lays ahead You’ll have a safer trip, and you can more accurately predict your destination Change Management Plus (CM+ Roadmap) Provides guidance if you miss a turn Helps you choose alternate routes Allows you to make your specific travel plans

33. Why This Roadmap? Past Experience Change often proceeds haphazardly, with unfortunate and unanticipated consequences. Changes are treated as “a race to get through” and everyone loses. Few change approaches appreciate and contend with complexity. Most change is based on false and incomplete assumptions. Change Management Plus (CM+ Roadmap) Most change is done to people, not by people; as if they can’t be trusted or are incapable of managing change. Few “planned” changes actually succeed.

34. Why This Roadmap? Design Principles Planning and preparation “up front” ensure better implementation. Speed kills, but momentum is crucial. Understand the bigger picture. Get “buy in” before proceeding; involve stakeholders in every step. Those knowledgeable about and impacted by change should be the ones who architect it. Change Management Plus (CM+ Roadmap) Learn from experience.

35. CM+ Roadmap Based on proven theory and practice (50 yrs): • Amalgamation of best practices in change. • Science-based – social science, systems theory, management.

36. CM+ Roadmap • Embodies change rule 1: employ the targets of change as the instruments of change: • Involves stakeholders throughout the • change cycle • Provides a common language and process for change: Adaptable and extensible Typifies “learn as you go”

37. CM+ Roadmap Highlights that the change is greater than the technical / business solution, itself: Contends with the larger, more complex system / wider context Leverages existing problems and oppor-tunities to build future capability ( > 2 for the price of one!) Is principles and values based

38. I. Change Program Initiation Moving from a “sensed” problem or opportunity to a solid, agreed upon statement Encouraging a Culture of Improvement Understanding the environment and change readiness CM+ Roadmap II. Reality Check Better understanding the problem or opportunity within its context Consulting with stakeholders Creating a “critical mass” of supporters and participants Building change skills and readiness throughout III. Action Planning and Problem-Solving Thoroughly planning and preparing for the change Involving stakeholders as fully as possible Making change friendly IV. Implementation Implementing responsively Continuing to involve and engage stakeholders: change done by people, not to people Ensuring sufficient infra-structure and support V. Evaluation and Follow-Up Fairly appraising achievements. Learning from experience. Encouraging Continuous Improvement. Designed with the future in mind.