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Campaign To Win: Campaign Orchestration

Campaign To Win: Campaign Orchestration. Design the Future. Target for Success. Campaign to Win. Finish with Finesse. Attack in Parallel. Align the Organization. Orchestrate. The Levels Of Execution. Strategic.

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Campaign To Win: Campaign Orchestration

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  1. Campaign To Win: Campaign Orchestration Design the Future Target for Success Campaign to Win Finish with Finesse Attack in Parallel Align the Organization Orchestrate

  2. The Levels Of Execution Strategic Organization Success Or Failure; Long Time Frames; Highly Complex; Senior Official’s Main Task Campaign Management Of Operations Which Contribute To Strategic Success; Medium Time Frames; Complex; Mid-Manager’s Main Task Tactical Contact Execution; Short Time Frames; Simple; Worker’s Main Task

  3. A Campaign • Coordinated Operations Against One Or More Centers Of Gravity To Create System Change Leading To Future Picture Realization • Carried Out In Accordance With Strategic Decisions On Center Of Gravity Impact Plans • Limited In Time And Scope • Agreed-In-Advance Termination Points • Normally Needs Multiple Resources: People, Equipment, Logistics, Information, Money • Executed By A Team That Owns Centers Of Gravity And Is Responsible For Producing Desired Effects • Will Probably Not Fit Within A Single Organization Unit • Will Have A Campaign Director ResponsibleFor Results • Permitted and Encouraged To Make Decisions

  4. Campaigns • One To Five Campaigns Make Sense For Most Initial Prometheus Efforts • System Centers Of Gravity Divided AmongstThe Campaigns • The Campaign Teams “Own” The Centers Of Gravity And Are Responsible For Realizing Desired Effects • Even If A Team Needs Help Or Resources From Another Team Or Entity • Campaigns Preempt System Opposition • Break Elastic Limits • Create High Probability of Success • Unify People Across Disciplines and Boundaries • Make Dynamic Change Manageable • Permit Strategically Aligned Parallel Operations

  5. Orchestration • Ensuring That The Right Things Happen At The Right Time To Produce External And Internal System Change • Campaign Activity • Non-campaign Activity • Reducing Or Eliminating Non-essential, Non-strategic Activities • Legacy Work • Balkans

  6. Orchestration Major Steps • Keep The Focus On TheCenters of Gravity • Align Incentives • Communicate • Focus On Success, Not Failures • Exit Quickly When Necessary

  7. Campaign Players • Orchestrator • Responsible For Coordination of Resources and Actions Among Multiple Campaigns • Campaign Team Leader • Responsible For Achieving Desired Effects For All Centers of Gravity AssignedTo A Campaign • Campaign Team • Responsible For Developing and Executing Action Plans For Each Center of Gravity

  8. Orchestration • Ensuring That The Right Things Happen At The Right Time To Produce External And Internal System Change • Campaign Activity • Non-campaign Activity • Reducing Or Eliminating Non-essential, Non-strategic Activities • Legacy Work • Balkans

  9. Orchestration Steps • Appoint A Campaign Orchestrator • Appoint Campaign Directors • Establish And Use A War Room (Campaign Room) • Create A Master Effects Plan (Phasing Of Center Of Gravity Attack) • Assign Ownership Of Centers Of GravityTo Campaign Teams • Assign People To Campaign Teams • Eliminate Energy Sappers (Legacy Work And Balkans) • Align Incentives And Resources • Have A Plan To Get Out Of Non-Performing Ventures • Plan For Reserves • Campaign Initiation And Execution • Communicate!

  10. Campaign Players • Orchestrator • Responsible For Coordination of Resources and Actions Among Multiple Campaigns • Campaign Team Leader • Responsible For Achieving Desired Effects For All Centers of Gravity AssignedTo A Campaign • Campaign Team • Responsible For Developing and Executing Action Plans For Each Center of Gravity

  11. The Campaign Orchestrator • Responsible For Coordinating All The Campaigns, Assuring Resources Available, And Ensuring Decisions Are Made Fast • Could Be CEO Or COO • But Must Be Someone Who Is Available In Real-Time • And Who Will Be Entrusted To Act First And Ask Later

  12. Align Incentives • Reward People For Results,Not For Effort • Align Incentives For The New Organization • Align Incentives To Match The Prometheus Methodology • Campaigns • Three Down Communications • Based On Results, Not Head Count

  13. Fast Fail • Errors In Assumptions, Planning, And Execution Are Likely • The Market Does Not Develop As Rapidly As Anticipated • External Events Can Foil The Best Plans • To Err Is Human, To Persist In Error Is Stupid • Adopt And Follow A Fast-Fail Approach • Consider Exiting When You Slide Into The Time Value Of Action Serial Domain And Success Is Not Genuinely Imminent

  14. Reward Reward Reward Failure Failure Failure Success Success Success Penalty Penalty Penalty Department of Defense View of The Reward Structure For Critical Technology Venture Capitalist View Of The Reward Structure For Investment Decisions Department of Defense View of The RewardStructure for Non-Essential Technology Incentives and Risk See page 25, ACCELERATING TECHNOLOGY TRANSITION Bridging the Valley of Death for Materials and Processes in Defense Systems: Committee on Accelerating Technology Transition, National Research Council, 2004.

  15. Maintain and Use ReservesTo Make A Difference • Forces and Assets Withheld Or Ready To Be Made Available For Employment At A Critical Juncture • Availability Reduces Risk Significantly • Employment of Reserves Should Make Fundamental Change In A Situation • Battle of Britain (Air Chief Marshall Dowding’s Use Of Reserves Despite Opposition From Winston Churchill) • The Unexpected Tour Bus At The Fast Food Restaurant • Can Be Used To Reinforce Success Or To Check Failure • Battle of The Bulge • Failure to Maintain Reserves Frequently Fatal • France –June 1940 • Hewlett-Packard Kittyhawk Project

  16. Reserves PiecemealCommitment WholesaleCommitment

  17. Military Withhold Units Shift Across Battle Area Acquire Allies Re-role Units And Individuals Cease Less Profitable Operations Recruit New Forces Never Commit 100% Until You Are Sure Certain Victory Will Follow Good—Israel, 1967 Bad—Germany, 1944 Forming Reserves

  18. Forming Reserves--Business • Business • Shift Resources To Most Profitable Project • End Unprofitable Projects • Delay Projects • Outsource • Acquisitions • Joint Ventures • Re-role Individuals And Groups • Sabbaticals • Recruit Never Commit 100% of Personnel And Financial Resources Until You Are Certain It Will Bring Success And Respite

  19. Identifying The Key Force • The Force, Capability, Or Unit Most Likely To Get The Job Done Or Most Important At A Given Time • Imperative To Identify—Once Identified, Other Forces Provide Support As Required • Virtually Never The Case Where Every Unit Or Capability Will Be Equally Valuable

  20. Plan In The OpenWith A Disciplined Process • Efficient, Fast, And Effective Use Of Information Is Imperative • All Planning, All Decision Meetings: • Follow The Three Echelons Down Rule • Maintain Decision Discipline • Once Decided, Don’t Deviate • If Circumstances Change Dramatically And Suggest Need For Deviation, Reconvene To Discuss And Decide In An Open Planning, Three-Down Session

  21. Communicate and PlanThree Down • Communication Essential • Success Goes To The Side Which Exploits Information The Fastest • All Planning, All Decision Meetings: • Follow The Three Echelons Down Rule • Hiding Information More Likely To Harm The Hider Than HelpThe Opponent

  22. Campaign CommunicationsThe Normal Way ESSENTIAL INFORMATION ESSENTIAL INFORMATION ESSENTIAL INFORMATION ESSENTIAL INFORMATION ESSENTIAL INFORMATION ESSENTIAL INFORMATION ESSENTIAL INFORMATION ESSENTIAL INFORMATION ESSENTIAL INFORMATION ESSENTIAL INFORMATION ESSENTIAL INFORMATION ESSENTIAL INFORMATION ESSENTIAL INFORMATION ESSENTIAL INFORMATION

  23. ESSENTIAL INFORMATION ESSENTIAL INFORMATION Campaign CommunicationsThe Better Way

  24. ESSENTIAL INFORMATION ESSENTIAL INFORMATION Campaign CommunicationsThe Best Way CEO Level 2 Level 2 Level 2 Level 3 Level 3 Level 3 Level 3 Doer Doer Doer Doer Doer Doer Doer Doer Doer

  25. Transition To Strategy Additional Workload Generated By Transition To Prometheus Return On Personal Effort Workload New Steady-State Workload After Full Transition To Prometheus Old (Tactical) Workload Low Initial Period Very Long Variation In Workload And ReturnOn Effort Over Time

  26. Orchestration Recap • Keep The Focus On TheCenters of Gravity • Align Incentives • Communicate • Focus On Success, Not Failures • Exit Quickly When Necessary

  27. Prometheus Process Campaign Orchestration Insights and Discussion Photo Credits: (The Campaign Orchestrator: Air Force Strings courtesy US Air Force Band; Conductor: licensed from BigStockPhotos)(Maintain and Use Reserves: Air Chief Marshall Dowding Official Royal Air Force Photo (Identifying the Key Force: Photos courtesy US Air Force, US Navy, US Army)

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