Implementing Strategy Management to Improve Strategic Outcomes - - PowerPoint PPT Presentation

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Implementing Strategy Management to Improve Strategic Outcomes - - PowerPoint PPT Presentation

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Implementing Strategy Management to Improve Strategic Outcomes Presented at SHSMD Connections 2018 Seattle Washington, October 7-10 1.0 What is Strategy Management? The application of knowledge, skills, tools, and techniques to the

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Implementing Strategy Management to Improve Strategic Outcomes

Presented at SHSMD Connections 2018 Seattle Washington, October 7-10

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  • The application of knowledge, skills, tools, and techniques to the

activities of strategic planning and strategy implementation to successfully achieve the vision, goals, and objectives of the organization.

  • By doing a better job capturing and managing the interdependencies of

the strategic plan, we can improve:

  • Continuity of information from design to deployment
  • Traceability of design to execution
  • Quality and completeness of the strategic plan
  • Objective assessment of quality
  • Prioritization of strategy & implementation ideas
  • Harmonization of initiatives
  • Strategic outcomes

1.0 What is Strategy Management?

2

Analysis Design Prioritization Implementation D e l i v e r y Strategy Management

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  • Capturing core information that is critical for decision making
  • Supports consistent management of a variety of complex models and processes
  • Maintains & shares information and dependencies between lifecycle phases
  • Maintains the inter-dependency of the entire plan
  • Providing traceability from design to outcome
  • Providing tools to management each phase of strategic lifecycle,
  • Aids quality assessment, health assessment and decision making
  • Supports information sharing and knowledge management between lifecycle phases
  • Integration of lifecycle is management to coordinate processes
  • Instantiation of risk management across the entire plan
  • Identification of risk and how it is propagated during planning and execution.
  • Accountability from plan design through strategic outcome

Strategy Management Enables

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  • Strategic Management isn’t a new planning paradigm
  • Poor outcome performance metrics are often used to justify defining or utilizing a new

method of strategic planning

  • Any of the common approaches can be used successfully if strategy management is used
  • What is needed is better attention to the entire process
  • A more thoughtful management and monitoring approach is required
  • Design templates for metrics that standardize understanding
  • Integrated objectives that are connected to provide internal indicators of future problems
  • Utilization of information collected to inform management
  • Robust & consistent information to power prioritization and decision making
  • Collecting information that can be used to analyze and assess the finalized plan
  • Commit to the execution phase of strategic planning from the start, holding

accountable participants across all lifecycle phases

Strategic Management

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There are many approaches to strategic planning. But, the approach to strategic planning is not important! It is follow-through that achieves successful outcomes! Selecting and effectively using a blend of tools and models that are right for your organization is the most effective approach!

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Making the Most of The Planning Process

  • The final model and approach are much less important than how you execute management
  • Don’t be afraid to mix and match tools and models that best support your organizations needs
  • Look for techniques that help overcome your specific weaknesses and points of failure
  • Define and communicate processes with clear, unambiguous language
  • Establish review sessions at each phase of the process with clearly defined intent to guide improvement
  • Ensure robust information required to make well informed decisions is available and USED
  • Allow for change, but through controlled change management processes
  • Understand the potential impact of change on expected outcomes, prior to making decisions
  • Capture changes to the plan, document expected impact including risk, and record decision making
  • Ensure implementation and deployment are as important as plan design to the process
  • Focus on creating implementation plans with milestones, deliverables, and risk
  • Prepare to monitor and review status reports and progress measures
  • Communicate the approach
  • Defining lexicon and processes so that everyone in the organization understands their role
  • Provide clear direction for each team charged with responsibility for a strategic planning activity
  • Include instructions for what is expected, desired outcomes, and any limitations on scope

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To Improve We Must Understand The Importance of What and How

What is being strived for

A performance measure of progress. (Objectives are SMART) Singular focus, Measurable, Achievable, Realistic, & specific Timeframe. A broad-based primary outcome, that the organization will direct its efforts in order to achieve its vision.

Goal Objective

Desired future state of the organization.

Vision

How it will be achieved

A temporary endeavor undertaken to create a unique product, service or result, with defined scope and resources. Implements the organizations strategies & provides a road map for achieving its goals & objectives. Initiative Project The principle means by which the organization will achieve its vision & overcome the challenges faced in achieving its goals. Strategy

The “what” is used to Inspire, motivate, and create momentum – while measuring progress. The “how” provides clarity, direction, and detailed instruction to the organization – while executing the plan.

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Focus on What and How

  • Independent of any strategic planning model make sure the approach is a

complete process that fully integrates all elements of strategic planning lifecycle

  • Clearly defined priorities and vision
  • Address strengths, weaknesses, opportunities and threats
  • Timetables, expectations and interdependencies
  • Reliable measures and objectives
  • It matters little what lexicon you decide upon, as long as it is consistent,

supportive of what is to be accomplish, and defines how to be successful

  • Ensure tools selected capture and maintain the current state of your plan
  • Through the entire strategic planning lifecycle
  • Support for dynamic planning and change management is required
  • Enable the sharing of information captured during each phase of the process
  • To provide a better understanding of the inter-dependence of plan elements and concepts

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2.0 Why is Strategy Management Important?

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The Healthcare Case Study:

  • Healthcare organizations can ill afford the waste, much less the

lost opportunity cost

  • It is important to improve performance, but that does not mean

we need yet another planning approach

  • A wide variety of today’s models can be implemented effectively
  • It is how organizations manage their strategic planning efforts that

influences their strategic outcomes

  • Bridging the gap between design and implementation
  • Monitoring and managing the detailed inter-dependencies

provides deeper understanding

  • Dynamic assessment, re-planning, and change management

are critical to success

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So Why Does Strategic Planning Fail?

  • Most organizations feel they do a good job planning, but poorly execute the plan.
  • That is a fallacy, good planning should deliver good result
  • It is easy to look at elegant verbiage and feel that one has a good plan – until you try to implement
  • Too often, strategic plans are vision oriented and lack the detail necessary to implement
  • Strategic plans must included detailed execution planning or are certain to fail
  • Planners rarely carry forward to the implementation phase, creating a lack of continuity
  • Strategic plans are often developed as static documents and quickly become outdated
  • Planners lack accountability for the success of strategy delivery
  • There is a lack of good decision making because most decisions are made in a vacuum

and not in context of the entire plan or the decisions impact on the plan

  • Many organizations do not manage implementation consistently
  • They do not use good management techniques and are inconsistent in using tools
  • There is a lack of reporting consistently, so state and status can’t determine overall plan health
  • Implementation teams lack the focus because of operational duties

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Fundamental Strategy Design Problems

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Strategy is often missing from the strategic plan

  • Vison is not strategy
  • Aims, Aspirations, and Strategic Themes are Visionary,

therefore not Strategy

  • Vision is a very important but does not replace strategy
  • Initiatives described with grand language is also not strategy

Strategy defines how vision is accomplished while addressing challenges

  • If you examine your strategy and can’t clearly see how the

vision will be accomplished, then you do not have a good strategy

Objectives are often poorly developed and independent

If goals/objectives are not linked across perspective boundaries

  • The plan is too compartmentalized

If objective measures do not clearly measure progress

  • They fail to focus the organization & impacting performance

If these measures are for the vanity of the organization

  • They are only intending to make it look good
  • They are not a valid qualitative measurement of its progress

If you do not defined both leading and lagging indicators

  • Then execution is too disjoint from strategy design

If initiative progress is not a part of your leading indicators

  • Then you will not know when you are at risk

Risk management is not integrated into the strategic planning evaluation process

  • Preventing the overall level of risk of the plan to be understood and managed

Status reporting and health assessment of initiatives is often not a part of the strategy planning review process

  • Failure will not be apparent until the impact is realized
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Communication of Strategy

Strategic planning must consist of two types of communication

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Visionary communication which inspires, motivates and directs general behavior

  • Creating an image for the organization and its leadership
  • Creates an understanding of the general direction of the organization and how it is planning to achieve its goals and objectives
  • Often A single page representation of the strategic plan is used to represent the plan
  • This works for communicating at a high level, to show the breadth of the plan

Plan communication requires simple and concise language that directs work and provides detail

  • Strategy is communicated to explain exactly how the organization intends to achieve its vision
  • Strategy communication addresses the specific challenges that must be overcome and how that will be achieved
  • Planning communication provides clear direction that includes instruction and limitations to those charged with execution
  • Specifically defines the detailed what and how, along with what is expected of a given effort or role
  • This communication must convey detailed planning between the layers of plan design, for prioritization of effort, and for conveying the

detailed efforts required to implement strategy

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Detailed Prioritization Problems

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Traditionally, decisions are made by intuition, using leadership experience and individual expertise

  • Individual power and influence determine decisions
  • Culture and bias out weight consistent evaluation
  • It is difficult to compare disparate initiatives types with

different value propositions

  • Shinny new objects are often evaluated independently,

without being put into the context of the plan Most organizations lack the ability to assess prioritization through Information driven processes

  • Crude attempts with spreadsheets provide some value
  • Consistency of approach is limited
  • Weighing alignments and balance is difficult but necessary to

maximize the quality of information driven decision making

  • Use of information collected beyond evaluation is very limited

The Results include:

  • Evaluation and selection of strategic options is often a chaotic

process

  • The tractability of most decisions is left at the review table
  • There is always tension between financial vs non financial

evaluation

  • Risk and risk adjusted value are rarely addresses in the

evaluation process

  • The organizational track record for successful planning and

delivery are not factored into the process

  • Often the scope of effort and its potential impact are not

considered during the evaluation process

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Detailed Management Oversight Problems

  • Inconsistent or non-existent reporting
  • Preventing a realistic understanding of progress as it impacts the strategic plan
  • Many efforts loose focus due to lack of clear direction when operational priorities take over
  • Dependencies between efforts often get ignored, causing independent and inconsistent

development

  • Lack of harmonization and unification of planning causes unavoidable conflict and under performance
  • Strategic planning leadership does not transition to implementation planning and execution
  • versight
  • Causes a lack of continuity and clear detailed instructions for the subsequent phases of the process
  • This leaves the implementation to define the detailed implementation plans. Many times deviating from

the original intent due to lack of clear direction

  • Most organizations do not tracking execution progress to the health & status of the strategic plan

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Problems with Implementation

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Detail is typically not captured that helps the organization understanding dependencies across strategic plan phases

  • Monitoring and reporting in context of strategic plan health is impossible
  • Risk to the overall plan can not be assessed based on its parts

Many organizations do not rigorously manage initiatives

  • Due to cost, lack of expertise, or organizational bias
  • Organizations forego the oversight management of these efforts
  • Management of implementation risk is often neglected
  • Consistent reporting and risk management does not happen or is

inconsistent and unreliable

  • Initiative reviews are typically an update of progress & do not

impact strategic reviews Accountability is not maintained throughout the plan, so planners are not fully engaged with plan implementation and execution.

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Execution -> Portfolio, Program & Projects Delivery Implementation Prioritization Design Analysis Strategies and Strategic Initiatives Vision -> Aims, Aspirations, and Strategic Themes

Goals & Objectives, Performance Indicators, & Outcome Measures Where we are headed: How we plan to get there:

3.0 How Does Strategy Management Improve Strategic Planning?

Success requires integrated management:

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Management of The Process

  • Management of the process must look beyond any one phase, carry the information gathered along the way.
  • Various tools and templates can be used for each phase, the key to success is maintenance of the data and its use

in detailed planning of the subsequent phases

  • Maintaining alignment with organizational elements allows for data to be assessed and managed with unique view

points and helps the organization to work towards a balanced and well supported plan

  • Capturing inter-dependency of information allows for assessment, on-going context sensitive review, and change

management

  • Goal : become the market leader in oncology
  • Strategy : develop state of the art cancer center, teaming with clinical research leader
  • The strategy will be implemented by these three initiatives
  • Building a new cancer center; expanding our ontology program in conjunction with clinical research leader; and develop state of

the art services model to facilitate the highest level of care

  • The objectives are
  • Grow annual revenue by $50M by 2022
  • Establish 95% patient satisfaction within the cancer center by 2024
  • Develop state of the art processes that reduce standard process effort by 30%
  • Develop state of the art cancer center with staffing, facilities, and equipment by 2022
  • This information is carried forward to the program planning and execution phases
  • As risk is encountered during program execution, it is examined in context of the strategic plan
  • Allowing mitigation planning can be early, prior to impacts being realized

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Plan Management Is Fully Integrated

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S I

Financial Sustainability Inventory Standardization Strategy North Surgical Inventory Cost Reduction Measures

G O

Cost Reduction Measures

I V

Analysis

  • Challenges
  • SWOT
  • Trends
  • Innovation
  • Risk Tolerance
  • Core Competencies
  • Key Processes
  • Board Directives

O P P O

North Inventory Cost Reduction Measures North Surgical Inventory Project Effort

…

North Inventory Standardization Initiative Cardiovascular Inventory Standardization Initiative

…

  • Information is collected at each level and carried forward through delivery
  • Each level refines the detail of the execution plan
  • Progress is monitored by objectives
  • Health is assessed by implementation state and status reporting & Objective Progress
  • Quality of the plan is assessed by stakeholder engagement; plan completeness; level
  • f support for goals and objectives; level of risk; and balance
  • Risk is managed collectively across the plan
  • Traceability and accountability is maintained via plan
  • Change management is tracked and documented
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Fully Integration of Goals and Objectives, Preventing Compartmentalization

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Organizational Strategy Map Enterprise Strategy Map Departmental Strategy Map On Average 60% of the lower tier strategy map should be consistent with its reporting level.

1. It is important to maintain the inter-dependencies between planning layers to ensure the appropriate level of contribution to support enterprise level objectives is implemented 2. This also allows for risk assessment if lower level objectives fail to be achieved or initiatives fail to deliver 3. A simple examination of the effort of an organization toward an individual goal should be easy to derive and provide assessment of risk, performance, and progress with no effort

O O

Departmental Children Inventory Cost Reduction North Inventory Cost Reduction North Surgical Inventory Cost Reduction

O O

Central Inventory Cost Reduction Organizational Children

O

North ER Inventory Cost Reduction Financial Sustainability

G

Enterprise Objectives

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Standard Prioritization Approach

It is important to:

  • use a common foundation to evaluate each

individual initiative proposed

  • We use a standard question set that
  • Allows for strategic alignment and value in support
  • f the aligned strategy
  • Identifies financial and operational value
  • Addresses top level risk assessment
  • Estimates scope in both effectiveness and cost
  • Unique initiative questions that allow for

stratification

  • Evaluate initiatives based on level of value both

financial and non-financial, scope and risk – as they align with a given strategy

  • Have management oversight and vetting, verifying

the quality of each entry and ensuring participants support the findings

  • Have tools that evaluate the overall plan for

balance, quality, and risk, beyond the potential value of the effort

  • Usable across all initiative evaluations & reviews

to bring consistency of information to support decision making

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Plan Assessment and Evaluation

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Visual tools and analytics provide detailed insight into planning and execution performance, providing leadership a better understanding of the potential impact of their actions. These tools should enable views of alignment specific data to ensure balance and monitor performance.

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Broad Use of Prioritization Information In Strategy Evaluation and Program Planning

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I

G

O O

Performance Measure of

Departmental Children Inventory Cost Reduction Financial Sustainability

S

North Inventory Cost Reduction North Surgical Inventory Cost Reduction Achieve Profitability Under Medicare

I

Negotiate Consolidated Supplier Agreements

S O

Negotiate Consolidated Supplier Agreements Achieve Profitability Under Medicare

P

Baseline for Program Plan From Prioritization

  • hasRisk Tolerance
  • Challenges Addressed

From Prioritization

  • hasRisk
  • hasValue
  • hasOutcome
  • hasProjected Cost
  • hasSchedule
  • hasParticipants

From Prioritization

  • hasOutcome
  • hasLevelOfSupport

Supports Program Plan

  • hasScope
  • hasRisk
  • hasValueProposition
  • hasOutcome
  • hasProjected Budget
  • hasProjectedResource
  • hasSchedule
  • hasStakeholders
  • Capture data during the evaluation process

that enables better implementation planning and management.

  • Provide detailed information to assess

level of support to the strategic plan

  • Initiative risk management requirements
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Strategy Management Focuses On

  • A well balanced design…
  • Focuses investment on the highest priority efforts to achieve corporate vision
  • Defines initiatives at all levels of the organizational and across all elements (regions, product lines,

services, business units, etc.)

  • Represents a balance of objectives and initiatives across planning perspectives
  • A well supported design…
  • Has initiatives that directly implement change to achieve all goals and objectives
  • Are adjusted for risk
  • Plan quality can be used to assess change, to identify impact of risk, and determine value
  • Ad hoc ideation
  • Significant market events
  • Risks and issues within the execution
  • Poor objective performance
  • The health of the plan execution: is maintained by focusing on management oversight,

performance targets vs actual reporting, and key indicators of success

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Portfolio, Program, and Project Management

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  • Using a portfolio management system tuned to

integrate strategic planning information into the process is idea, but even using a spreadsheet to coordinate plans is enough, if capturing the correct information.

  • Managing programs using milestones and deliverables

keeps individual projects focused on necessary progress and alerts to schedule risk

  • Managing risk, escalating issues to the strategic plan

level helps the organization make mitigation decisions based on priority of the plan

  • Rounding on the portfolio and individual projects

allows the organization to maintain and use state and status to assess plan health

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Managing Projects to Milestones Is Efficient

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  • Minimizes time spent on

project management

  • Helps the organization to

create focused effort on initiatives

  • Good indictor of health and

status

  • Provides a mechanism for

status reporting – progress against planned milestones

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Managing Risk Across the Plan

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  • Managing risks focuses the implementation team
  • n the most important issues facing the projects

successful delivery

  • Helps the organization to understand overall risk

to the plan and create focused effort on initiative risk mitigation where escalation is required

  • Good indictor of health and status
  • Provides a mechanism for status reporting –

progress against risk mitigation

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SLIDE 27

Implementing Strategy Management

  • Understanding and Preparation for Strategy Management
  • Launching Strategy Management
  • Striving for Continuous Improvement
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Strategy Management Success

To be successful the organization must:

  • Identify the challenges that face the organization as it strives to achieve its vision
  • Capture strategy design in a format that allows for information integration, communication, and change
  • Facilitate prioritization, manage implementation oversight, & assist in monitoring performance
  • Limit strategic plan scope to focus key resources on the highest priority initiatives
  • Ensure the organization has required capability and expertise to execute a strategy
  • Manage the transitions from planning to implementation to delivery
  • In conjunction with participants, provide oversight to plan implementation, execution, & delivery
  • Identify and manage risk across the entire plan so leadership can understand impact
  • Help make consistent, well informed decisions, within the context of the entire plan
  • Use an integrated management approach across all phases of the strategic process

Once Initiated:

  • Focus on clarity and simplicity of strategy design to improve organizational understanding
  • Engage stakeholders continuously throughout the process
  • Maintain accountability across disciplines and organizational boundaries
  • Monitor performance and progress, evaluate emerging events, and mitigate risk

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Preparing for Strategy Management

  • Examine the current planning models & processes used by the organization
  • Identify areas of needed improvement
  • Assess current maturity level of the organization for strategic planning
  • With your new understanding of strategy management
  • Develop a gap assessment for the organization
  • Define a roadmap to success
  • Develop a plan for strategy management
  • What processes and techniques will be used
  • Define consistent data models and information requirements
  • Plan the implementation
  • Publish & educate the organization on the new processes, lexicon, and models that will be used
  • Plan reviews, including purpose, objective, and information requirements
  • Capture current plans, prioritizations and management oversight details
  • Establish launch from with the current planning cycle
  • Iterate toward full integration with the strategy management approach

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Implementing Strategy Management

  • Initiating strategy management
  • Assign strong capable leadership with the ability to work across organizational boundaries with expectations and responsibilities
  • Assign and hold accountable executive sponsors Insuring top down buy-in, support, and backing to break down barriers and resistance
  • Define Roles, Assignments, and Overall Objectives to all participants throughout the process
  • Provide detailed instructions
  • Validate understanding, commitment, and buy-in
  • Roll out Strategy Management Iteratively
  • Develop communication plan and implement
  • Do not take on full scale changes unless it is absolutely necessary
  • Inject the process at a transition point between lifecycle phases
  • Capture current plans and supporting information
  • Establish deliverables and reviews for the given phase
  • Work with teams diligently through the transition process
  • Critique performance early and often
  • Reward success and celebrate victories
  • Monitor progress closely, refine and adapt where necessary
  • Measure outcome performance
  • Review performance & accountability to establish improvement objectives
  • Establish new performance objectives

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SLIDE 31

OntoReason Offerings

  • Services to assess strategic planning maturity
  • Provide a self assessment framework and work to tailor that framework to the organization
  • Review existing models, processes, and approach
  • Assess readiness for strategy management
  • Provide a gap analysis and roadmap to success
  • Identify areas of potential improvement and recommend changes
  • Work with you to Identify tools and services to help improve strategic outcomes
  • Support for incremental implementation of strategy management
  • Identify Portfolio and Project management shortfalls and mitigation
  • Provide an incremental plan to help effect change based on current abilities
  • A state of the art fully integrated strategy management solution
  • With dynamic information models
  • AI driven information analytics, assessment, alerting and recommendations
  • Automation of mundane reporting and review tasking
  • Full integration feasible with existing tools and solutions

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SLIDE 32

Learn More About Strategy Management and Strategy Management Implementation @ OntoReason.com

  • Please review our strategy posts.
  • go to : ontoreason.com/insights-and-innovation
  • And down load our white papers on strategic planning and strategy management
  • go to : ontoreason.com/white-papers/
  • If you would like to discuss strategy management in greater detail or request a demo
  • Call us at 435.840.0425
  • Follow us at www.facebook.com/OntoReason and at www.linkedIn.com/company/OntoReason

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