Practi actical al Tools and Exam amples ples Jason Roberts, - - PowerPoint PPT Presentation

VOPAR™ Strate tegic gic Manag nagem ement nt System em Practi actical al Tools and Exam amples ples

Jason Roberts, Regional Manager www.UnleashingLeaders.com Facebook.com/UnleashingLeaders

Version: 2019-03-15

Which Direction is the FRONT?

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Can You See Me Now?

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VOPAR™: 5 Disciplines of Strategic Managers

• Scan your environment for trends
• Inspire clear shared Vision & Values

Visualize

• Inventory your Resources & Risks
• Categorize work into Services & Projects

Organize

• Compare the ROI of your options
• Rank your options in relative (1 – N) order

Prioritize

• Allocate your Resources by priorities
• Delegate and take courageous Action

Actualize

• Assess your results regularly
• Adapt your actions, priorities or goals

Revise

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Extreme VOPAR Strategist

From the movie The Martian

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Strategy: Your Vehicle from A to B

Which vehicle do YOU want to ride in?

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Strategic Tools: Traditional vs. Modern

How smooth is your ride?

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Traditional vs. Modern Strategy Tools

• 20-30 pg Strategic Plan

▪ History ▪ Achievements ▪ Environmental Trends ▪ Mission and Vision ▪ Goals ▪ Values ▪ Description of Services ▪ List Projects ▪ List of Metrics

Monolithic Document Stable & Dynamic Tool Set

• 1 pg Community Map
• 2-5 pg Strategic Summary
• Risk/Issue Log
• Service Portfolio (SLAs)
• Project Portfolio (PPMs)
• Performance Dashboard (KPIs)
• Comms/Change Mgmt Plan
• Budgets & Org Charts
• Budgets & Org Charts
• 1 pg Strategy Map

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VOPAR™ Dynamic Tools

Community Map Service Portfolio

delay

Performance Dashboard

Objectives & KPIs

Strategy Map

Mission, Vision, Values, Goals

Project Portfolio Asset Portfolio

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Dept level Community Maps

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Strategy Maps: Where and why?

• Nobody reads 30 pages of plans.
• Leaders need a quick, visual reference to

help focus themselves & teams.

• Strategy Maps are 1 page summary

diagram that include MVVG-O.

• Easy to print & carry.
• Easy to print & post.

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1. Top managers only. 2. One person throws out something. 3. Another person nit-picks a word. 4. 20 minute “yeah, but” debate between loudest personalities ensues. 5. Everyone else checks out. 6. Repeat for the next word. 7. Hours later … Result: Long laundry list of everything we do to make sure we include everyone.

Traditional Mission/Vision Method

From The Sandlot

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Evolution 2007 to 2017

2007: 16 pages

Mission: To collect the proper amount of tax revenue, and operate other programs entrusted to us, at the least cost; serve the public by continually improving the quality of our products and services; and perform in a manner warranting the highest degree of public confidence in our integrity, efficiency and fairness.

2017: 2 pages

Mission: To help taxpayers file timely & accurate tax returns, and pay the correct amount to fund services important to Californians. Supporting our state. Building our future.

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Evolution 2007 to 2017

2017: 2 pages

Mission: The EDD enhances California’s economic growth & prosperity by collaboratively delivering valuable & innovative services to meet the evolving needs

• f employers, workers & job seekers.

One vision, one team – EDD.

2007: 26 pages

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• 1. Individuals Draft, Pass & Edit (x3-4)
• 2. Merge Versions (x2-n)
• 3. Sentence Map & Vote

(subjects, verbs, products, customers, qualifiers)

• 4. Test with Employees
• 5. Revise & Decide

ROUS (Rapid Org Unit Statements): How to Quickly create Mission/Vision

Buttercup: “What about the ROUS?” Wesley: “You mean a way to Rapidly create Organizational Unit Statements? I don’t believe they exist.”

From The Princess Bride

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Balanced Long-Term Goal Categories

Organizational Health (People) Resource Stewardship (Assets) Operational Efficiency (Processes) Stakeholder Satisfaction (Customers)

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FTB

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EDD

Strategy Map personalities

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Department and Division Level

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DHCS: CA-MMIS Division

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OSHPD: HPEF Division

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VOPAR™ Dynamic Tools

Community Map Service Portfolio

delay

Performance Dashboard

Objectives & KPIs

Strategy Map

Mission, Vision, Values, Goals

Project Portfolio Asset Portfolio

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• Ongoing or re-occurring work.
• Many transactions across a series of processes.
• Delivers an output to a customer for a purpose.

Organize: Service Portfolio

Service # Vision Goal. Obj Steward Customers (from Map) PY’s

• r $

Target Team SLA Actual SLA Lead Team 1 To do x A.1 Lee Team 1.2 80% team engagement 80% Service A 2 To do a A.2, B.1 Krysta Patients, Owners 8.0 90% Sat 93% Service B 3 To do y C.3, D.0 Teryn Teachers, Classmates 5.0 94% Use 82% Risk Reserve 4 To do n R.2, D.2 Sierra Family, Friends 2.0 3 units/mo > 5/mo

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• Delivers a change to a service for a customer.
• Temporary unique work (may be done within or across years).
• A few larger deliverables across a series of tasks.

Organize: Project Portfolio

Project Rank # Scope Vision Aligns w/Goal Sponsor PM Next Deploy Finish PY $$ Upgrade IT x 1 To do x A.01 Lee Nancy 2/15/17 6/30/18 3000 hrs $1.2M Improve Process A 2 To do a A.02, B.01 Krysta Melanie 3/30/17 9/30/17 750 hrs $225k Rollout Product Y 3 To do y C.03 Teryn Eileen 1/30/17 5/01/17 1250 hrs $370k Launch Mentoring 4 To do n B.04 Sierra Kaelen 4/15/17 12/31/17 425 hrs $23k …

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Prioritize We always prioritize. The question is how?

New School

• ROI: Relative Return On Investment (1 → N) based on Law
• f Diminishing Returns

1. Physical Dependency 2. Strategic Alignment 3. Magnitude of Value 4. Political Optics

Old School

• FIFO: First In First Out (First Come is Fair)
• LIFO: Last In First Out (Latest is Greatest)
• WSTL: Whoever Screams The Loudest (Squeaky Wheel)
• WSTE: Whatever Seems The Easiest (Employees Decide)

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Revise: Performance Dashboard

• KISS – Keep It Stupid Simple
• Balance types of metrics from Input to Outcomes
• Choose a few metrics linked to Goal\Objectives
• Set Target ranges with BGYR color indicators
• Actually Measure Actuals … and Learn

Inputs Actions Outputs Outcomes

Goal.Obj Target Baseline Actual Performance Trend Key Performance Indicators Q1 Q2 Q3 Q4 # of Claimants Served Per Quarter NA

30,000 28,000

32,000 24,000 48,000 # of Claims Processed Per Quarter NA

55,000 51,000

63,000 42,000 67,000 Ave Days Turnaround Time/Claim 2.02

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17 16 15 14

% of Claims Paid Promptly 1.02, 2.03

85%

67% 71% 88% 84%

% of Claims Filed Online by Year End 2.04

60%

40% 43% 46% 52%

% of Project X done by Year End 3.01

100%

25% 40% 70% 100%

% of Budget Variance FYTD 4.01-03

0%

• 1%

5% 0% 6%

% Employees Engaged 5.01, 5.02

85%

76% 78% 82% 86%

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What is the Biggest Impediment?

Think it is a bad idea? Fear it will be resisted? Feel you lack skill? Believe you don’t have time?

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Reality Check

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“We Don’t Have Time.”

PAY YOURSELF FIRST We all get 24 hrs/day Multiplied by our network We spend it however we choose Leaders invest it wisely for today & tomorrow

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Yes, Strategies May be Wrong…

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NOT Trying to Clarify Your Strategies is Even More Risky

This is your team without clarity.

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VOPAR™: 5 Disciplines of Strategic Managers

• Scan your environment for trends
• Inspire clear shared Vision & Values

Visualize

• Inventory your Resources & Risks
• Categorize work into Services & Projects

Organize

• Compare the ROI of your options
• Rank your options in relative (1 – N) order

Prioritize

• Allocate your Resources by priorities
• Delegate and take courageous Action

Actualize

• Assess your results regularly
• Adapt your actions, priorities or goals

Revise

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5 Levels of Strategic Thinking

Focused Doer Blind Activist Hapless Victim Efficient Performer Strategic Operator Resources Resourceful

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Questions?

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