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Practical Strategy: Crafting a Plan, Not a Paperweight Ron Whitehead, City Manager, The Town of Addison With Rick Robinson, SDi Consulting, LLC ICMA Conference Presenters Who we are Why are we here? What we will accomplish? What can

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Practical Strategy: Crafting a Plan, Not a Paperweight

Ron Whitehead, City Manager, The Town of Addison With Rick Robinson, SDi Consulting, LLC ICMA Conference Presenters

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Who we are

  • Why are we here?
  • What we will accomplish?
  • What can you glean from listening to us?
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Agenda

  • Introduction
  • Situation Analysis
  • Strategic Planning
  • Value Proposition
  • Strategy Prioritization
  • Strategy Execution
  • Visibility and Accountability
  • Conclusion
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SITUATION ANALYSIS – PART ONE

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Welcome – Situation Analysis Part 1

  • Three things every City Manager needs

– Clear Direction – Consistent Expectations – Priorities

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STRATEGIC PLANNING PROCESS

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Strategic Planning Process

Activity Gather Information Analyze Data Draw Conclusions City Assessment Research Analysis Strengths & Weaknesses External Analysis Gather Trends Analysis Opportunities & Threats 7 Mission Vision Values Strategies/Initiatives Goals Financial Customer Process Staff/Culture Transition to Operations

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VALUE PROPOSITION

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Value Proposition

Discipline of Market Leaders ( Treacy & Wiersema)

VP

Total Cost

Total Solution

Best Product

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Best Total Cost - Examples

VP

Total Cost

When companies strive to achieve the low cost position on product and service support Variety Kills Efficiency

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Best Product/Service

VP

Total Cost

Total Solution

Best Product

When companies strive to build a better product or service, for which customers will pay a premium Motto – Cannibalize Your Own Success

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Best Product - Examples

VP

Best Product

Best Product - Innovation When companies strive to build a better product, for which customers will pay a premium Cannibalize your own success

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Best Total Solution

VP

Total Cost

Total Solution

Best Product

Best Total Solution When companies strive to solve the client’s broader problem and share in the benefit Motto - Solve the Broader Problem

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Best Total Solution - Examples

VP

Total Solution

Best Total Solution When companies strive to solve the client’s broader problem and share in the benefit Motto – Solve the Broader Problem

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Value Proposition

Discipline of Market Leaders ( Treacy & Wiersema)

VP

Total Cost

Total Solution

Best Product

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Value Operating Models

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Value Propositions and Value Operating Models

VP: Best Total Cost VOM: Operational Excellence VP: Best Product VOM: Product Leadership VP: Best Total Solution VOM: Customer Intimacy

You must align your

  • Culture
  • Organization
  • Core processes
  • Management systems
  • Information technology
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VP/VOM

VP

Total Cost

Total Solution

Best Product

Operational Excellence Customer Intimacy Product Leadership

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Operational Excellence - Examples

VP

Total Cost

Operational Excellence

Delivering an acceptable product at the lowest possible price

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Product Leadership - Examples

VP

Best Product

Product Leadership

A means of generating invention after invention and applying them in useful, commercial products

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Customer Intimacy - Examples

VP

Total Solution

Customer Intimacy

A customer-intimate company uses its superior expertise in the client’s underlying problem to change the way the customer does business

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VP/VOM and Thresholds

VP

Total Cost

Total Solution

Best Product

Operational Excellence Customer Intimacy Product Leadership Questions

  • Can you do more than one?

Product Differentiation Customer Responsiveness Operational Efficiency

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Exercise Read the bullets under the 5 key component headings. Label each bullet as a TC (Total Cost), BP (Best Product), or TS (Total Solution) Value Proposition component.

Culture Organization Core Processes Management Systems Information Technology

  • Client and field

driven

  • Variation: “have

it your way” mindset

  • Ad-hoc, organic,

and cellular

  • High skills abound

in loose-knit structures

  • Client acquisition &

development

  • Solution

development

  • Flexible and

responsive work procedures

  • Decisive, risk
  • riented
  • Reward individuals’

innovation capacity

  • Product lifecycle

profitability

  • Integrated, low-cost

transaction systems

  • Mobile and remote

technologies

  • Concept, future

driven

  • Experimentation

“out of the box” mindset

  • Attack, go for it,

win

  • Entrepreneurial

client teams

  • High skills in the

field

  • Product delivery and

basic service cycle

  • Built on standard, no

frills fixed asset

  • Command and

control

  • Compensation

fixed to cost and quality

  • Transaction

profitability tracking

  • Person-to-person

communications systems

  • Technologies

enabling cooperation and knowledge management

  • Disciplined

teamwork

  • Process focused
  • Conformance

“one size fits all” mindset

  • Centralized

functions

  • High skills at the

core of the

  • rganization
  • Invention,

commercialization

  • Market exploitation
  • Disjoint work

procedures

  • Revenue and share
  • f wallet driven
  • Rewards based in

part on client feedback

  • Lifetime value of

client analysis

  • Customer

databases linking internal and external information

  • Knowledge bases

built around expertise

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Exercise – Part 2

  • What is your present Value Proposition?
  • What does Council want it to be?
  • What is the relevance of this concept to a

municipality?

  • Discuss
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Strategic Planning Process

Activity Gather Information Analyze Data Draw Conclusions City Assessment Research Analysis Strengths & Weaknesses External Analysis Gather Trends Analysis Opportunities & Threats 25 Mission Vision Values Strategies/Initiatives Goals Financial Customer Process Staff/Culture Transition to Operations

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PRIORITIZATION TOOL

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Strategy Prioritization

  • The Strategy Evaluation Tool – What is the

impact of you strategies/initiatives on all of your goals?

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Strategy Sessions Output

  • Budget Book

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SITUATION ANALYSIS – PART TWO

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Welcome – Situation Analysis Part 2

  • Now that you have clear direction of the vision
  • f council, how do you implement?

– Visibility – Accountability – Measurement

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VISIBILITY AND ACCOUNTABILITY TOOLS

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Strategy Execution

  • The A3 Discipline
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WHAT IF WE DON’T DO THIS?

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RTKL 2005

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Cunningham Architects 2007

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Final

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HNTB 2009

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Final Design

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MEASUREMENT AND DASHBOARDS

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Measurement

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Questions?

46 Survey

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Questions/Comments?

For additional information about any of the frameworks, processes or tools presented, please contact Rick Robinson at rrobinson@sdiclarity.com or 214.448.5623

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