tying corporate strategy to projects!
Post on 04-Apr-2022
1 Views
Preview:
TRANSCRIPT
Tying Corporate Strategy to Projects!
Understanding and Applying Business Strategy to Projects
April 13, 2017
Training to help you execute every initiative successfully
Offered in conjunction with:
Instructor:
Todd C. Williams
President, eCameron, Inc. (360) 834-7361 Todd.williams@ecaminc.com
Strategy Pyramid
MissionWhy we exist
ValuesWhat is important to us
VisionWhat we want to be
StrategyOur Game Plan
Strategy MapTranslate the Strategy
Balanced ScorecardMeasure and Focus
Targets and ObjectivesWhat we need to do
Personal ObjectivesWhat I need to do
Strategic Outcomes
Satisfied Shareholders
Delighted Customers
Efficient and Effective Processes
Motivated and Prepared Workforce
Source: Strategy Maps: Converting Intangible Assets Into Tangible Outcomes, Robert Kaplan & David Norton, Harvard Business Press, 2004, p. 33
Limited Use of Travel Agents
Very Low Ticket Prices
Automatic Ticket
Machines
Flexible Union
Contracts
High level of Employee Stock
Ownership
Frequent Reliable
Departures
Limited Passenger
Service
High Aircraft Utilization
Specialized fleet of 737
aircraft
Lean, Highly Productive
Ground Crew
High Compensation of employees
“Southwest the low-fare
airline”
No Baggage Transfers
No Seat Assignments
No Meals
No Connections with other
airlines
Short-haul point-to-point routes
between midsize cities and secondary
airports.
15-Minute Gate
Turnarounds
From What is Strategy? By Michael Porter, Harvard Business Review, 1996
By: Todd C. WilliamsLast Edited: 6/3/2014 7:46 PMPage: Activity Diagram
eCameron Company Confidential
Created for:
Name: 2014-ActivitySystem.vsd
Sage Advice(Expert &Executive)
Project Rescue
Improving Project
Execution
Business Technology
Projects
Not:· Construction· Small Non profit· Government· Pure play PM· Headhunter
Focus:· CFO· COO· CEO· CIO
US ReachDominate
Social Media
Writing
Personalized 1-on-1 Service
Compensation Plan
Flexible and Cost effective
Remote Work
Mentoring
Presentations
Strategy Refinement /
Implementation
Service as a Product
Hire IT Executives
Blogs Books
ProjectExecutive LevelMiddle
Management
Expert Witness
Referenceable accounts
Training
Participatory Property
Managers
Growth through M & A
Dominate USMarket
“Personal Touch”
Property Manager Benefits
Property Manager Recruitment
VendorPurchasing Network &
Agreements
Employee Benefits
Perfected M&A
Increase Canadian &
Mexican Properties
Active lifestyleAffordable Living
Add Livestock Care
Add Country Living
Reward and Recognition
Integration Playbook
Consistent Low Cost Operations
Example Activity Map as Part of Strategy Planning
Philanthropy
Cross Property Sharing Options
Reduce Debt
http://ecaminc.com360-834-7361
By: Todd C. WilliamsLast Edited: 9/7/2015 8:20 AMPage: Page-1
BSC For Project Teams Company Confidential
Created for:
Name: StratMapBlank.vsd
Fin
anci
alC
ust
om
erLe
arn
ing
&
Gro
wth
Inte
rnal
Operational Excellence Business Partner Leadership Role
Corporate Goals and Execution Strategy
Diplomat
ClearPractice
Initative_Division ManagementInitative_Title Executive Group Purchasing Option
(GPO) MD Education IM-EMR Build Patient Marketing Physician Marketing Op-GPO-Supp Op-IM-EMR Op-Patient IM-EMR Hosting
EM-1: Grow ClearPractice infrastructure to handle aggressive Physician acquisition rates in 2014.
GPO-1: Implement Lab GPO.
MDE-1: Establish a Physician Education Program.
IM-EMR-1: Deploy IM-EMR Beta tool.
Pat-1: Develop and implement Marketing strategy increase awareness of ClearPractice and drive rapid Patient Marketing growth.
Phs-1: Increase the Number of "high-value" Physicians.
OpGPO-1: Develop customer facing culture (through processes and personal interaction techniques) that upsells and accurately and timely fills
OpIM-EMR-1: Implement Physician Onboarding Process.
N/A Host-1: Develop scalable secure to handle projected physician office growth rate.
EM-2: Grow ClearPractice infrastructure to handle rapid Patient Marketing rates in 2014.
GPO-2: Develop and implement a Supplement/Vitamin GPO model financially attractive to member physicians.
IM-EMR-2: Deploy IM-EMR Production tool.
Pat-2: Develop Extensible Patient Call Center.
Phs-2: Increase the engagement of member physicians.
OpIM-EMR-2: Maintain quality levels.
EM-3: Develop a viable revenue model to create a profitable business by 2014.
IM-EMR-3: Setup Operations Center for IM-EMR.
Phs-3: Implement Fellowship program.
EM-4: Maintain startup funding.
IM-EMR-4: Develop and implement a physician office training procedures.
Phs-4: Define and Implement Diplomat prescription volume enhance
IM-EMR-5: Create helpdesk for physician office support.
Phs-5: Build IM-EMR Marketing plan and three-
MetricsFinancial Perspective:
EM-3 GPO-1 MDE-1 EM-3 Pat-1 EM-3 EM-3 EM-3 EM-3 EM-3Define revenue stream model that is affordable to physician and profitable to
Four GPO Lab vendors contracts signed.
Educational programs funded by exhibitor fees.
All expenses within budget 80% of website contacts are reachable.
90% of all physicians are paying full subscription rate.
Achieve 40% gross margin. Operational cost less than 50% of physician subscription rate.
Patient lead acquisition cost under $16 per lead.
System/maintenance cost within allotted budget.
70% of reachable contacts are legitimate candidates.
Achieve 10% profit.
Define BudgetDefine Patient Marketing Roles and Responsibilities Define maximum Patient Marketing cost.
EM-4 GPO-2 Phs-3 OpGPO-1 Phs-4Determine the Value Proposition for the GPO.
2013: Negotiate contracts with five vitamin and/or supplement vendor.
Develop fellowship program for release in January 2014.
50% of physician vitamin and supplement sales through GPO
70% of all prescriptions are processed electronically.
Process 600 (20 Physicians 6 months, 5 orders) of Vitamin/Supplement sales by Dec. 31, 2013.
Phs-4Define a plan that will incentivize physicians to buy through Diplomat.
Customer Perspective (Physician):
Phs-1 GPO-1 MDE-1 IM-EMR-1 Pat-1 EM-3 EM-3 OpIM-EMR-3 Pat-2 Host-1Support physician acquisition through lead qualification and physician education.
Create GPO marketing collateral for Physicians.
Five testimonials from pyhsicians on the value of the educational program.
100% Physician Testimonials on the IM-EMR Beta release.
Test three marketing media other than SEO/SEM to draw web requests.
Create value proposition to justify subscription fee.
Increased margin on vitamin and supplement sales.
Helpdesk responds to all physician office calls during office hours within 15
2015: Generating 5 patients per month per office.
99.9% availably of website during office hours.
2013: convert 75% of member physicians to using GPO.
Eighty physicians activley participating in the education program.
All beta physicians actively participating by the 2nd month of beta release.
Validate Patient Marketing Growth Rate
All SEV-1 issues resolved in 1 day.
2014: Generating 4 patients per month per office.
2013: Generating 3 patients per month per office.
Phs-3 GPO-2 Phs-1 & Phs-2 Phs-1 & Phs-2 Phs-2Define fellowship criteria. Create GPO marketing
collateral for Physicians.Create marketing collateral that shows the value of patient leads.
Conduct six physician seminars.
Physicians are able to quantitatively measure a 5% improvement to their operating profit.
2013: convert 50% of member physicians to using GPO.
One physician per seminar presenting on the financial advantages of ClearPractice.
Phs-4 Phs-1 & Pat-1 IM-EMR-2Implement discount prescriptions through Diplomat.
2013: 100 Physician Members on website.
A majority of patients communicate with the Physician office via the Patient Portal vs. a
Phs-4 IM-EMR-4Physician prefers to issue scripts through Diplomat.
Physician help requests answered in 10 minutes.Physician help requests resolved in under 15 OpIM-EMR-1 & IM-EMR-4Physician on-boarding process under 5 days.
Customer Perspective (Patient):
Pat-1 OpGPO-1 Pat-1 Pat-1 Phs-1 OpGPO-1 OpIM-EMR-3 Pat-1
20
16
S
trat
egic
G
oals
20
13
Key
In
itia
tive
s
ClearPractice Makes Me Healthier
ClearPractice Increases My Profit
Become North America's primary conduit to age
Maintain Expenses Within Investment Budget
Increase Prescriptions to Diplomat
Increase quantity and devotedness of patientsIncrease quantity and engagement of member
Add Value Marketing Operations
eCameron, Inc. Corporate Objectives Page 1 of 2
Corporate Goals and Execution Strategy
Provide valuable content for patient marketing collateral.
Create Patient Payment scripts and processes.
User friendly fulfillment (Five patient testimonials).
Determine target AdWords that appeal to target patient market.
No patient prospects lost due to inadequate selection of physicians.
90% of patients prefer our GPO.
No patients make a negative comment based on IM-EMR malfunction.
Click through rate on newsletter increases at a normalized 20% rate.
Create Patient scripts and shipping processes.
Acquire 25 patient testimonials that show value of hormone therapy.
No more than 20% patient drop out due to physician selection.
2013 20 patient testimonials. Normalized 30% per month growth rate of newsletter subscriptions.
Develop a website that has virtually no errors.
All orders received before 4:00PM shipped that day.
Perform market research on patient patterns for social media, common venues, and other advertising Achieve 20 Physician posts on how their patients (Case studies) have improved their lives.
Internal Perspective:
GPO-2 IM-EMR-2 Pat-1 Phs-1 Phs-2 Pat-1 Host-1Create Warehouse/QuickBooks reconciliation processes.
Build an operations unit. Develop patient conversion reports to show the value of lead channels.
Target backlog of 100 physician per region.
65% of all lab test results are processed electronically.
Produce 24 correlations per year between contact and web, SEM, or other marketing channels.
Data security meet / exceeds applicable standards (PHI, HIPAA, PII). Independent security audit reveals no material findings.
OpGPO-1 IM-EMR-3 Pat-2 Phs-4 OpIM-EMR-3 Pat-2 OpIM-EMR-3Create credit card decline and reconciliation process.
Monthly releases of IM-EMR functionality and feature updates.
Develop contact scripts for Call center.
50% of prescriptions are processed through Diplomat.
No unplanned preventable software outages.
Return all lead calls within 4 business hours.
Tier 3 support 2 hour turnaround on all issues
No unplanned hosting outages during office hours.
EM-3 Phs-2Define the target Patient Marketing cost and value
Active, engaged Physician Advisory Committee providing input to the IM-EMR product lifecycle.
Pat-1Active, engaged Patient Advisory Counsel providing input to the IM-EMR product lifecycle.
Learn & Grow Perspective: Cover Four Regions by the End of 2015
EM-1 IM-EMR-3 Pat-1 Phs-1 EM-1 Pat-2 Host-1Provide resources for ClearPractice's infrastructure to handle physician acquisition rates of 0.7 Office per day starting in 2014
Develop IM-EMR cloning process to enable creating new region.
Develop a website that attracts 80% contactable leads.
Redefine physician acquisition.
Implement structure to handle 2014 growth rate.
Implement structure to handle 2014 growth rate.
Scalable at 240 physician offices a year.
Acquire VP Sales (Physician) Test three new non-web marketing trials.
Define processes for marketing to physicians in
Expand to new social media platforms to the degree that Facebook is used (i.e. LinkedIn, Twitter)
EM-2 Phs-2Provide resources for ClearPractice infrastructure to handle Patient Marketing rates of 5 patient converstions per day and an additional 1.6 per day per
2013: Member Physicians acting like "Owners"
Pat-1 Phs-1 & Phs-2Define the value proposition for patients
2015 500 member Physicians2014 260 member 2013 100 member
Phs-1 & Phs-2Define the Value Proposition for Physicians
*** ***End of Page
20
13
Tac
tica
l Goa
ls
ClearPractice Consistently and Efficiently Supports All of Their Customers (Patients and Physicians)
eCameron, Inc. Corporate Objectives Page 2 of 2
Item Due Item Due Item Due Item Due
Financial Booth at AMMG Booth at A4MBooth at AMMG
Physician Identify physician pain points.Create value proposition for physician.Determine viable purchasing options ala-carte vs. bundled pricing.Identify criteria for new physicians.
Patient
Internal Create marketing material. Build staff to support physician on boarding.
In process 5-30-13
Create marketing materials for booths.
Develop a key seminars list for Physician acquisition.
Add list of conferences.
Identify and commit to key seminars.
Develop and implement a physician onboarding plan.
Learn & GrowDefine the Physician Acquisition model and lead
Hire Sales Rep. Implement a regional expansion plan.
80% Outside Chicago Dec 31
Develop a regional expansion plan. 1-Jun-2013 73 Physicians
Q1 Q2 Q3 Q4Financial
Physician Underscore value proposition. Solicit enhancement input from physicians. 1-Jun-2013
Tie additional bebefits to physical level of engagement.
Develop a plan for the period meetings for the Phs meetings
Phs meeting Nov 10
Define meeting schdeule, frequency, and venue.
April meeting April 15
Patient
Internal Define quarterly membership meetings.
Implement the quarterly membership meetings.
Learn & GrowDefine the Physician culling process and wheter it is necessary.
5 testimonials
90% rentention of high-value targets
Q1 Q2 Q3 Q4Financial Define the fellowhips margin. Fellowship program in place
(dependant on A4M S/W discussions)
Physician Sell fellowship to physicians.
Patient
Internal Define physician marketing strategy.
Learn & GrowDefine the fellowship reselling program.
Get signed agreement to resell fellowships.
Define resource requirements to implement and maintain program.
Phs-2: Increase the engagement of member physicians.
Physician Marketing
Phs-1: Increase the Number of "high-value" Physicians.
Phs-3: Implement Fellowship program.
Q4Q3Q2Q1
Physician Marketing Page 1
By: Todd C. WilliamsLast Edited: 9/2/2015 3:53 PMPage: Lifecycle
eCameron, Inc. Company Confidential
Created for:
Name: AdoptionLifecycle.vsd
Current State Transition Future State
Inception Conceptual Design Build Deliver Sustain
Executive Sponsor
Technical/Implementation Architect
Change Management Team
KPI: End-User Involvement KPI: End-User Involvement & Satisfaction KPI: End-User Adoption & Satisfaction
Traits:· Strong Leader· Believes in Vision· Respected and trusted by project
team and end-users· Decision Maker· Domain Knowledge not required
Accountable for:· Alignment with Corporate Goals.· Drives Organizational Change
Management (Adoption) of the project’s product.
· Fiduciary Results
Traits:· Business acumen· Objectivity· Believes in vision· Respected and trusted by project
team and end-users· Subject matter expert (SME)· Expert in implementation tools and/
or technology
Accountable for:· Solution Design.· Usability· Defining solution within means
Project Team
Short-Term Wins
Transfer of Ownership to end-user
OCM Assessment
Resistance Mitigation Plan
Define Minimally Viable Product
(MVP)
Quell fears of Middle Management
Define technical requirements
Validate project change
Gain Acceptance
Define Solution
Monitor Detailed scope
Validate Business Case
Define Technical Vision and Roadmap
Adoption Lifecycle
The Adoption Lifecycle chart shows the relationship between an initiative and three key roles—Executive Sponsor, Technical Architect, and End-User (assumed to be primary constituent of the Change Management Team. This graphic commences at the initial concept
that a change is needed (Sense of Urgency exists) though acceptance of ownership by the end user. its goal is to define the Traits and deliverables of the Executive Sponsor and Technical Architect
Communication Priorities
Business Vision Direction & Focus Focus Empowerment & Resolution Reinforce & Applaud
Embed OCM Tasks in Schedule
Recommended Reading
What is Strategy?2 Michael Porter (In packet)
Heart of Change1
John Kotter
The Strategy Focused Organization1 Robert Norton & David Kaplan
Strategy Maps1 Robert Norton & David Kaplan
The Strategy-Focused IT Organization3 Multiple Articles & Authors
The 4 Disciplines of Execution1 Chris McChesney, Sean Covery, Jim Huling
1 - Available at http://InitiativeReady.com 2 - Provided in your class packet 3 - Available at https://hbr.org/product/a/an/2688-PDF-ENG
top related