building bridges that matter: linking strategy and execution with mark mullaly

Building BridgesThat Matter:Linking Strategy

& Execution

Housekeeping Items

• 40 minutes of presentation

• 15 minutes of Q&A

• All lines are on mute

• Enter questions into chat box

• Event is being recorded

• Slides will be shared post presentation

2

Today’s Presenter

3

Moderator: Tushar Patel • SVP of Marketing, Innotas

• Previously at and Mocana Corp and National Semiconductor

Mark Mullaly, PhD, PMP• President & Chief Organizational Therapist,

Interthink Consulting Incorporated

• SME Strategy Development & Execution

Linking Strategy & Execution

• Organizations Today Face A Critical Challenge

– Clearly defining their desired future

– Proactively executing to ensure that future is realized

• Addressing This Challenge Is A Problem Of Alignment

– Fully integrating vision, goals and results

– Meaningfully responding to changes as they occur

– Maintaining visibility, awareness and commitment

4

Maintaining Alignment Is Theoretically Simple…

Identify

Projects

5


Identify

ProjectsDefine

Priorities

6


Identify

ProjectsDefine

Priorities

7

Deliver On

The Plan


Identify

Projects

Deliver On

The Plan

Define

Priorities

Realize

The Benefits

8

Fundamental Challenge of Alignment

certainty

clarity

focus9


certainty

clarity

focus

responsive

nimble

dynamic

10

versus


certainty

clarity

focus

responsive

nimble

dynamic

11

versus

need

for

balance

Key Challenges In Aligning Portfolios

• Manual & Labor Intensive Data Management

• Inaccurate & Stale Data

• No Organizational Agility

• Ignoring Resource Constraints

• Reactive, Not Predictive

12

A Plan To Bridge The Gap

Strategy

Politics

ProcessTools

Pace

13

Aligning Strategy

• Strategy Decisions Are Difficult– We make them with imperfect information– We can't see into the future with reliability– We get distracted

• Making Better Strategy Decisions– Need rational supports for decision making– Criteria need to be objectively aligned to strategy– Results using decision criteria need to be challenged in

constructive discussions– There needs to be recognition that politics will not be

eliminated and needs to be accommodated – to an extent

14

Aligning Politics

• Politics Is Fundamental To Portfolio Management– Influences all aspects– Most common cause of challenges– Most difficult to engage with and address

• Strategies For Addressing Politics– Recognize that politics needs to be engaged with constructively– For portfolio management to work, there must be political

acceptance– All stakeholders need to commit to using the process– All decisions need to be managed through the process– Portfolio management needs to be seen as materially more

constructive and useful in getting decisions made

15

Aligning Process

• Process Is Essential, But Often Avoided– Provide framework and consistency for alignment– Establish objectivity and clarity of expectations

• The Results Of Bad Process (Or No Process) Are Pretty Predictable

• Solutions Are Understood, Just Not Followed– Process needs to be (and be seen as) relevant to the

environment– Change management strategies need to be adopted– Incentives are required for using the process– There need to be consequences for failure to comply

16

Aligning Tools

• Managing Strategy And Change Is An Information Problem– Being clear on where you are going– Defining how you are going to get there– Identifying the resources that are required– Establishing and evaluating success

• Tools Provide A Critical Means Of Managing Alignment– Providing an integrated view of how goals, projects and actions

relate– Understanding resource requirements, capacity and

commitment– Evaluating the impacts of changes of strategy and direction– Maintaining visibility of portfolios, projects and progress

17

Aligning Pace

• The Annual Planning Cycle Is Dead– Although there is some question as to whether it ever

lived

• Plans Are Important– Making changes to plans is essential

• Strategy Needs To Respond In Real Time– Clarifying changes to goals and objectives– Choosing what needs to change in execution– Meaningfully assessing and understanding impacts

18

Laying The Foundations Of Alignment

• Where You Have Yet To Begin To Build– Portfolio management starts with good foundations

• Portfolio Management Is A Practice Of Integration– Leverages strategies that have been identified at the

outset

– Makes choices about the projects that need to be done

– Assesses the resource requirements necessary to be successful

– Defines the means of managing and monitoring performance over time

19

Spanning Our Current Reality

• For Those Who Are On The Portfolio Journey– Evaluate the basis by which decisions are effective

– Assess the degree to which strategy, execution and results are aligned

– Monitor the extent to which resources are used optimally

• Portfolio Management Is Often A Response To Organizational Challenges– Poorly defined strategy

– Ineffectively implemented projects

– Unmanaged assessment and allocation of resources

20

Sustaining Effective Linkages

• Be Clear About The Goal– Portfolio management integrates and aligns:

• Strategy• Projects• Resources• Results

• Critically Assess Current Progress– How are strategies and decisions being made?– How are changes and shifts in strategy responded to?

• Commit To Constant And Continuous Improvement– Assess the degree to which your strategy, process and tools deliver

results– Continually monitor the impact of politics on effective decision making

21

Looking Beyond The Horizon

• Anticipating The Future– Pace is getting inexorably faster– Success is a product of good, timely decisions– Strategy requires clarity of purpose and flexibility of how

purpose is attained

• Success Depends Upon Responding In Real Time– Fact-based, data-driven judgment– Ability to assess progress and recognize performance

challenges– Tools to assess shifts in strategy and evaluate

consequences of change

22

23

Questions?

Innotas © 2015 | Confidential

Innotas Company Overview

Company founded 2006 in San Francisco

Dedicated improving the IT management

process via SaaS solutions from inception

Recognized leader in the PPM and APM

industry with disruptive technology and a

history of market “firsts” – most recently our

new Predictive Portfolio Analysis (PPA)

500 customers, including proven enterprise-

wide deployments in Healthcare, Financial

Services, Technology, Government, and

Education

Project Portfolio ManagementEffectively manage project requests,

resources, budgets and projects

Application Portfolio

ManagementAnalyze and manage IT tasks needed

to sustain existing operations

Predictive Portfolio AnalysisPredict, plan, and re-plan your highest

value portfolio that aligns with business

goals

Resource ManagementProductive alignment of IT resource

capabilities and availability

Four-Time

“Leader”

“Leader”

Innotas © 2015

Top Down Portfolio Management

Resource Capacity & Demand Planning

Predictive Analytics & Planning

Dashboards & Reporting

Waterfall / Agile

ProjectsApps

Integration Platform

Existing Systems

Portfolio & Prioritization

Innotas © 2015

Predictive Portfolio Analysis™ (PPA)Portfolio Planning

Recommends & schedules the highest value portfolio based on resource constraints

Resource Planning

Achieve peak usage of resources and ensure highest value of work is being executed

Resource Forecasting & Gap Analysis

Improve stakeholder relationships by communicating more accurate forecasts & resourcing hiring needs

Re-Planning and Re-Forecasting

Increase business agility by adapting to changes in market and business environment quickly

Contact Us

Innotas

• Phone: +1 866-692-7362

• For questions or a Demo, send an email to: [email protected]

• Twitter: @Innotas

Mark Mullaly

• Phone: +1 416-971-3335

• [email protected]

• Twitter: @markmullaly

27

www.innotas.com/resources