business strategy on a page
DESCRIPTION
the requirement is dead long live the outcome and working in collaboration with other stakeholders to deliver business strategyTRANSCRIPT
Andy Parkins
VP, Business Technology
Getting Stuff DoneThe rig
ht
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EVERBODY WANTS IT!
This is what we do
Our Company & Our ‘Blue Wig’ Culture • “Its all about people”• Aggressive Growth• Entrepreneurial • Junk Speed• Local global reach• Make it work vs. do it right • The road less travelled• Our Daily Huddle
My Job description in our Transformation
AT = ((CT + BT)(OT +IT))EA
Bring Energy, Think Innovation, Add Value
A Case Study on the way we make our strategy work
We Start with Why• Our Painted Picture• Our core challenge • 90 minutes communication with stakeholders• Executing strategy in our GSD framework
Our painted picture
The best way to ensure that the future happens is to create it – first with a vivid mental image in our minds….
An Exceptional Milestone• Leadership• Engagement• Awareness• WOW!• Success
Understanding the Challenge
Strategy: A coordinated plan of action in response to . . . a situation . . .
The starting point for every strategy is defining the situation – the fundamental challenge facing our organization
Our fundamental challenge
• More than 10 years ago, 1-800-GOT-JUNK? created a new paradigm by inventing the modern junk removal business
• Today, we face numerous competitors, many of whom have cost structures that give them a pricing advantage
• Most are copy-cats and imitations of our business model• Our success in our core brand must lead to success
across our other brands
We compete by unlocking & using weapons our competitors don’t have –asymmetry
Our strategies are a ‘bet’
• Every 1-800-Got-Junk? strategy is a calculated bet designed to beat the fundamental challenge
• Our bet is that we can out-do the competition and meet growth targets by consistently focusing on four pillars:
• People Leveraging & creating superior teams and specialized skills
• Customers Coordinating resources to earn customers and increase our repeat business
• Brand Protecting and leveraging what none of our competitors have
• Innovation Challenging the status quo
Our Strategies Must…
• Overcome the fundamental challenge
• Focus all our power on well-aimed powerful actions that create performance breakthroughs
• Be a carefully coordinated and sharply prioritized
Embrace the power of 3!
We test the value of our strategies?
Does it continue to meets our six strategy design criteria:
1. Is it relevant?
2. Does it leverage a real opportunity?
3. Is it well positioned?
4. Is it focused?
5. Does it have urgency?
6. Is it linked?
Our Six criteria for good strategy
1. Relevance – the strategy must be our best answer to the fundamental challenge
2. Leverage – it directs an advantage against an opening and exploits asymmetry
3. Position – it strengthens our position to profit today, and position for tomorrow’s asymmetry
4. Focused – it masses a prioritized effort against leverage points: weaknesses, asymmetries, opportunities – and exploits them.
5. Urgent – sets targets and priorities that are near-term, challenging and achievable, and supports deadlines
6. Linked – the strategy defines a clear value creation chain inside the organization, and supports it with cascaded objectives
Our core strategy is an ongoing bet
• It is a calculated bet – we adjust as we win and loose
• It’s never a sure thing at the beginning
• Progress is monitored with a passion
• Our ongoing mission is to learn from our experiences
• We set work priorities based on their link to the bet
Sharing 90 minutes with your shareholders
Visualizing & communicating strategy
Our Business Capability Map
Business Branding (Revenue driven KPI’s)
Enterprise Shared Services (Efficiency based KPI’s )
Customer Service (Value focused KPI’s )
Business Continuity
People & Learning
Accounting(Finance &
Benefit)
Estate management
Business Technology
Platform
Enterprise Change
Management
Revenue management& Reporting
Information Management
Legal Council
MarketingPublic
RelationsSales
ManagementBrand
ManagementFranchise Operations
Business Strategy
Development
FP Development and Innovation
Enterprise Resource Planning
Customer relationship
Management
Knowledge Management
Risk Management
Content Management
Procurement
We link strategy to outcomes to tactics
1. Strategy On A Page (S.O.A.P)
(objectives, outcomes and interventions & Benefits)
3. Business Blueprint(Phases, enhancement and
Organizational Impact)
2. Business Roadmap(outcome driven actions, key
decision and benefit milestones)
4. Technology Roadmap(Capability to Assetsh/w, s/w stacks etc.)
BusinessCapabilityCatalogue
People, Process & tools
1 & 2 drive business integration while 3 & 4 drive value-based action
Goal: Focus on defining the outcomes that drive the right decision based actions
We use S.O.A.P as the collabouration tool
Executive focus:
Directorship focus:
Management focus:
Operational focus:
3- 5 year Objectives
Outcomes by key themes (concerns, criteria, etc)
Tactics to executed
12-18 month goals Targets defining success
New Ways of working Capability Picture Benefits envisaged
Not a presentation tool but a stakeholder communication tool to secure directional alignment
S.O.A.P = Strategy On A page
90 minute session to tease out and evolve thinking
Maturity Phase 3: Continuous Improvement
Maturity Phase 1: Engagement
Maturity Phase 2: Partnering
Phase 3 OUTCOME
A value driven agenda for Technology that is business outcome focused and directly supporting our brands
Phase 2OUTCOME
BizTEch function matured from providing IT performance to enabling business performance
Key: Roadmap items
Outcome Based ActivityBenefit Realisation point Deliverable Milestones
BusinessPlanning
Solution Quality
Business Strategy
Delivery
Talent m
anagement
Com
munication
Vision
we can out-do the competition and meet growth targets by focusing on our four pillars
Business Services
Phase 1 OUTCOME
Business stakeholders recognize value in partnering with BizTech to improve customer service
Enterprise Integration Roadmap - towards 2016
The roadmap explains the inter-dependencies and benefit maturity rationale for each business service shown
GSD facilitating business alignment workshops between stakeholders
Business Case, Blueprint & Roadmap agreed Stakeholder decision planning based on KPI reporting
BPM integration secured .
Capability function recognizedby Franchises & other business units
EA phases & business maturity pace agreed
ARB maturity plan forbusiness units agreed
Capability catalogue published
Information solution published
Capability owners and process leads identified & agreed
Agile Business Technologyplatform
Technology is business performance focused
Talent Management strategy in place and being executed
Business capability driven targets
Agreed skill sets and approach with IT suppliers
Quality reviews driveperformance
Executing the Challenge
?
What business outcomes are being sought?
What is the contextual priority and the net benefit
What is the best business solution at this time?
What is being delivered, when ?
Is the opportunity providing the benefit envisaged?
Discover
Value
Viable
Implement
Assess
Five Questions we ask during execution
Why we ask
1. To ensure the business case (ROI/TCO) continues to make sense
2. That the plan is locked and loaded for the solution agreed
3. All stakeholders are prepared for a successful launch
4. The benefit harvested is going to be as expected
What GSD lessons have we learnt
1. Sponsor Accountable for communicating “why” a change occurs
2. Focus on the business qualities of a solution not just functional behavior e.g. simplify, integration, performance, satisfaction, improve value etc.
3. Ensure trade-off decisions are explicit to ALL stakeholders and sponsors
4. Govern solutions against knowledge of business outcomes required .
5. Highlight early, areas of complexity to be considered & addressed.
6. Promote cross team communication and alignment of business roadmaps
SUMMARY
• What are the biggest challenges we faced?• New Terminology, new culture & way of thinking, value-based approach
• How have we overcome them (or not)• We still are! – hearts and minds one step at a time, open conversation
• What results: • Benefit driven business change practices
• Unified communication we are on the same facing the same direction• Doing Junk Learn and Junk Execute at the same time causes pain
• What have we achieved beyond the initial goals?• Ability to measure collective patience, mind shifts don’t just happen • You can turn a super tanker with a canoe – you just need to think latterly
What to do next – take the first steps
1. Write down the fundamental challenge you want to address
2. Agree ‘A’ccountable parties to draft your SOAP
3. Communicate and collaborate in 90 minute chunks
4. Get ‘R’esponsible parties ready to build benefit roadmaps not plans
5. Dry run the sketching of a SOAP & Roadmap – it’s a different mindset
6. Build and mature your business capability catalogue
7. Walk the talk & share your SOAPs and Roadmaps
8. Look for execution challenges and misalignments across SOAPS
Get ready on Monday to:
Start within the month to:
