pmo leadership in a chaotic world · aligning pmo strategy & culture collaboration...
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PMO Leadership
in a Chaotic World
Tim Wasserman | Chief Learning Officer | TwentyEighty Strategy Execution
Tim is responsible for leading the strategy and content of all Strategy Execution learning
solutions. He is an expert in the successful implementation of large-scale organisational
behaviour change, with over 25 years of experience developing and implementing
enterprise-wide initiatives for Fortune 500 companies. Tim has led design and
implementation teams to improve execution capabilities for organisations including Cisco,
Google, Medtronic, Nordstrom, Prudential and Boeing around the world.
Alaina Fletcher | Director of Adaptive Execution | TwentyEighty Strategy Execution
Alaina brings a wealth of global experience in the design and development of customised and
collaborative learning solutions; leadership programmes; organisational performance analysis and
evaluation of training programmes. Her work absorbs current technologies and emergent industry
trends, implementing them in learning solutions to enable application in the workplace and bring
measurable business outcomes. Her experience extends across instructor-led, virtual, online, and
blended modalities, and across industries, including Finance, Oil and Gas, Pharma, IT,
Manufacturing and Telecommunications.
Tim WassermanChief Learning Officer
Alaina FletcherDirector of
Adaptive Execution
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 3
The Fuqua School of Business and Duke Corporate Education
DUKE UNIVERSITYAmong the very best research universities in the world with research and education programs across the globe including Duke-NUS Graduate Medical School in Singapore and Duke Kunshan University in China.
THE FUQUA SCHOOL OF BUSINESSRanked #3 this year in Bloomberg BusinessWeek with rigorous research and experience at the forefront of every business discipline.
DUKE CORPORATE EDUCATIONConsistently ranked among the top threecustom providers globally by the Financial Times and #1 for 12 years straight.
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 4
Changing Environment
AMBIGUITYVOLATIILITY UNCERTAINTY COMPLEXITY
V U C AFrom disruptive
technologies to unlikely
competitors, the nature
and magnitude change
has become
unpredictable and its
pace has accelerated.
Less predictability and
greater prospects for
surprise, there is no
guidebook for the new
situations and decisions
People, industries,
events, even everyday
objects are all
interconnected in ways
that they never have
been before.
The haziness of reality,
greater potential for
misreads, and the
mixed meanings of
conditions
STRATEGY EXECUTION
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 5
Introduce yourself and discuss how
VUCA is impacting:
1. Your organization
2. Your role as a PMO leader
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 6
The New Strategic Reality: More Volatile and Complex
Strategic Plan
Strategic Reality
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 7
Organizational Project Work isIncreasingly More Important
agreed that PM is critical
to business performance
and organizational
success
agreed that PM
enables business
growth
97% 94%
In a world of volatile rapid change,
where businesses are protecting
their core AND transforming
themselves to meet the demands of
the future, a growing portion of
strategy is being executed
through projects/initiatives.
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 8
The Strategic Leadership ‘Eco-System’All levels of leadership are inter-connected
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 9
Tour de FranceGC Rider needs to finish each day and the race with the least amount of time
Architects (owners/coaches)
GC Contender(Tactical Ownership)
Road Captain(Tactical Instruction)
Provide the strategies/tactics and the best conditions
Utilise team most effectively on the
road
DebriefRefine strategies
Provide feedback on conditions
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 10
Discuss who you think the
center-leaders are in your
organisation?
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 11
What skills and capabilities are
required of a center-leader?
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 12
Key Challenges
Managing Critical
Relationships (LCR)
Aligning Work With
Strategy (CSIA)
Building Effective
Teams (LET)
Delivering Business
Value (FMP)
Design Thinking for
Results (new)
Driving and
Influencing Change
(LCM)
Influencing
Without Authority
(MWA)
Making Sense of
Complexity
(new/LSE/ECP)
Building highly effective distributed and diverse
strategy execution teams
Building the influence required to effectively and
efficiently redirect the work
activity to optimize strategy
execution
Making sense of the
complex context within
which the strategy must
be executed
Aligning strategy with
work activity to reduce the
strategy-execution
performance gap
Applying design thinking
to improve strategy
execution results
Reconfiguring the work
activity to deliver optimal
business value in
executing the strategy
Managing stakeholder
relationships to ensure
successful strategy execution
Driving and influencing
the change required to
execute the strategy
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 13
Adaptive Leadership
Bridging the gap…
14
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 15
Who are you?
What is the context?
The Strategic Execution Framework
Strategic Execution Framework (SEF)
Copyright © 2004 IPS Learning, LLC and Stanford University – ALL RIGHTS RESERVED
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 16
The Nature Domain
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 17
Don’t Underestimate the Power of Culture
Peter Drucker
“Culture eats strategy for lunch.”
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 18
Collaboration Control
Four Core Cultures andToday’s Work Approaches
Collaboration
(affiliation)
Control(order & security)
Cultivation(self-actualization)
Competence(achievement)
Source: Schneider, William E. The Reengineering Alternative: A Plan for Making Your Current Culture Work. Burr Ridge, IL: Irwin Professional Pub., 1994.
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 19
Collaboration Control
Aligning PMO Strategy & Culture
Collaboration
(affiliation)
Control(order & security)
Cultivation(self-actualization)
Competence(achievement)
Source: Schneider, William E. The Reengineering Alternative: A Plan for Making Your Current Culture Work. Burr Ridge, IL: Irwin Professional Pub., 1994.
Project Support
PMO
CoE
PMO
Enterprise/Org Unit
PMO
Project-Specific
PMO
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 20
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Control
CompetenceCultivation
Collaboration
Draw Your Culture Map
Draw a culture map for:
• Your Organization (red/solid)
• Your Initiative/Program/Project (green/dashes)
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 21
Who are you?
Where are you going?
How will you operate?
What needs creating?
What is the context?
How will we build it?
The Strategic Execution Framework
Strategic Execution Framework (SEF)
Copyright © 2004 IPS Learning, LLC and Stanford University – ALL RIGHTS RESERVED
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 22
Discuss where
are your
Strengths and
Opportunities?
Strategic Execution Framework (SEF)
Copyright © 2004 IPS Learning, LLC and Stanford University – ALL RIGHTS RESERVED
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 23
Opportunities for
Improvement
What We Do Well
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 24
Adaptive Strategic Execution Excellence
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 25
Managing Critical
Relationships
(MCR)
Aligning Work With
Strategy (AWS)
Building Effective
Teams (BET)
Delivering Business
Value (DBV)
Design Thinking for
Results (DTR)
Driving and
Influencing Change
(DIC)
Influencing
Without Authority
(IWA)
Making Sense of
Complexity (MSC)
4 ELECTIVES
2 REQUIRED
+
Adaptive Strategic Execution Programme
©2017 Duke Corporate Education and TwentyEighty Strategy Execution 26
Questions & Answers