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

eCameron, Inc.

Activity Map Exercise

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