Breakthrough  Planning
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Breakthrough Planning

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Breakthroughs in a Mass Ingenuity℠ system of management require people to combine their most creative ideas and most diligent execution to build a competitive advantage.

Breakthroughs in a Mass Ingenuity℠ system of management require people to combine their most creative ideas and most diligent execution to build a competitive advantage.

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  • 9:45The core definition….of leaps and bounds…..
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  • 9:55Where does the pressure to breakthrough come from?
  • 10:00What is the number one reason we stop working ON the business?Where do you see this?
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  • 11:45We’re going to take some lab time, and let each of you work on a breakthrough planY
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Breakthrough  Planning Breakthrough Planning Presentation Transcript

  • ACHIEVING BREAKTHROUGHS
    INTRODUCTION
  • BREAKTHROUGH
    Elimination of a constraint
    that prevents you from
    achieving what you want
  • LEARNING OUTCOMES
    YOU WILL LEARN TO SUCCESSFULLY:
    Develop Breakthrough plans
  • Right Tool for the Right Job
    Fundamentals
    Breakthroughs
    • Quarterly Target Reviews
    • Maintaining Scorecards
    • Escalation & Corrective Action
    • Build out the Management System Map
    • Build out Outcome & Process Measure Scorecards
    • Establish Quarterly Review Process
    • Management System Map
    • 7-Step Problem Solving
    • Quarterly Target Reviews
    • Breakthrough Planning
    • Execution Management
    • Build out 3-year Strategy Map
    • Write Breakthrough Plans
    • Assign Owners & Develop Workplans
    • Establish Quarterly Review Process
    • Strategy Map
    • 7-Step Problem Solving
    • Anatomy of a Transformation
    CORE
    DISCIPLINES
    WORK TO
    ESTABLISH
    SUPPORT
    TOOLS
  • What's Breakthrough Planning Do?
    Drives logical thinking, but leaves lots of room for creativity
    Creates a common understanding of what we are doing, why and how
    Establishes ownership
    Sets in motion disciplined execution
    Facilitates delegating authority
  • Sources of Breakthroughs?
    Vision
    Threat
    Opportunity
    Crisis
    Weakness
    Any combination
  • A Language; A Discipline
    Common Language
    Everyone learns to speak the organization’s language of planning
    Disciplined Thinking
    A structured methodology for answering the why’s, how’s and when’s of the organization’s efforts to translate plans into actions
    Discipline Execution
    Makes rationale and ownership clear; linked to a review cycle to ensure follow through or intervention
  • Key Goal
    Shared Vision
    Major New Strategy
    Emerging Technology
    Competitive
    Demand
    Underperforming Critical Process
    Competitor’s Action or Situation
    The Push to Breakthrough
    Customer Requirement
    Competitive
    Opportunity
    Values
    FUNDAMENTALS
    ARE OUT OF CONTROL
    Major Shortfall
    Regulatory
    Requirement
    Brilliant
    Idea
  • The more out of control our Fundamentals are, the more
    we must spend time “IN” the business; The more in
    control our Fundamentals are,
    the more time we have to
    work “ON” the business
  • Strategy/Initiatives Map
  • The Two Types of Breakthroughs
    Performance Breakthroughs
    Existing fundamental
    Performance significantly short of what is needed
    Capability Breakthroughs
    Missing capability
    Needed to meet goals/vision
  • Performance or Capability?
    Customer’s are unhappy with how long they have to wait on the phone and it hasn’t gotten better even though we’ve tried
    Products need to be chrome plated and the company has no plating experience
    The company handles in excess of 250 orders a day, up from 100 two years ago. The error rate has climbed to 9%.
    New production workers take 3 months to get to the level of productivity we expect. It’s been that way as long as anyone can remember
    Our fundamentals are out of control—the routine work doesn’t happen as expect and needs regular intervention
  • Finding Your Breakthrough
    What is standing between your organization and its goals?
    What keeps breaking down and consumes a lot of resources?
    What’s one of your most critical processes, that if done exceptionally well, would significantly strengthen the company’s competitive position?
  • How do you know you have picked the right breakthrough
    TEST CRITERIA
    Is it doable within 90-180 days? (rarely longer)
    Would it make a real difference in reaching one of our important goals?
    Would it free up time that’s wasted?
    Would in improve our market position?
    Would we be proud of this accomplishment?
  • Tool Set
    What you want to
    achieve, why and how
    you plan to do it
    Who needs to do
    what by when
    How we’re doing
    along the way
  • Creating Breakthrough Plans
    Is a logic that creates a disciplined way of thinking through how to best eliminate an obstacle and/or leverage an opportunity
    It creates a language for planning that is inherently execution based; it sets up the DOING
  • What obstacles will we have to overcome to achieve our objective? What opportunities exists that we can leverage to achieve our objective?
    2
    How will we overcome the primary obstacles? What will we do to leverage the opportunities?
    For each Strategy, what can we measure that would tell us we succeeded in pulling off that strategy?
    What do we want, when were done?
    1
    3
    What measurable thing will tell us we have achieved our objective?
    5
    4
  • The Logic
    SITUATION:
    2. SITUATION
    OBJECTIVE STRATEGIES SUBTARGETS
    TARGETS
    1. OBJECTIVE
    3. STRATEGIES
    5. SUBTARGETS
    4. TARGETS
  • The Reality
    SITUATION:
    SITUATION
    OBJECTIVE STRATEGIES SUBTARGETS
    TARGETS
    OBJECTIVE
    STRATEGIES
    SUBTARGETS
    TARGETS
  • The Logic
    SITUATION:
    2. SITUATION
    OBJECTIVE STRATEGIES SUBTARGETS
    TARGETS
    1. OBJECTIVE
    3. STRATEGIES
    5. SUBTARGETS
    4. TARGETS
  • "In the absence of adestination, any which way will do."
    Alice
    Alice in Wonderland
  • The Objective
    DESIRED OUTCOME
    Begin with the end in mind; What end state do you want to achieve
    It is written in future tense (what it will be)
    It contains a few words as possible (simple, clear)
    It is agreed upon
    It does not contain measures/numbers
    It does not contain cause or the reason why
  • Objective
    Ask:
    What do you want to accomplish?
    When this is all done, what is it you want to have in place?
    Is there any ambiguity in any of the words in the stated objective? Keep it short!
    Does everyone agree to the objective without hesitation -- if there is some doubt, explore it fully
    Hints:
    This is your starting point of your plan, from it all else emanates: be precise!
    Fuss over EVERY word to make sure EVERYONE has a common understanding
    If ANYTHING is unclear, keep working!
    Do not include numbers or measures (those are covered in Targets)
  • OBJECTIVE EXAMPLES
  • The Situation
    OBSTACLES & OPPORTUNITIES
    • What’s preventing the achievement of your Objective (OBSTACLES)?
    • What’s available to leverage that will help you achieve your Objective (OPPORTUNITIES)?
    • What is driving you to want to achieve this objective?
  • The Situation
    • Set of declarative sentences
    • Simply descriptive of “what is” relative to the objective
    • Do not contain opinions, wishes or blame
    • Ideally, facts are used to aid the description
    • In the end, they only contain obstacles you plan to remove and opportunities you plan to leverage
  • Situation
    Ask:
    What obstacles are we facing, or opportunity is presenting itself, that causes us to need to pursue this objective?
    What obstacles must we overcome, and opportunities must we leverage, to achieve our objective?
    What facts & figures do we have that make the obstacles and opportunities clear?
    Hints:
    Describe thoughtfully what is going on
    Agreement on the Situation is key because it is the basis for agreement on what to do
    This is the hardest part to do well -- so take your time to think the situation out!
    In the end, if you don’t need to address a part of the situation, take it out.
  • SITUATION EXAMPLES
  • The Strategies
    WORK TO GET DONE
    • The work that must be done to achieve the objectives
    • What you want to do to
    • Overcome obstacles
    • Leverage opportunities
  • The Strategies
    DESIRED OUTCOME
    Begin with the end in mind; What end state do you want to achieve
    It is written in future tense (what it will be)
    It contains a few words as possible (simple, clear)
    It is agreed upon
    It does not contain measures/numbers
    It does not contain cause or the reason why
  • Strategies
    Ask:
    How can we overcome the obstacles?
    What can we do to leverage the opportunities?
    Is there any one thing we can do that would overcome several obstacles or leverage several opportunities?
    What MUST get done to achieve the objective?
    Hints:
    Write strategies as objectives: Define what you want to accomplish, the desired outcome
    Each strategy is a chunk of work that must be done
    Assign an owner to make sure each strategy is executed
    Keep strategies simple, and limit to 3-5 is ideal
  • STRATEGY EXAMPLES
  • The Target
    OBJECTIVE ACHIEVED
    Specific & measurable (what will have happened, what needle will move to where)
    Includes a time element (by when)
    May include parameters that must be met as well (within current budget, etc.)
  • Targets
    Ask:
    What will best indicate our objective has been achieved? How will we know we’ve been successful?
    Is it specifically measurable -- then what would be the best indicator to use as the measure?
    What is the level of performance we expect?
    If it can’t be measured, what will we accept as the indicator of success?
    Hints:
    Things that ARE specific and numerically measurable are Targets, those that are not are Goals
    Consider Cost, Quality and Time when picking your measures
    Be as clear and as precise as possible!
    Be realistic!
  • TARGET EXAMPLES
  • The Subtargets
    STRATEGY ACHIEVED
    • Specific & measurable (what will have happened, what needle will move to where)
    • Includes a time element (by when)
    • May include parameters that must be met as well (within current budget, etc.)
  • Sub-Targets
    Ask:
    What will best indicate our strategy has been achieved? How will we know we’ve been successful?
    Is it specifically measurable -- then what would be the best indicator to use as the measure?
    What is the level of performance we expect?
    If it can’t be measured, what will we accept as the indicator of success?
    Hints:
    Things that ARE specific and numerically measurable are Targets, those that are not are Goals
    Consider Cost, Quality and Time when picking your measures
    Be as clear and as precise as possible!
    Be realistic!
  • The Options
    When the tasks are straight
    forward
    When the plan is complex and requires more detailed thinking before the tasks are straight forward
  • REVIEW TABLE
    Prepared by: Date: Fiscal Year: Location/Department:
    OBJECTIVE/STRATEGY ACTUAL PERFORMANCE SUMMARY OF ANALYSIS IMPLICATIONS FOR FUTURE
    & LIMITS S/C/T OF DEVIATIONS
    From the BREAKTHROUGH Planning Table
    What was the root cause of this deviation? Ask the five “whys”
    Record changes in objectives, strategies, redeploy- ment plans, record lessons learned and provide record for changes.
    Where am I year-to-date?
    S = Status: on target behind plan far below expectations metrics or strategy change
    C = Concern for Future: H High M Moderate L Low
    T = Trend: data shows improvement since last review; data shows decline in performance since last review


  • The First Breakthrough
  • FUNDAMENTALS BREAKTHROUGH
  • Breakthroughs at Every Level
    CEO/Company Level
    Functional/Process Level
    Team Level
    Individual Level
  • BREAKTHROUGH PLANNING TABLE
    Layering
    Prepared by: Date: Fiscal Year: Location/Department:
    SITUATION
    Level One
    Each level is
    closely linked
    to the next
    OBJECTIVE NO. STRATEGY(OWNER) SUB TARGETS
    BREAKTHROUGH PLANNING TABLE
    Prepared by: Date: Fiscal Year: Location/Department:
    SITUATION
    TARGET/GOAL
    Level Two
    OBJECTIVE NO. STRATEGY(OWNER) SUB TARGETS
    RECOMMENDATION
    Start with single-layer plans if possible
    TARGET
  • Situation Analysis
    Strategies
    Targets
    GOALS
    Situation Analysis
    Situation Analysis
    Situation Analysis
    Strategies
    Targets
    GOALS
    Strategies
    Targets
    GOALS
    Strategies
    Targets
    GOALS
    Situation Analysis
    Situation Analysis
    Situation Analysis
    Strategies
    Targets
    GOALS
    Strategies
    Targets
    GOALS
    Strategies
    Targets
    GOALS
    Those Who Need to Be involved are linked in through Planning Tables -- in a cascading process...
    Breakthrough
    Planning
    Layering
    LEVELS
    FIRST
    LEVEL
    SECOND
    LEVEL
    THIRD
    LEVEL
  • Strategic & Tactical
    STRATEGIC BREAKTHROUGHS
    • Involves most or all of the organization
    • Limit of 2-3 at any given time
    TACTICAL BREAKTHROUGHS
    • Involves a subset of the organization
    • Quantity simply limited by resources available
  • Pitfalls/Downside
    Many people have a tough time doing a good job on accessing the Situation -- and yet it is THE key to understanding what to do!
    without agreement on it, there will not be agreement on the response -- the Strategies
    People go crazy by Breakthrough Planning everything: think before you commit the resources
    The biggest temptation is to set unrealistic targets and goals -- perfection is unlikely