ACHIEVING BREAKTHROUGHS<br />INTRODUCTION<br />
BREAKTHROUGH<br />Elimination of a constraint<br />that prevents you from<br />achieving what you want<br />
LEARNING OUTCOMES<br />YOU WILL LEARN TO SUCCESSFULLY:<br />Develop Breakthrough plans<br />
Right Tool for the Right Job<br />Fundamentals<br />Breakthroughs<br /><ul><li>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 </li></ul>CORE <br />DISCIPLINES<br />WORK TO<br />ESTABLISH<br />SUPPORT<br />TOOLS<br />
What's Breakthrough Planning Do?<br />Drives logical thinking, but leaves lots of room for creativity<br />Creates a commo...
Sources of Breakthroughs?<br />Vision<br />Threat<br />Opportunity<br />Crisis<br />Weakness<br />Any combination<br />
A Language; A Discipline<br />Common Language<br />Everyone learns to speak the organization’s language of planning<br />D...
Key Goal<br />Shared Vision<br />Major  New Strategy<br />Emerging Technology<br />Competitive<br />Demand<br />Underperfo...
The more out of control our Fundamentals are, the more<br />we must spend time “IN” the business; The more in <br />contro...
Strategy/Initiatives Map<br />
The Two Types of Breakthroughs<br />Performance Breakthroughs<br />Existing fundamental <br />Performance significantly   ...
Performance or Capability?<br />Customer’s are unhappy with how long they have to wait on the phone and it hasn’t gotten b...
	Finding Your Breakthrough<br />What is standing between your organization and its goals?<br />What keeps breaking down an...
How do you know you have picked the right breakthrough<br />TEST CRITERIA<br />Is it doable within 90-180 days? (rarely lo...
Tool Set<br />What you want to<br />achieve, why and how <br />you plan to do it<br />Who needs to do<br />what by when<br...
Creating Breakthrough Plans<br />Is a logic that creates a disciplined way of thinking through how to best eliminate an ob...
What obstacles will we have to overcome to achieve our objective? What opportunities exists that we can leverage to achiev...
The Logic<br />SITUATION:<br />2. SITUATION<br />OBJECTIVE                                         STRATEGIES             ...
The Reality<br />SITUATION:<br />SITUATION<br />OBJECTIVE                                         STRATEGIES              ...
The Logic<br />SITUATION:<br />2. SITUATION<br />OBJECTIVE                                         STRATEGIES             ...
"In the absence of adestination, any which way will do."<br />Alice<br />Alice in Wonderland<br />
The Objective<br />DESIRED OUTCOME<br />Begin with the end in mind; What end state do you want to achieve<br />It is writt...
Objective<br />Ask:<br />What do you want to accomplish?<br />When this is all done, what is it you want to have in place?...
OBJECTIVE EXAMPLES<br />
The Situation<br />OBSTACLES & OPPORTUNITIES<br /><ul><li>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?</li></li></ul><li>The Situation<br /><ul><li>Set of declarative sen...
Simply descriptive of “what is” relative to the objective
Do not contain opinions, wishes or blame
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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.

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  • 9:45The core definition….of leaps and bounds…..
  • 9:46
  • 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

    1. 1. ACHIEVING BREAKTHROUGHS<br />INTRODUCTION<br />
    2. 2. BREAKTHROUGH<br />Elimination of a constraint<br />that prevents you from<br />achieving what you want<br />
    3. 3. LEARNING OUTCOMES<br />YOU WILL LEARN TO SUCCESSFULLY:<br />Develop Breakthrough plans<br />
    4. 4. Right Tool for the Right Job<br />Fundamentals<br />Breakthroughs<br /><ul><li>Quarterly Target Reviews
    5. 5. Maintaining Scorecards
    6. 6. Escalation & Corrective Action
    7. 7. Build out the Management System Map
    8. 8. Build out Outcome & Process Measure Scorecards
    9. 9. Establish Quarterly Review Process
    10. 10. Management System Map
    11. 11. 7-Step Problem Solving
    12. 12. Quarterly Target Reviews
    13. 13. Breakthrough Planning
    14. 14. Execution Management
    15. 15. Build out 3-year Strategy Map
    16. 16. Write Breakthrough Plans
    17. 17. Assign Owners & Develop Workplans
    18. 18. Establish Quarterly Review Process
    19. 19. Strategy Map
    20. 20. 7-Step Problem Solving
    21. 21. Anatomy of a Transformation </li></ul>CORE <br />DISCIPLINES<br />WORK TO<br />ESTABLISH<br />SUPPORT<br />TOOLS<br />
    22. 22. What's Breakthrough Planning Do?<br />Drives logical thinking, but leaves lots of room for creativity<br />Creates a common understanding of what we are doing, why and how<br />Establishes ownership<br />Sets in motion disciplined execution<br />Facilitates delegating authority <br />
    23. 23. Sources of Breakthroughs?<br />Vision<br />Threat<br />Opportunity<br />Crisis<br />Weakness<br />Any combination<br />
    24. 24. A Language; A Discipline<br />Common Language<br />Everyone learns to speak the organization’s language of planning<br />Disciplined Thinking <br />A structured methodology for answering the why’s, how’s and when’s of the organization’s efforts to translate plans into actions<br />Discipline Execution<br />Makes rationale and ownership clear; linked to a review cycle to ensure follow through or intervention<br />
    25. 25. Key Goal<br />Shared Vision<br />Major New Strategy<br />Emerging Technology<br />Competitive<br />Demand<br />Underperforming Critical Process<br />Competitor’s Action or Situation<br />The Push to Breakthrough<br />Customer Requirement<br />Competitive<br />Opportunity<br />Values<br />FUNDAMENTALS<br />ARE OUT OF CONTROL<br />Major Shortfall<br />Regulatory<br />Requirement<br />Brilliant<br />Idea<br />
    26. 26. The more out of control our Fundamentals are, the more<br />we must spend time “IN” the business; The more in <br />control our Fundamentals are, <br />the more time we have to <br />work “ON” the business<br />
    27. 27. Strategy/Initiatives Map<br />
    28. 28. The Two Types of Breakthroughs<br />Performance Breakthroughs<br />Existing fundamental <br />Performance significantly short of what is needed<br />Capability Breakthroughs<br />Missing capability<br />Needed to meet goals/vision<br />
    29. 29. Performance or Capability?<br />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<br />Products need to be chrome plated and the company has no plating experience<br />The company handles in excess of 250 orders a day, up from 100 two years ago. The error rate has climbed to 9%.<br />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<br />Our fundamentals are out of control—the routine work doesn’t happen as expect and needs regular intervention<br />
    30. 30. Finding Your Breakthrough<br />What is standing between your organization and its goals?<br />What keeps breaking down and consumes a lot of resources?<br />What’s one of your most critical processes, that if done exceptionally well, would significantly strengthen the company’s competitive position?<br />
    31. 31. How do you know you have picked the right breakthrough<br />TEST CRITERIA<br />Is it doable within 90-180 days? (rarely longer)<br /> Would it make a real difference in reaching one of our important goals? <br />Would it free up time that’s wasted?<br />Would in improve our market position?<br />Would we be proud of this accomplishment?<br />
    32. 32. Tool Set<br />What you want to<br />achieve, why and how <br />you plan to do it<br />Who needs to do<br />what by when<br />How we’re doing<br />along the way<br />
    33. 33. Creating Breakthrough Plans<br />Is a logic that creates a disciplined way of thinking through how to best eliminate an obstacle and/or leverage an opportunity<br />It creates a language for planning that is inherently execution based; it sets up the DOING<br />
    34. 34. What obstacles will we have to overcome to achieve our objective? What opportunities exists that we can leverage to achieve our objective? <br />2<br />How will we overcome the primary obstacles? What will we do to leverage the opportunities? <br />For each Strategy, what can we measure that would tell us we succeeded in pulling off that strategy?<br />What do we want, when were done?<br />1<br />3<br />What measurable thing will tell us we have achieved our objective?<br />5<br />4<br />
    35. 35. The Logic<br />SITUATION:<br />2. SITUATION<br />OBJECTIVE STRATEGIES SUBTARGETS<br />TARGETS<br />1. OBJECTIVE<br />3. STRATEGIES<br />5. SUBTARGETS<br />4. TARGETS<br />
    36. 36. The Reality<br />SITUATION:<br />SITUATION<br />OBJECTIVE STRATEGIES SUBTARGETS<br />TARGETS<br />OBJECTIVE<br />STRATEGIES<br />SUBTARGETS<br />TARGETS<br />
    37. 37. The Logic<br />SITUATION:<br />2. SITUATION<br />OBJECTIVE STRATEGIES SUBTARGETS<br />TARGETS<br />1. OBJECTIVE<br />3. STRATEGIES<br />5. SUBTARGETS<br />4. TARGETS<br />
    38. 38. "In the absence of adestination, any which way will do."<br />Alice<br />Alice in Wonderland<br />
    39. 39. The Objective<br />DESIRED OUTCOME<br />Begin with the end in mind; What end state do you want to achieve<br />It is written in future tense (what it will be)<br />It contains a few words as possible (simple, clear)<br />It is agreed upon<br />It does not contain measures/numbers<br />It does not contain cause or the reason why<br />
    40. 40. Objective<br />Ask:<br />What do you want to accomplish?<br />When this is all done, what is it you want to have in place?<br />Is there any ambiguity in any of the words in the stated objective? Keep it short!<br />Does everyone agree to the objective without hesitation -- if there is some doubt, explore it fully<br />Hints:<br />This is your starting point of your plan, from it all else emanates: be precise!<br />Fuss over EVERY word to make sure EVERYONE has a common understanding<br />If ANYTHING is unclear, keep working!<br />Do not include numbers or measures (those are covered in Targets)<br />
    41. 41. OBJECTIVE EXAMPLES<br />
    42. 42. The Situation<br />OBSTACLES & OPPORTUNITIES<br /><ul><li>What’s preventing the achievement of your Objective (OBSTACLES)?
    43. 43. What’s available to leverage that will help you achieve your Objective (OPPORTUNITIES)?
    44. 44. What is driving you to want to achieve this objective?</li></li></ul><li>The Situation<br /><ul><li>Set of declarative sentences
    45. 45. Simply descriptive of “what is” relative to the objective
    46. 46. Do not contain opinions, wishes or blame
    47. 47. Ideally, facts are used to aid the description
    48. 48. In the end, they only contain obstacles you plan to remove and opportunities you plan to leverage</li></li></ul><li>Situation<br />Ask:<br />What obstacles are we facing, or opportunity is presenting itself, that causes us to need to pursue this objective? <br />What obstacles must we overcome, and opportunities must we leverage, to achieve our objective?<br />What facts & figures do we have that make the obstacles and opportunities clear?<br />Hints:<br />Describe thoughtfully what is going on<br />Agreement on the Situation is key because it is the basis for agreement on what to do<br />This is the hardest part to do well -- so take your time to think the situation out!<br />In the end, if you don’t need to address a part of the situation, take it out.<br />
    49. 49. SITUATION EXAMPLES<br />
    50. 50. The Strategies<br />WORK TO GET DONE<br /><ul><li>The work that must be done to achieve the objectives
    51. 51. What you want to do to
    52. 52. Overcome obstacles
    53. 53. Leverage opportunities</li></li></ul><li>The Strategies<br />DESIRED OUTCOME<br />Begin with the end in mind; What end state do you want to achieve<br />It is written in future tense (what it will be)<br />It contains a few words as possible (simple, clear)<br />It is agreed upon<br />It does not contain measures/numbers<br />It does not contain cause or the reason why<br />
    54. 54. Strategies<br />Ask:<br />How can we overcome the obstacles?<br />What can we do to leverage the opportunities?<br />Is there any one thing we can do that would overcome several obstacles or leverage several opportunities?<br />What MUST get done to achieve the objective?<br />Hints:<br />Write strategies as objectives: Define what you want to accomplish, the desired outcome<br />Each strategy is a chunk of work that must be done<br />Assign an owner to make sure each strategy is executed<br />Keep strategies simple, and limit to 3-5 is ideal<br />
    55. 55. STRATEGY EXAMPLES<br />
    56. 56. The Target<br />OBJECTIVE ACHIEVED<br />Specific & measurable (what will have happened, what needle will move to where)<br />Includes a time element (by when)<br />May include parameters that must be met as well (within current budget, etc.) <br />
    57. 57. Targets<br />Ask:<br />What will best indicate our objective has been achieved? How will we know we’ve been successful?<br />Is it specifically measurable -- then what would be the best indicator to use as the measure?<br />What is the level of performance we expect?<br />If it can’t be measured, what will we accept as the indicator of success?<br />Hints:<br />Things that ARE specific and numerically measurable are Targets, those that are not are Goals<br />Consider Cost, Quality and Time when picking your measures<br />Be as clear and as precise as possible!<br />Be realistic!<br />
    58. 58. TARGET EXAMPLES<br />
    59. 59. The Subtargets<br />STRATEGY ACHIEVED<br /><ul><li>Specific & measurable (what will have happened, what needle will move to where)
    60. 60. Includes a time element (by when)
    61. 61. May include parameters that must be met as well (within current budget, etc.) </li></li></ul><li>Sub-Targets<br />Ask:<br />What will best indicate our strategy has been achieved? How will we know we’ve been successful?<br />Is it specifically measurable -- then what would be the best indicator to use as the measure?<br />What is the level of performance we expect?<br />If it can’t be measured, what will we accept as the indicator of success?<br />Hints:<br />Things that ARE specific and numerically measurable are Targets, those that are not are Goals<br />Consider Cost, Quality and Time when picking your measures<br />Be as clear and as precise as possible!<br />Be realistic!<br />
    62. 62. The Options<br />When the tasks are straight<br />forward<br />When the plan is complex and requires more detailed thinking before the tasks are straight forward<br />
    63. 63. REVIEW TABLE<br />Prepared by: Date: Fiscal Year: Location/Department:<br />OBJECTIVE/STRATEGY ACTUAL PERFORMANCE SUMMARY OF ANALYSIS IMPLICATIONS FOR FUTURE<br /> & LIMITS S/C/T OF DEVIATIONS<br />From the BREAKTHROUGH Planning Table<br />What was the root cause of this deviation? Ask the five “whys”<br />Record changes in objectives, strategies, redeploy- ment plans, record lessons learned and provide record for changes.<br />Where am I year-to-date? <br />S = Status: on target behind plan far below expectations metrics or strategy change<br />C = Concern for Future: H High M Moderate L Low<br />T = Trend: data shows improvement since last review; data shows decline in performance since last review <br /><br /><br />
    64. 64. The First Breakthrough<br />
    65. 65. FUNDAMENTALS BREAKTHROUGH<br />
    66. 66. Breakthroughs at Every Level<br />CEO/Company Level<br />Functional/Process Level<br />Team Level<br />Individual Level<br />
    67. 67. BREAKTHROUGH PLANNING TABLE<br />Layering<br />Prepared by: Date: Fiscal Year: Location/Department:<br />SITUATION<br />Level One<br />Each level is<br />closely linked<br />to the next<br />OBJECTIVE NO. STRATEGY(OWNER) SUB TARGETS<br />BREAKTHROUGH PLANNING TABLE<br />Prepared by: Date: Fiscal Year: Location/Department:<br />SITUATION<br />TARGET/GOAL<br />Level Two<br />OBJECTIVE NO. STRATEGY(OWNER) SUB TARGETS<br />RECOMMENDATION<br />Start with single-layer plans if possible<br />TARGET<br />
    68. 68. Situation Analysis<br />Strategies<br />Targets<br />GOALS<br />Situation Analysis<br />Situation Analysis<br />Situation Analysis<br />Strategies<br />Targets<br />GOALS<br />Strategies<br />Targets<br />GOALS<br />Strategies<br />Targets<br />GOALS<br />Situation Analysis<br />Situation Analysis<br />Situation Analysis<br />Strategies<br />Targets<br />GOALS<br />Strategies<br />Targets<br />GOALS<br />Strategies<br />Targets<br />GOALS<br />Those Who Need to Be involved are linked in through Planning Tables -- in a cascading process...<br />Breakthrough<br />Planning<br />Layering<br />LEVELS<br />FIRST <br />LEVEL<br />SECOND<br />LEVEL<br />THIRD<br />LEVEL<br />
    69. 69. Strategic & Tactical<br />STRATEGIC BREAKTHROUGHS<br /><ul><li> Involves most or all of the organization
    70. 70. Limit of 2-3 at any given time</li></ul>TACTICAL BREAKTHROUGHS<br /><ul><li> Involves a subset of the organization
    71. 71. Quantity simply limited by resources available</li></li></ul><li>Pitfalls/Downside<br />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!<br />without agreement on it, there will not be agreement on the response -- the Strategies<br />People go crazy by Breakthrough Planning everything: think before you commit the resources<br />The biggest temptation is to set unrealistic targets and goals -- perfection is unlikely<br />

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