2. Agenda
• VeriSign Introduction
• Executing Strategy: Where the Rubber Meets the Road
• Overview of Initiative Management
• Integration with Hyperion Planning
• Summary
3. VeriSign’s Mission
Enable and Protect
All Forms of Interactions on
Voice and Data Networks
4. The VeriSign Strategy
Deliver Intelligent Infrastructure Services
that are
Indispensable to Our Customers
enabling them to benefit from
Next Generation Communications, Commerce and Content
Communications Commerce Content
Intelligent Infrastructure Services
Directory Connectivity Security Mediation
5. VeriSign’s Intelligent Infrastructure Portfolio
Internet Services Group Communications Services
Naming & Directory SS7 / IP Connectivity
RFID Intelligent Database
Real-Time Web Billing and Payments
Authentication Network Mediation
Managed Security Mobile Content
6. Agenda
• VeriSign Introduction
• Executing Strategy: Where the Rubber Meets the Road
• Overview of Initiative Management
• Integration with Hyperion Planning
• Summary
7. Strategy Focused Organization
2. TRANSLATE STRATEGY 1. MOBILIZE CHANGE THROUGH
TO OPERATIONAL TERMS EXECUTIVE LEADERSHIP
• Create a corporate scorecard • Create a climate for change
Strategy Map • Create the Leadership Team
Measures • Create the vision and strategy
Targets • Create team accountability
Initiatives • Change the culture
3. ALIGN THE 5. GOVERN TO MAKE
ORGANIZATION VERISIGN STRATEGY A CONTINUAL
TO THE STRATEGY PROCESS
PERFORMANCE
• Create business/shared (VSS) • Link budgeting and planning to
services unit scorecards MGMT strategy
• Create sub-business/shared • Conduct Strategy Review Meetings
services unit scorecards • Actively manage initiative portfolios
4. MOTIVATE TO MAKE
STRATEGY EVERYONE’S JOB
• Communicate the strategy
• Align HR Programs to strategy
Source: Balanced Scorecard Collaborative
8. 2 1
Govern to Make Strategy a Continual Process 3
4
5
+ Linkages to strategy:
– Budgets
STRATEGY
– Rolling Forecasts
update the test the
strategy hypotheses – Operational plans
Strategic Learning Loop
BALANCED
SCORECARD
+ Strategy Review
Meetings
BUDGET
funding Management Control Loop reporting
+ Office of Strategic
PERFORMANCE Management (OSM)
Input Initiatives &
Output
(Resources) Programs (Results)
+ Initiative management
Source: Balanced Scorecard Collaborative
9. Using VPM to Manage Strategy Execution
Longer Term (3-5 year) View Shorter Term (Annual) View
Vision Strategy and Map Resource
Mission Objectives Measures Targets Initiatives Milestones Accountable Budget
Alloc
Financial
• Grow high- • % revenue • ‘04 xx%
F1
margin from high-
To provide top-notch healthcare to our
• ‘05 xx%
margin
Be the community hospital of choice
service
F2 services • ‘06 xx%
Customer
• Provide • Customer • Develop • Survey drafted • Mkg. • $ xxxx
• ‘04 xx%
personalized satisfaction organization- by 6/04 Team
C1 •
community
care survey rating ‘05 xx% wide survey
• ‘06 xx%
• Keep patients • Service level • Electronic • Complete by • Dept. Chairs • $ xxxx
Internal
P1 informed spot check • ‘04 xx% notes project 2004
P2 rating • ‘05 xx% • All patients
• ‘06 xx% logged in
Learning
• Provide • % new • ‘04 xx% • Learning • Deadline • HR • $ xxxx
technology technology • ‘05 xx% assessment met Committee
& resources used by staff project
L4 • ‘06 xx%
Strategy “Leadership” Tactics “Management”
Source: Balanced Scorecard Collaborative
10. Initiatives are Where the Rubber Meets the Road
Strategic
Objective
Each objective is measured to track
performance and facilitate strategic discussion.
Measu
re
Each measure receives a target to determine
the level of performance required to succeed.
Target
Each Objective is supported by initiatives
(activities, projects, and resources) to ensure
that the organization is capable of delivering on
the targets that underpin the objective.
Initiatives
Source: Balanced Scorecard Collaborative
11. Initiatives are the Basis for Closing Performance Gaps
Increase Customer
Satisfaction
Objectives articulate the components
of our strategy
MEASURE / TARGET
Measure 90%
Customer
Satisfaction
Survey Rating gap
45%
INITIATIVE
$M
Target Implement automated case
90% favorable management system and
overall train every rep
Target Actual
Measures track our progress toward achieving and Initiatives help close the gap between
communicating the intent of the objective our current and desired performance
Source: Balanced Scorecard Collaborative
12. Internal
People &
Financial
Customer
Knowledge
Perspective
resources
Partnering
Objectives
performance
management
development
development
Source: Balanced Scorecard Collaborative
Price performance
Integrate and align
People and change
Individual and team
Sales and customer
Focused technology
Perfect manufacturing
Economic value added
Strategic competencies
Pick the winners globally
Customer sensitive culture
Create new market demand
sev t a ti n t nerr u C
i i i
ng se der t ne m r uc o P
i e r Be the lowest cost producer
y ge art s s ekr a mgn g e m
t t i r E
sr e nn w e h hi wr e n r a P
i t t t
e nac rr uh dna L & Wdna ces se R
i
not ac fi t ne d s dee n y il a u Q
i i i t
m e es uac t oo r o c o p y il a u Q
il r f r t
n ot a u m o e R
i l r f
se tili ca / not az l a cr e mm c VS
i f i i i o
o p gn kcart t n a p m c r e m t s u C
r i i l o o
s p hsr e n r a p PV ml e d S
i t / a i
objectives
serving no
2 initiatives
n a hc e u av n t ne m c na hne T
i l i e I
not a ne ml p m P OCS
i t e i
mA
b
CS B e dacsac po eve D
/ l
no s v e a c nu m m C
i i t i o
se tili ca not a m o er a s A
i f i r f i
t ne m gl a y ge art s T
ni t I
v o p m ssec o p kr o w r par c S
r i r e
m r go pt ne m v o p m d e Y
a r e r i l i
e dar gpu se tili ca F
i
r e C. g mn ser AN 20009 OS
f i I
s mt sys t r e px E
e
ml p mt ne m o eve d s d a w R
e i/ pl r e
s not ac nu mm cl a bo G
i i o l
sli ks c ge art s gn n ar T
l i t i i
Managing Initiatives Can be a Demanding Manual Process
No initiatives
9 initiatives
for this objective
for 1 objective
16. Agenda
• VeriSign Introduction
• Executing Strategy: Where the Rubber Meets the Road
• Overview of Initiative Management
• Integration with Hyperion Planning
• Summary
17. Imperative to Plan and Manage Initiatives in a Disciplined Approach
▪ VeriSign’s business model is becoming increasingly complex.
▪ Acquisitions, geography, customer needs
▪ Clear and concise linkages between strategy, financial plans, and daily
operations is key to executing a growth strategy at VeriSign.
▪ With increased complexity, the more important it becomes to use integrated,
automated processes that let allows initiatives projects to be identified, evaluated,
and ultimately managed across BU’s and geography.
▪ Lack of process is a barrier to collaboration across BU’s, integration of new
acquisitions, and reorganizations
– Manual/desktop solutions currently being used
– No enterprise solution
▪ Move towards real-time planning
– Need for ongoing evaluation and reallocation of resources to respond to the
competitive environment
▪ One VeriSign.
▪ Standard approach used company-wide, worldwide to evaluate requests for,
allocate, and manage resources
▪ Standard Tool
– Integrates with, not replaces, current Hyperion & Oracle standard architecture
18. Integrated Process Where Strategy Explicitly Drives Investments and
Performance is Compared to the Strategy
Corporate Corporate Strategy/Operating Objectives
Strategy
Key Goals & Priorities
+ Sets the Purpose/Mission
Portfolio Management
+ Performance + Targets to Drive Operating Plan
monitoring actuals: + Evaluation Criteria
plan provides feedback
to planning process
VeriSign
Performance Initiative Mgmt
Management
+ One source for all measures which
+ Evaluate and Select Investments
indicates if we are executing the plan:
+Financial
+ Operating Plan
+Non-Financial
+ Financial Plan
+ Manage Initiatives, Projects, Resources
19. Comprehensive Initiative Management From Demand to Completion
Corporat Corporate Strategy/Operating Objectives
e
Strategy
Key Goals & Priorities
Initiative Management
Portfolio
Demand Management Program Management
VPM Mgmt
Stratex Project Management
Non Project
Specific Resource Management
Resources
+ Provides direct link between strategy & projects + Standard financial baseline, track spending and
+ Executive visibility/dashboard to all portfolios, resources
programs and projects + Consolidation capability of all programs and projects
+ Single portfolio/program and project repository + Captures investment regardless of GAAP classification
for VeriSign expense/capital
+ Standard and consistent processes, + Standard of project performance and linkages to
methodologies and flowcharts at the macro strategy across the company for resource allocation
levels
20. Initiative Management
Initiative Management
Proposal Project
• Capture proposal details • Initiate project
• Business objectives • Assign Business and Technical
Project Managers
• Cost / Resource estimates
• Assign resources
• Value / Risk scores
• Collect and track project metrics
• Financial Benefits
• Project Satisfaction
• PRB Review
• Performance Measurement
• GOV Review
• Project Approval
• Financial Bus Case (if needed)
21. Demand and Portfolio Management Overview
Demand
Management Approved
New Product
Approved Existing
Approved
Infrsastructure
Product Ideas
Ideas Ideas
Idea Prioritize & Approve
1st Gate Approval
Business Ops
Council Approved
Proposals
Proposal Review High Level Approve Refine Estimates/
Business Business Case Submit for
Case Planning
Architecture & Standards
Board
Manage Portfolio
Costs, Budgets,
Benefits
Develop
Portfolio Portfolio
Portfolio Options Scenarios
Management Resource
Supply vs.
Demand
Steering
Approved
Committee
Projects
Approval
Value vs.
Risk
Risk
Value
22. Demand/Portfolio Management
Demand/Portfolio Management
Enter Proposal for New Project
Capture Estimated Cost
Capture Estimated Resources
Drive the Evaluation Process
Provide Visibility through a Real Time
Dashboard
Out-of-the box templates to capture project
proposals, value and risk rating,
processes, business case, ROI and more.
Templates can be configured to capture
information unique to customers.
23. Demand/Portfolio Management
Enter Proposal for New Project
Capture Estimated Cost
Capture Estimated Resources
Drive the Evaluation Process
Provide Visibility through a Real Time
Dashboard
Configurable scoring criteria to evaluate
project proposal values and risk.
Adjustable weights for each scoring
criteria.
24. Demand/Portfolio Management
Enter Proposal for New Project
Capture Estimated Cost
Capture Estimated Resources
Out of the box Proposal Evaluation
Process
Provide Visibility through a Real Time
Dashboard
Workflow engine enforces the reviews,
approvals and notification process.
Out of the box best practice processes for
proposal evaluation, can be used as-is or
configured to unique needs.
31. Initiatives will be Planned/Forecasted Similar to Capital Projects
+ Dedicated Cube
+ Approved in Mercury
+ Autoload into Planning as new projects
+ Current Projects which are Modified and Approved in Mercury will Load into
Planning with Actuals
+ Goal is to have RT selection of projects in Mercury feeding RT forecast
32. Agenda
• VeriSign Introduction
• Executing Strategy: Where the Rubber Meets the Road
• Overview of Initiative Management
• Integration with Hyperion Planning
• Summary
33. The Governance Process
IDEA Unified Demand Management
Proposal
Idea becomes a Proposal with:
• Description Proposal Estimated:
• Business Objective • Staffing Profile
• Financial Benefit • Budget Profile - Cost
Governance Process
Not approved proposal: Comparative Analysis
• Added to Laundry List Prioritization
• Can be revised and Balancing with capacity
resubmitted Fit with Strategy
Decisions
Approved Proposal:
Product Life Cycle Process • Becomes a Project
Lead matrix team • Gets staffed and budgeted
Execute
Asset Status
Project
Launch
Executed Project: Becomes an Asset
35. Strategy Focused Organization
2. TRANSLATE STRATEGY 1. MOBILIZE CHANGE THROUGH
TO OPERATIONAL TERMS EXECUTIVE LEADERSHIP
• Create a corporate scorecard • Create a climate for change
Strategy Map • Create the Leadership Team
Measures • Create the vision and strategy
Targets • Create team accountability
Initiatives • Change the culture
3. ALIGN THE 5. GOVERN TO MAKE
ORGANIZATION VERISIGN STRATEGY A CONTINUAL
TO THE STRATEGY PROCESS
PERFORMANCE
• Create business/shared (VSS) • Link budgeting and planning to
services unit scorecards MGMT strategy
• Create sub-business/shared • Conduct Strategy Review Meetings
services unit scorecards • Actively manage initiative portfolios
4. MOTIVATE TO MAKE
STRATEGY EVERYONE’S JOB
• Communicate the strategy
• Align HR Programs to strategy
Source: Balanced Scorecard Collaborative
Editor's Notes
Purpose of Initiatives Objectives, measures, targets, and initiatives all work together to achieve the strategic destination: Objectives articulate the components of the strategy. Measures and targets track progress toward achieving and communicating the intent of the objective against expected performance levels. Initiatives help close the gap between current and desired performance. Initiatives are generally organizationally sponsored projects that address some business performance gap or challenge. Module 8: Inventory, Map, and Prioritize Initiatives
Identification, Prioritization, and Alignment of Initiatives The real benefit from the Initiative Mapping process come from allocating resources to initiatives that most directly affect its ability to achieve the strategy. Without prioritization, all initiatives continue as usual, with no alignment to strategy. The task here is to create a “screen” to be able to determine strategic initiatives from nonstrategic initiatives.
