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Prometheus And Comm Strategy V12 Final Generic
 

Prometheus And Comm Strategy V12 Final Generic

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    Prometheus And Comm Strategy V12 Final Generic Prometheus And Comm Strategy V12 Final Generic Presentation Transcript

    • AMD Commercial Strategy andthe Prometheus Process March, 2006 confidential
    • Table of Contents• AMD Commercial Strategy• Prometheus process• AMD Commercial Future Picture• Systems’ characteristics• Centers of Gravity•• Desired effects Impact plans Building• Action plans the future of AMD Commercial2 confidential
    • The Essence Of StrategyStrategy involves answering key questions How do you decide it’s time to exit a Exit business or strategy? How are you going to apply your How resources? What do you need to change to make What that Future Picture a reality? Where Where do you want to be in the future?3 confidential
    • AMD Commercial and thePrometheus Process• The Prometheus Process is a systematic approach to strategy development• The process is also designed to translate strategy into actionable steps with measurable results• The AMD Commercial Leadership team used the Prometheus Process to develop concrete action steps enabling us to execute on the strategy• Glossary of Prometheus terminology Winning in FastTime: Harness the Competitive Advantage of Prometheus in Business and Life by John A., III Warden, Leland Russell4 confidential
    • AMD Commercial strategy process based on Prometheus Process from Venturist Step 4: AssembleThe Prometheus campaign teams, develop leads to great outcome Good strategy process Executeprocess enables action plans, execute inAMD Commercial parallelto translatelong term Step 3: Create an impact planstrategy into that includes a desired effect, How timeframe and measure for eachaction by selected COGfollowingthesesteps Step 2: Identify External and Internal What Centers of Gravity (COGs) & select target COGs for each phase Step 1: Create a Future Picture for end of period Where (5 years); define phases of milestones to achieve Future Picture 5 confidential
    • 1 AMD Commercial Future Picture epSt 2009-2010: AMD XXXXXXXX • Preeminent in market 1 • #1 in market 2 • A player in market 3 • >XX% revenue & unit share • Expanded technology 1 capabilities • Significantly expanded ability 2 • XXXXXXXXX • Expanded XXXXX capabilities • Fast, innovative commercial culture Where Step 1: Create a Future Picture for end of period (5 years); define phases of milestones to achieve Future Picture 6 confidential
    • 1 AMD Commercial Future Plan Phase milestones epSt “Work back from the future – not forward from the present” 2006 2007-2008 2009-2010 Phase 1 name Phase 2 name Phase 3 name Plan: Future Picture: Future Picture: • XXXXXXX • XXXXXX based on merit • Preeminent in the • XXXXXXXX and momentum market 1 • XXXXXXX • XXXX expands without • #1 in market 2 • Define new XXXXX & XXXXXXX External XXXXXXX • XXXXX expands • A player in market 3 • Define new XXXXXXX profitably • >XX% revenue & unit share XXXXXX • XXXXX launched with • Expanded technology 1 • Invest in XXXXXXXXX partners and embraced capabilities XXXXXXX by customers • Significantly expanded ability 2 • Create acceptance for • XXXXXXX accepted by • XXXXXXX XXXXXXXX XXXXX XXXXX • Expanded XXXXX capabilities • Take control of XXXXXXX • Technology 1 appear • Commercial organization • Commercial organization • Fast, innovative commercial Internal aligned to opportunity focuses on culture XXXXXXXXXXX 7 confidential
    • Future Picture Defines Strategy: Best Use of Resources8 confidential
    • Future Picture Defines Strategy:9 confidential
    • Future Picture Defines Strategy:10 confidential
    • 2 Systems’ Characteristics epSt In order to decide what you need to change to achieve your stated Future Picture it is important to first understand some characteristics of a system • All actions take place within a system • There are internal systems and external systems • Organizations are systems, as are the environments in which they operate • The system is greater than the sum of its parts • The performance of the whole and the parts are interdependent • Systems vigorously resist change, strive for equilibrium, and quickly return to status quo if change efforts do not stretch a system beyond its limits 11 confidential
    • 2 COGs: Centers of Gravity epSt • COGS are leverage points within the system • Hubs of power and influence • Example: In a city, potential COGs are the government, electrical grid, highway infrastructure, citizens, or schools • Every system (internal and external) has multiple COGs • Success requires movement of many COGs in the desired direction, the more that are moved in the shortest amount of time, the higher the likelihood of success • Attacking multiple COGs in parallel results in faster change and prevents single point failures from becoming showstoppers What Step 2: Identify Internal and External Centers of Gravity (COGs) & select target COGs for each phase 12 confidential
    • 2 The Five Rings model of systems epSt Action Units Population Infrastructure Processes Leadership Once a system is viewed using the 5 Rings model, it becomes relatively easy to prioritize and categorize COGs within each ring COGs closer to the center of the rings usually All systems havesimilar components that can be classified have greater systemic impact according to the 5 Rings model What Step 2: Identify Internal and External Centers of Gravity (COGs) & select target COGs for each phase 13 confidential
    • 2 Example: Internal and External Centers of Gravity epSt Note that not all COGs are directly under Population Leadership Processes Infrastructure Action Units the control of the Commercial group, however they are critical in making the External Commercial strategy a success. People from all parts of AMD will be asked to help the Commercial team shift COGs in desired directions. Internal What Step 2: Identify External and Internal Centers of Gravity (COGs) & select target COGs for each phase 14 confidential
    • Moving from strategy to actionImpact plans are developed for Step 4: Assemble campaign each identified Execute teams develop action plans, COG. Impact execute in parallelplans contain the specific desiredeffects you want How Step 3: Create an impact plan to have on the COG, a timeframe for success, and a What Step 2: Identify COGs measurable outcome Where Step 1: Create a Future Picture 15 confidential
    • Sample COG Impact Plan: dlxfjgdfl.jg.xkd 3 2 epSt Leadership Processes Infrastructure Population Action Units Leadership Processes Infrastructure Population Action Units COG Impact Plan Desired Effect Name Desired Effect Lzkgmr.g,ze.rgkmzag Desired Effect Measures Jzsgn,rjgz,jgr.kgz (example) Zkrgjnrkgnzrk.g Z,sjg,sgjz,s.jg., Timeframe Timeframe zergregtrez Strategic Future Picture Measurement zfgzdfgzergz Assessment Step 2: Identify External (Market) effect, timeframe and How Step 3: Create a desired and Internal (AMD) Centers of Gravityfor each & select target COGs for each phase measure (COGs) selected COG 16 confidential
    • Moving from strategy to action The creation Step 4: Assemble campaign Execute teams, develop action plans, of campaign execute in parallel teams andaction plans is where the How Step 3: Create an impact plan rubber meets the road – where strategy is What Step 2: Identify COGs turned intoconcrete steps and specific tactics Where Step 1: Create a Future Picture 17 confidential
    • Sample COG: Key OS Companies 4 Campaign Teams Plan: Action Plans Sample Impact and fdsgszrjhgtsre,kghzels ep COGSt Impact Plan Desired Effect • Campaigns: Name Desired Effect Strateg ic – Are the vehicle for plan execution Measur ement Timefra me Action Plan – Orchestrate resources for parallel action – Are strategically aligning – Change systems in the direction desired Sample Action Plan • Campaign team activities • K,sjgzas,jkg – Develop and execute action plans • Azkrhrkgjerzg – Escalate issues • Zskdhgsk,gjz,gr • Zskjghz,msrg • Zskdgj,sJG • szklghskrjg Execute Step 4: Assemble campaign teams, develop action plans, execute in parallel 18 confidential
    • Next steps and 2006 priorities• Broadly communicate AMD Commercial strategy – VP Forum (April) – Division Communication Meetings – Go-To-Market Organization• Execute Phase 1 COG impact plans• Begin identifying Phase 2 COGs and create impact plans• Continue to expand participation in Campaign Teams19 confidential
    • The Prometheus Process©Winning in FastTime: Harness theCompetitive Advantage of Prometheus inBusiness and Lifeby John A., III Warden, Leland RussellIf you are part of the commercialbusiness and would like a copy of Winning in FastTime, please contact gxhgfht. Questions? Comments? fctyjytcduu6y confidential