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Strategy Lesson From the Trenches - S2E Case Study

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Capability-based planning improves business alignment. This case-based deck looks at successes and challenges from companies who have institutionalized the Strategy to Execution process from Accelare co-founders Jack Calhoun and Mark McCormick lessons learned in the field.

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Strategy Lesson From the Trenches - S2E Case Study

  1. 1. Strategy to Execution Case Study Webinar April 17, 2015 4/17/2015 © 2015 Accelare. Proprietary and confidential. All rights reserved.
  2. 2. Agenda 1. Brief Introduction – Introduction to Accelare – Why The Strategy to Execution Process? 2. Lesson’s From the Trenches – 3 Common Traits of Success 3. Q&A 4/17/2015 2© 2015 Accelare. Proprietary and confidential. All rights reserved.
  3. 3. Who is Accelare • 2001 Founded in Boston, MA. • Key contributors to the Business Process Management Movement and worked on the best-selling books of Michael Hammer and James Champy including ; Reengineering the Corporation and X-Engineering the Corporation • 2008, Accelare acquired the Capable Company, whose leaders authored The Capable Company and Measure Up! • 2009 Accelare’s work was featured in the June 2009 Harvard Business Review article, The Next Revolution in Productivity co-authored with Microsoft. • 2011 Accelare trademarked S2E “Strategy to Execution” Process -methods for Business Architecture, Technical Architecture, Business Intelligence and Operational Transformation. • 2010 Accelare launched WorkFit™ — the first Management Collaboration tool built on SharePoint. 4/17/2015 3© 2015 Accelare. Proprietary and confidential. All rights reserved.
  4. 4. The Six-Steps Behind Strategy-to-Execution (S2E) 1. Articulate and clarify strategy 2. Identify needed capabilities 3. Assess current performance 4. Identify people, process, and technology gaps 5. Construct a project portfolio to fill key gaps 6. Establish the management process to monitor business performance 4/17/2015 4© 2015 Accelare. Proprietary and confidential. All rights reserved.
  5. 5. Foundational Concept: The Enterprise is a Network of Capabilities 4/17/2015 5© 2015 Accelare. Proprietary and confidential. All rights reserved.
  6. 6. The Core Capability Model 4/17/2015 6© 2015 Accelare. Proprietary and confidential. All rights reserved.
  7. 7. Most Fail the Fundamentals of Strategy 4/17/2015 7© 2015 Accelare. Proprietary and confidential. All rights reserved. Respondents felt their organization was average or poor at strategy execution Cannot accurately describe the organization’s strategy SOURCE: HBR 2010 Strategy Execution Survey, Gartner, Standish Group Projects fail on ALL dimensions of success (ROI, Cost, and Schedule) Projects fail on at least one dimension of success What to Do? Getting it Done
  8. 8. Lessons from the Trenches 1. Get senior leadership engagement early! Or attract their engagement along the way! 2. Connect investments to capabilities 3. Building the 2X Project Manager 4/17/2015 8© 2015 Accelare. Proprietary and confidential. All rights reserved.
  9. 9. 1. Senior Leadership Engagement 4/17/2015 9© 2015 Accelare. Proprietary and confidential. All rights reserved.
  10. 10. 1. Senior Leadership Engagement • With Committed Leader as a Champion (Easy) – New processes that leverage capability planning and management – Setting operational strategy priorities – Dominant input to the project investment decisions • Without Committed Leader (Harder) – Content – Unique Views 4/17/2015 10© 2015 Accelare. Proprietary and confidential. All rights reserved.
  11. 11. 4/17/2015 11© 2015 Accelare. Proprietary and confidential. All rights reserved. New Management Process
  12. 12. Nordstrom’s Wal-Mart Building Deeper Leadership Commitment (Courtesy of Michael Porter) 4/17/2015 12© 2015 Accelare. Proprietary and confidential. All rights reserved.
  13. 13. …Committed Leaders Set Operating Model Priorities 4/17/2015 13 “Breakthrough” Highest Differentiation Some Differentiation Lower Cost Lowest Cost Parity Value Frontier: Efficiently delivering the intended value proposition Non-PriceValuedelivered Relative cost position High (World Class) low high low 6 5 4 3 2 1 Legend Circles = Current state Chevron = Ambition 1 2 3 4 56 © 2015 Accelare. Proprietary and confidential. All rights reserved.
  14. 14. What Content Attracts Leadership? • Performance-Value assessments • Capability operational spending Pareto charts • Project to Capability Gantt • Capability Financials 4/17/2015 14© 2015 Accelare. Proprietary and confidential. All rights reserved.
  15. 15. Performance and Value Assessment 4/17/2015 15© 2015 Accelare. Proprietary and confidential. All rights reserved.
  16. 16. Level 1 Capability Costs 4/17/2015 16© 2015 Accelare. Proprietary and confidential. All rights reserved. 26% 47% 61% 73% 83% 92% 100% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% $- $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000
  17. 17. 17% 25% 30% 36% 42% 47% 51% 55% 58% 61% 63% 66% 68% 70% 72% 0% 10% 20% 30% 40% 50% 60% 70% 80% $- $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 Budget Cumulative Top 15 Level 2 Capabilities by Cost 4/17/2015 17© 2015 Accelare. Proprietary and confidential. All rights reserved.
  18. 18. Attracting Leaders: Does Our Spending Match our Priorities? 4/17/2015 18© 2015 Accelare. Proprietary and confidential. All rights reserved. $10,656,692 , 6% $66,916,806 , 36% $59,365,122 , 31% $51,280,885 , 27% Budget by Classification View Advantage Business Necessity Essential Strategic Support
  19. 19. How Does Our Spend Align with Performance? 4/17/2015 19 $98,378,839 , 52% $42,859,394 , 23% $46,981,271 , 25% CxO Capability Cost by Heat High Low Medium © 2015 Accelare. Proprietary and confidential. All rights reserved.
  20. 20. What Capability Will that Project Improve or Create? 4/17/2015 20© 2015 Accelare. Proprietary and confidential. All rights reserved.
  21. 21. 2. Connecting Investments to Capabilities 4/17/2015 21© 2015 Accelare. Proprietary and confidential. All rights reserved.
  22. 22. How Good Is Your S2E Process? The Project Spend to Capability Heat Test 4/17/2015 22© 2015 Accelare. Proprietary and confidential. All rights reserved.
  23. 23. A Project Canvas Links Investments to Capabilities (Template) 4/17/2015 23© 2015 Accelare. Proprietary and confidential. All rights reserved.
  24. 24. Project Canvas with Relevant Sections Completed (2 pieces of data) 4/17/2015 24 Capability Family Estimate Project Cost © 2015 Accelare. Proprietary and confidential. All rights reserved.
  25. 25. 3. Building the 2X Project Manager 4/17/2015 25© 2015 Accelare. Proprietary and confidential. All rights reserved.
  26. 26. Principles of the 2X Project Manager 2X more productive = (context; working on the right things) x (speed; working much faster) 1. Context; working on the right things – With the right (x-functional) perspective – Make project execution a “process” 2. Speed; working much faster – CLM and simplifying the SDLC, picking the right path, getting beyond the methodology silo’s – Build in transparency to avoid surprises – Assign an Accountable Executive to every initiative 4/17/2015 26© 2015 Accelare. Proprietary and confidential. All rights reserved.
  27. 27. CLM – a stage gate for programs 4/17/2015 27© 2015 Accelare. Proprietary and confidential. All rights reserved.
  28. 28. 1. The Process of Project Execution 4/17/2015 28© 2015 Accelare. Proprietary and confidential. All rights reserved.
  29. 29. 2. Build in Transparency to Avoid Surprises (Broad access to every project) 4/17/2015 29© 2015 Accelare. Proprietary and confidential. All rights reserved.
  30. 30. 3. Assign Executives to Every Initiative (and publish the scorecard!) 4/17/2015 30© 2015 Accelare. Proprietary and confidential. All rights reserved.
  31. 31. 4. Find Your 2X Project Managers What is a 2X Business Architect, Analyst, Project Manager? A 2X architect, analyst, project manager is a person who is 2X more productive than a typical player. • The 2X player has two qualities that make them unique: 1. Strategy to Execution Process Master – they understand and help project sponsors and teams apply strategy, business model redesign and change leadership techniques (at a local project level) 2. Agile/Scrum Master – they can apply agile/scrum techniques to both the business and technical elements of the project to increase velocity and quality 4/17/2015 31© 2015 Accelare. Proprietary and confidential. All rights reserved.
  32. 32. The combination of strategic orientation (S2E) and agility and speed (SCRUM) are needed to increase velocity • “Scrum teams that work well are able to achieve hyper-productivity. We regularly see 330-400 percent improvement in productivity… the best teams can achieve 800 percent gains and they also end up more than doubling the quality of their work” — Jeff Sutherland 4/17/2015 32© 2015 Accelare. Proprietary and confidential. All rights reserved.
  33. 33. CONFIDENTIALITY AND INTELLECTUAL PROPERTY These materials contain valuable confidential and proprietary information belonging to Accelare. All information contained herein is protected by law, including but not limited to, copyright law. None of such information may be copied or otherwise reproduced, repackaged, further transmitted, transferred, disseminated, redistributed or stored for subsequent use for any such purpose, in whole or in part, in any means whatsoever, by any person without Accelare’s prior written consent. 4/17/2015 33 Question & Answers © 2015 Accelare. Proprietary and confidential. All rights reserved.

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