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Climbing Strategy Mountain

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As presented to IxDA Austin, January 2017.

Published in: Leadership & Management

Climbing Strategy Mountain

  1. 1. Climbing Strategy Mountain Dave Malouf - @daveixd IxDA Austin
  2. 2. Ground Rules For Today’s Climb 1. We can only be “safe” when everyone understands. 2. You can only go as high as the effort you put in. 3. Imagine optimistically. 4. It’s about the journey, not the destination. 5. Capture what you want to remember. Anything else? 
 (we’re in this together) 2
  3. 3. The Plan For the Climb Part 1: 1. Preparing for the Climb 2. Surveying the Mountain 3. Visualizing the Peak Part 2: 1. Determining the Best Path 2. Points: Observe, Measure, Learn, Adjust 3
  4. 4. Preparing for the Climb
  5. 5. What is Strategy?
  6. 6. A question asked: I was told my goals are not strategic. What is a strategic goal?
  7. 7. Tactical I will complete X by Y date. Strategic By completing X, Y, & Z we will see a change in these key results that will tell us we are trending towards A, B, C.
  8. 8. Tactical We have heard customers X, Y, Z request A. If we build it, we will retain them. Strategic By building A, we will see a rise in our NPS, and make customers X, Y, Z into references that our sales channel needs to meet revenue goals.
  9. 9. Getting to Strategy Isn't Easy
  10. 10. Takes These Elements 1. Current state 2. Desired State 3. Purpose, Values 4. The plan 5. Measures of progress
  11. 11. Sense of place Sense of travel
  12. 12. Takes These Elements 1. Knowing where you are 2. Knowing where you are going 3. Having a reason to go 4. A map between 1 & 2 5. Landmarks to look for
  13. 13. An expedition
  14. 14. More like this:
  15. 15. Peak Strategy’s Structure Path Point The objective defined as a vision. A gate for delivery, measurement, reflection, learning and pivoting. The way “up” with the most total value. 15
  16. 16. Surveying the Mountain
  17. 17. What does your mountain look like?
  18. 18. It’s all about perspective(s) • Long view • Medium view • Up close • In the moment
  19. 19. Long view - towers over everything 19
  20. 20. Another long view: But close to my context 20
  21. 21. Up close but still a view of the peak 21
  22. 22. On the mountain and in the moment 22
  23. 23. There needs to be a “there”, a purpose, a reason.
  24. 24. Mission is important 24
  25. 25. Team Missions Missions are not just at the enterprise level, but also at the division and team levels as well. Here is the mission from the HPE Helion UX Team that I was on. Humanize complex systems and foster connections between people to deliver value through the HPE ecosystem. 25
  26. 26. MISSION Go there! What will it be like there? VISION 26
  27. 27. Vision answers … ! Why are we bothering? ! What does success look like what when we arrive? 27
  28. 28. A vision gives your direction focus 28
  29. 29. The Alps vs. the Cascades Ranier Matterhorn
  30. 30. Or Everest vs. K2 Everest K2
  31. 31. What is your purpose?
  32. 32. In your current role, what is your mission? Time: 5:00 Activity: • 1 Sheet of paper • Use your post-its • Personal affinity of your mission. • Write out a short mission. Activity Goal: Share your mission for you and your team in your current role.
  33. 33. Give Your Hike a Purpose
  34. 34. A Purpose Answers • What is our motivation? • What value will we create? • Who benefits from this value? • Why will they care?
  35. 35. Share Stories • Align meaning • Gain mutual empathy • Learn from each other
  36. 36. Alignment is critical My Holiday My Wife’s
  37. 37. At Rackspace Surgeons Pharmacists
  38. 38. At Rackspace
  39. 39. People Keep it focused on human beings.
  40. 40. At Rackspace Relationships Added-Value
  41. 41. At Rackspace “Managed” = Partnership Relationships Added-Value Feeling known Relevant/contextual Flexible Good, clear communication Trust Expertise Proactive support Technology
  42. 42. What’s your goal(s)?
  43. 43. Two parts of this exercise? Pt. 1 = 15 min. Pt. 2 = 10 min. Pt 1. = Share stories. For 2min per person in your group, share a story about how your design team works (good and bad). People not telling stories, captures thoughts/notes on post-its. Pt. 2 = Affinitize. Find commonalities, nuggets and work to align perspectives.
  44. 44. Visualizing the Peak
  45. 45. The Peak Supports the Purpose by Answering • What was the pain before? • What is the solution? • What is the value to the people it is for? • What data supports the solution? • How will we know we were successful?
  46. 46. Be Emotional
  47. 47. Outcomes • Played to customers in front of execs. • Customer feedback was 100% positive. • Discussions about changing roadmaps of various products. • Video still played at all new employee orientations.
  48. 48. Desired Outcomes
  49. 49. Desired outcomes Desired outcome for … [Describe the goal] Who wants it? [or who should want it? Be as specific as possible] What is wanted? [also/or what should they want? Use the user’s language.] What does it get them? [What does it actually get them?] [What is the actual need being solved?] [What does it get them that is greater than what they say they want?] How will they know they have it? [This is written using sensory terms.]
 [List Sufficient and Ideal.]
 [This is a long list.] What stops them from having it now? [List the obstacles of achieving their goals.] What is the sequence of steps to achieve it? [How does the subject get there?] [What is the immediate next step?] What negative impact could having it create? [This is an ecology check.] What happens if they don’t get it? [What is their future like if you/they don’t succeed?]
  50. 50. Exercise: Desired Outcomes 30 minutes Pretty darned short, I know. During this exercise, each table will work through the entire canvas of a Desired Outcomes template. • Reference your previous affinity work. • Build the canvas as you go. Use as many big post-its as you like. • Put Sensory and Sequence on their own big post-its for sure.
  51. 51. Determining the best Path
  52. 52. Always more than one way up a mountain
  53. 53. How much fidelity in your vision?
  54. 54. I made it to the top!
  55. 55. Where is everyone?
  56. 56. Avoid exhaustion
  57. 57. The path we choose matters.
  58. 58. Issues to consider • How will my company scale? • What does my team need to learn on the way? • What path allows me to learn what I need to know along the way? • How many stops can I make on the way? Do those stops have value to me? to my customers?
  59. 59. Points: Observe, Measure, Learn, Adjust
  60. 60. Got a map?
  61. 61. Landmarks
  62. 62. Choosing the view points Value for user Enough data worth measuring Not too far out Well defined enough
  63. 63. OODA Observe Orient Decide Act
  64. 64. For us this translates to Collect Data Analysis of Data Reflection on the Analysis Synthesis of a Set of Hypotheses Evaluate Hypotheses Value Re-evaluate Previous Plan Against New Insights
  65. 65. Your Vitals Are you instrumented?
  66. 66. In an agile or lean environment?
  67. 67. Back Plan And Forward plan Ping-Pong Planning 1. Similar to story mapping 2. Break up your path utilizing a cutting procedure. 3. Evaluate based on core heuristics of value, & learning.
  68. 68. Like this … Start Finish
  69. 69. Cut in 1/2 Start FinishCut 1
  70. 70. Keep cutting Start FinishCut 1Cut 2 Cut 3
  71. 71. Add in learning objectives Start FinishCut 1Cut 2 Cut 3 Learning Objective Measure Baseline(s) Learning Objective Measure Learning Objective Measure Learning Objective Measure
  72. 72. Set the points on your path.
  73. 73. Building a path 20min. Review the sequence of your Desired Outcomes against strategic considerations mentioned previously. Ping-pong plan against questions that sets the path. In your plan, be sure to add in answers to What are you going to learn? How are you going to measure it?
  74. 74. Principles for focus
  75. 75. Principles guide you 1. They tell what is enough? 2. They tell you what is too much? 3. Focus the team.
  76. 76. For principles to be effective … • They must be created collaboratively across functional areas. • They can’t be standards of good practice. • They need to be differentiators for you and your organization. • You need examples for good and bad for each principle.
  77. 77. Moving forward
  78. 78. Next steps 12min total 5 min. for each part of this exercise: • Why won’t you use this? • What are you going to do to get past these obstacles? • Who are you going to partner with? • What are you going to do first when you’re back at work?
  79. 79. Let’s inspire
  80. 80. Let’s Create Value
  81. 81. Ready for the climb?

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