The document outlines a 4-step process for developing and deploying a business strategy: 1) Define a vision and strategic initiatives through analyzing customer, process, and employee data and feedback. 2) Build a 3-5 year plan by developing operating agendas from strategic initiatives and creating a waterfall chart and X matrix to align KPIs. 3) Deploy the strategy and vision down through the organization using policy deployment, action plans, milestones, and bowler charts. 4) Conduct ongoing follow-up, diagnostics, and improvements through monthly reviews, identifying failures, and sustaining wins.

1. Building and
Deploying Your
Business Vision and
Strategy
By:
Halden Zimmermann
4 STEPS TO DEPLOY YOUR
BUSINESS STRATEGY:
Step 1: Vision and Strategic Initiatives
Step 2: Build 3-5 year plan
Step 3: Deploy Strategy and Vision
Step 4: Measurement and Diagnostics

2. Vision: The Vision describes the organization’s most desirable future
state, and it declares what the organization needs to do in order to
reach the future state.
Assess Current State
Data from Customer
Data from Process
Data from Employees
Voice of
Customer
(VoC)
Voice of
Process
(VoP)
Voice of
Business
(VoB)
Filter Business
Through Lenses
Voice of
Employee
(VoE)
Step 1: Vision and Strategic Initiatives
slide 2
Data from Business
Develop hypothesis vision
Look at your business through
different lenses to understand
opportunities and gaps

3. Collaboration
Brainstorm Gaps &
Opportunities
Consider all Ideas
Benefit vs. Effort Chart
EFFORT
BENEFIT
Step 1: Vision and Strategic Initiatives
Ideation from the Business Voices (Data & Information)
slide 3

4. 3
1
2
Affinitize Ideas – Strategic Initiative Categories
Step 1: Vision and Strategic Initiatives
slide 4

5. 2. What must we do
supremely well?
3. What principles
will guide our
approach?
1. What goals and
results do we want
to achieve?
From the above Framework & Strategic Initiatives that were
conceptualized put your vision and strategy into words
4. What will good look
like?
Strategic Visioning Framework
Mission
Distinctive
Competencies*
Shared
Values
Target
Outcomes
Step 1: Vision and Strategic Initiatives
slide 5

6. 3
slide 6
1 2
Strategic Initiative 1
Action Impact Timing
Action 1 $$$ 2016
Action 2 $$ 2017
Action 3 $$$$ 2019
Total
Impact
$$$$
Strategic Initiative 2
Action Impact Timing
Action 1 $$$ 2016
Action 2 $$ 2018
Action 3 $$$$ 2019
Total
Impact
$$$$
Strategic Initiative 3
Action Impact Timing
Action 1 $$$ 2016
Action 2 $$ 2016
Action 3 $$$$ 2019
Total
Impact
$$$$
Step 2: Build 3-5 Year Plan
Build Operating Agendas from Strategic Initiatives
(Plan Milestones for Major Breakthroughs)

7. Waterfall - Chart
3-5 year – Top Line Revenue
Strategic
Initiative 1
Strategic
Initiative 2
Strategic
Initiative 3
Year 1
Market
Price
Organic
Build 3-5 Year Waterfall
X Matrix
X matrix is used to align on
ownership, KPIs and
activities that drive strategic
initiatives across an entire
organization.
Year 3
Step 2: Build 3-5 Year Plan
slide 7

8. HOW
Annual
Breakthrough
Objectives
3-5 Year
Breakthrough
Objectives
WHAT
HOW
MUCH
= Secondary Responsibility
OWNER
Solid dots show
Intersections
and linkage
from Targets to
Improve back to
Breakthrough
Objective
Comprehensive view of your company priorities one page
Top Level Policy Deployment on Matrix Tool
Targets
to Improve
Top Level
Improvement
Priorities
HOW
FAR
= Primary Responsibility
RESOURCES
WHO
Step 2: Build 3-5 Year Plan

9. Build Top Level Bowler Chart and Action Plan
Key Initiatives driven from X Matrix
Develop Action Plan for implementation
with milestones
Bowler Chart used to track KPIs
to manage the strategic Initiative
Step 2: Build 3-5 Year Plan
slide 9

10. slide 10
Milestones
Action Plans
KPI’s
at each level
Vision
Strategic Agenda & Mission
Operating Agenda
Annual Initiatives
Sales &
Marketing
Finance
Human
Resources
Manufacturing
Plants
Business Unit Policy Deployment
Step 3: Deploy Strategy and Vision

11. slide 11
Vice President - Deploy Annual Initiatives
Directors
Managers
Teams / Projects
Growth
Margin
Improvement
Voice of
Customer
……..
Department Level Policy Deployment
Step 3: Deploy Strategy and Vision
Milestones
Action Plans
KPI’s
at each level

12. Department Bowler Chart and Action Plan
Key Initiatives Driven from X Matrix
Develop Action Plan for implementation
with milestones
Bowler Chart used to track KPIs
to manage the strategic Initiative
Step 3: Deploy Strategy & Vision
slide 12

13. • Review KPI’s
• Follow up
• Problem solve
• What is working
• New actions
• Projected completion date
Monthly Follow Up & Review
Team Work
Step 3: Deploy Strategy and Vision
slide 13

14. Understand KPI
performance over
time & trends
• Standardize and sustain wins
• What are the top contributors
to misses?
• Identify the Failure Modes &
Root Cause using “5 why”
problem solving
• Actions to address misses are
added to the plan
Dynamically Manage
Step 4: Follow Up and Diagnostics
slide 14

15. Large increased in performance over time are
“Game changing projects” (SIs)
• SIs drive greatest improvement because they are
breakthrough game changing initiatives
• Progress must be sustained over time and become
part of daily management
Time
Improvement
Day-to-Day Improvement
• Comes from good daily management and
continual improvement of “ original” SI projects
• These are incremental improvements found by
good management process and basic process
improvement projects
Sustain & Standardize Improvements Continually…
Step 4: Follow Up and Diagnostics
slide 15

16. End of Year Diagnostic – Closed Loop
End of year information
and data is re-plugged
back into STEP 1 and the
assessments starts again.
A formal approach to
reviewing with the team
what worked well and what
did not is critical
Customer Value
Delivery
Step 4: Follow Up and Diagnostics
slide 16

17. Building and
Deploying Your
Business Vision and
Strategy
Halden Zimmermann
https://www.linkedin.com/in/haldenzimmermann
Halden.Zimmermann@gmail.com
Halden Zimmermann is a Transformational Strategy, Marketing
and Business Leader, positioning companies to out-compete,
out-innovate and outperform the market. He brings real world
marketing expertise with significant Lean and P&L experience
helping the organizations he leads to leverage simple but game
changing approaches aimed at accelerating growth. Halden is
the author of several articles discussing how to solve business
problems in simple ways.