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the requirement is dead long live the outcome and working in collaboration with other stakeholders to deliver business strategy
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business strategy on a page
- 1. Andy Parkins VP, Business Technology Getting Stuff Done >
- 3. This is what we do
- 4. Our Company & Our „Blue Wig‟ Culture • “Its all about people” • Aggressive Growth • Entrepreneurial • Junk Speed • Local global reach • Make it work vs. do it right • The road less travelled • Our Daily Huddle
- 5. My Job description in our Transformation AT = ((CT + BT)(OT +IT))EA Bring Energy, Think Innovation, Add Value
- 6. A Case Study on the way we make our strategy work We Start with Why • Our Painted Picture • Our core challenge • 90 minutes communication with stakeholders • Executing strategy in our GSD framework
- 7. Our painted picture The best way to ensure that the future happens is to create it – first with a vivid mental image in our minds…. An Exceptional Milestone • Leadership • Engagement • Awareness • WOW! • Success
- 8. Understanding the Challenge Strategy: A coordinated plan of action in response to . . . a situation . . . The starting point for every strategy is defining the situation – the fundamental challenge facing our organization
- 9. Our fundamental challenge • More than 10 years ago, 1-800-GOT-JUNK? created a new paradigm by inventing the modern junk removal business • Today, we face numerous competitors, many of whom have cost structures that give them a pricing advantage • Most are copy-cats and imitations of our business model • Our success in our core brand must lead to success across our other brands We compete by unlocking & using weapons our competitors don’t have –asymmetry
- 10. Our strategies are a „bet‟ • Every 1-800-Got-Junk? strategy is a calculated bet designed to beat the fundamental challenge • Our bet is that we can out-do the competition and meet growth targets by consistently focusing on four pillars: • People Leveraging & creating superior teams and specialized skills • Customers Coordinating resources to earn customers and increase our repeat business • Brand Protecting and leveraging what none of our competitors have • Innovation Challenging the status quo
- 11. Our Strategies Must… • Overcome the fundamental challenge • Focus all our power on well-aimed powerful actions that create performance breakthroughs • Be a carefully coordinated and sharply prioritized Embrace the power of 3!
- 12. We test the value of our strategies? Does it continue to meets our six strategy design criteria: 1. Is it relevant? 2. Does it leverage a real opportunity? 3. Is it well positioned? 4. Is it focused? 5. Does it have urgency? 6. Is it linked?
- 13. Our Six criteria for good strategy 1. Relevance – the strategy must be our best answer to the fundamental challenge 2. Leverage – it directs an advantage against an opening and exploits asymmetry 3. Position – it strengthens our position to profit today, and position for tomorrow’s asymmetry 4. Focused – it masses a prioritized effort against leverage points: weaknesses, asymmetries, opportunities – and exploits them. 5. Urgent – sets targets and priorities that are near-term, challenging and achievable, and supports deadlines 6. Linked – the strategy defines a clear value creation chain inside the organization, and supports it with cascaded objectives
- 14. Our core strategy is an ongoing bet • It is a calculated bet – we adjust as we win and loose • It‟s never a sure thing at the beginning • Progress is monitored with a passion • Our ongoing mission is to learn from our experiences • We set work priorities based on their link to the bet
- 15. Sharing 90 minutes with your shareholders Visualizing & communicating strategy
- 16. Our Business Capability Map Business Branding (Revenue driven KPI‟s) Enterprise Shared Services (Efficiency based KPI‟s ) Customer Service (Value focused KPI‟s ) Revenue management & Reporting Marketing Public Relations Sales Management Brand Management Franchise Operations FP Development and Innovation
- 17. We link strategy to outcomes to tactics Business Capability Catalogue People, Process & tools 1 & 2 drive business integration while 3 & 4 drive value-based action Goal: Focus on defining the outcomes that drive the right decision based actions
- 18. We use S.O.A.P as the collabouration tool Executive focus: Directorship focus: Management focus: Operational focus: 3- 5 year Objectives Outcomes by key themes (concerns, criteria, etc) Tactics to executed 12-18 month goals Targets defining success New Ways of working Capability Picture Benefits envisaged Not a presentation tool but a stakeholder communication tool to secure directional alignment S.O.A.P = Strategy On A page 90 minute session to tease out and evolve thinking
- 20. Maturity Phase 3: Continuous Improvement Maturity Phase 1: Engagement Maturity Phase 2: Partnering Phase 3 OUTCOME A value driven agenda for Technology that is business outcome focused and directly supporting our brands Phase 2 OUTCOME BizTEch function matured from providing IT performance to enabling business performance Key: Roadmap items Outcome Based Activity Benefit Realisation point Deliverable Milestones Business Planning Solution Quality Business Strategy Delivery Talent management Communication Vision we can out-do the competition and meet growth targets by focusing on our four pillars Business Services Phase 1 OUTCOME Business stakeholders recognize value in partnering with BizTech to improve customer service Enterprise Integration Roadmap - towards 2016 The roadmap explains the inter-dependencies and benefit maturity rationale for each business service shown GSD facilitating business alignment workshops between stakeholders Business Case, Blueprint & Roadmap agreed Stakeholder decision planning based on KPI reporting BPM integration secured . Capability function recognized by Franchises & other business units EA phases & business maturity pace agreed ARB maturity plan for business units agreed Capability catalogue published Information solution published Capability owners and process leads identified & agreed Agile Business Technology platform Technology is business performance focused Talent Management strategy in place and being executed Business capability driven targets Agreed skill sets and approach with IT suppliers Quality reviews drive performance
- 22. What business outcomes are being sought? What is the contextual priority and the net benefit What is the best business solution at this time? What is being delivered, when ? Is the opportunity providing the benefit envisaged? Discover Value Viable Implement Assess Five Questions we ask during execution
- 23. Why we ask 1. To ensure the business case (ROI/TCO) continues to make sense 2. That the plan is locked and loaded for the solution agreed 3. All stakeholders are prepared for a successful launch 4. The benefit harvested is going to be as expected
- 24. What GSD lessons have we learnt 1. Sponsor Accountable for communicating “why” a change occurs 2. Focus on the business qualities of a solution not just functional behavior e.g. simplify, integration, performance, satisfaction, improve value etc. 3. Ensure trade-off decisions are explicit to ALL stakeholders and sponsors 4. Govern solutions against knowledge of business outcomes required . 5. Highlight early, areas of complexity to be considered & addressed. 6. Promote cross team communication and alignment of business roadmaps
- 25. SUMMARY • What are the biggest challenges we faced? • New Terminology, new culture & way of thinking, value-based approach • How have we overcome them (or not) • We still are! – hearts and minds one step at a time, open conversation • What results: • Benefit driven business change practices • Unified communication we are on the same facing the same direction • Doing Junk Learn and Junk Execute at the same time causes pain • What have we achieved beyond the initial goals? • Ability to measure collective patience, mind shifts don‟t just happen • You can turn a super tanker with a canoe – you just need to think latterly
- 26. What to do next – take the first steps 1. Write down the fundamental challenge you want to address 2. Agree „A‟ccountable parties to draft your SOAP 3. Communicate and collaborate in 90 minute chunks 4. Get „R‟esponsible parties ready to build benefit roadmaps not plans 5. Dry run the sketching of a SOAP & Roadmap – it‟s a different mindset 6. Build and mature your business capability catalogue 7. Walk the talk & share your SOAPs and Roadmaps 8. Look for execution challenges and misalignments across SOAPS Get ready on Monday to: Start within the month to:
- 27. Andy Parkins VP, Business Technology andy.parkins@1800gotjunk.com Thank You<
Editor's Notes
- Our strategy is our compass for getting the stuff done Our strategy is our recipe for success – our core strategy is aggressive revenue growth We are continually evolving an approach and it is showing us positive results
- We are running successful customer services company – In our flagship brand we are chasing a revenue goal of $120m for 2013We growing the number of franchises and our revenue goals with 177 junk franchises 21 paint franchises and launched this year You Move Me 27 franchisesWe are
- We are transforming from a very successful single brand company to a multiple branded global service organizationAs the VP for Business and Technology I needed a cunning plan to support and champion cross brand integration Our EA formula scopes out up our approach to our technology challengeUsing the power of EA we combine the operational technology platform (our business events) with our Information technology platform (our business knowledge) and blend to our business technology drivers (PaaS SaaS etc) add a mix of desire to consumerize the technology (business usability) and bake until ready to deliver a unified set of Business Technology Services as a ready made Appliance technology. Just like the way we use our washing machines, dishwashers and microwaves as the tools that enable our home making capability – i.e. build technology that just works!
- Simon Senik says its very well in his Ted Talk about The golden circle and Our painted picture is to double our revenue to 200m by 2016 – ahhh Hawaii This will trigger our launch of our Move and Paint brands into Australia and our Junk brand in to the UKWe have a clear vison of what good look like – we call it our painted picture We have a robust strategy to help us navigate the road aheadWe have adopted some tools to help communicate and foster support to take the jounery
- Focusing on these four pillars makes us a more powerful draw for repeat and new customersCut-rate and copy-cat competitors cannot match our strength on these four pillarsWe compete by unlocking and using weapons our competitors don’t have – this is defined as asymmetryOur People - Leveraging superior teams and specialized skillsOur Customers - Coordinating resources to earn customers and increase our repeat businessOur Brand - Protecting and leveraging what none of our competitors haveInnovation - Challenging the status quo – Why is this acceptablePeople –, our Truck Teams and the Junktion team – who help advance our business forwardCustomers – through marketing and commercial salesBrand – leverage and protectInnovation - dedicated resources to cultivate and test new ideas that will help us achieve new results Some works and some done
- Fundamental challengeFocus all our power on well-aimed powerful actions that create performance break-throughsThis cannot be achieved with a collection of loosely connected initiatives – it must be a carefully coordinated and sharply focused plan
- Check it against 6 strategy design criteria to confirm it is a combination of carefully-aimed actions within a sharply focused plan
- Economic cycles will shrink and grow the market, but the strategy must increase our lead through every cycleOur four pillars are the best answer to the challenge posed by cut-rate and copy-cat competitorsIt increases our lead through every cycleOur four pillars are the best answer to the fundamental challenges posed by competition Our strategy includes long-term objectives, but all are supported by milestones and annual targetsOur objectives are a good balance between aggression and realismThe four pillars are our value chain, and we have created strategies, objectives and tactics for each of the four pillarsThese strategies, objectives and tactics are the best uses of our resources
- At the core of every strategy is a calculated betIt’s never a sure thing at the beginning, but it is the best bet we knowWe are carefully monitoring our progress and results, and so far, I have confidence we’re on the right trackOur task today is to learn from our early experience and set priorities for 2014
- Its all about driving change in the context of business performance gains – what business function is achieving what business gain
- Critical activity is to provide “involved stakeholders” with a working draft to ensure enterprise alignment on blocks challenges concerns and outcomesWe start with the executive focus (Why) and test it against our painted picture We use are six strategy criteria (HOW) to validate we have proper outcomeWe map our project tactics (WHAT) to our performance goals and outcomes We work together in collaboration to revisit and refersh our SOAPS Produced as output from a collaborative workshop of ‘A’ccountable partiesA quick win deliverable showing stakeholder alignment on outcomes to be achievedSets a common view of where we want to be, at different organizational levels Separates the ‘what we want’ from the ‘how we need to do it’In summary it got our business stakeholders to open up as Business partners and talk about their ambition and the pace they wanted to travel at Its really hard to get the right words on one page – the reward is that it gets stakeholders to the right level of thinking in place and outcome focused On enterprise value as well as operational efficiency Working with outcomes means breaking a hard habit of knowing why you need the requirement Think about the following Nobody Who Bought A Drill Wanted A Drill. They Wanted A Hole!The solution to a lot of peoples problems is in the quote above.
- ECM capability Our roadmaps visualize the major business land marks to head towards usually 3 to ensure the journey is continuing to be worth while and if necessary good getting off points We have and still learn a consistent cultural message as we get better at building roadmaps A roadmap is the benefit realization opportunity (the chart by which to plot the journey) – whereas a planning schedule is the execution map to ensure measured and sustainable progress at the right business pace to enable the proper business digestion of change Top mistakes and learning Add the benefit points in firstAdd the key business decision points from the executive decision case in nextDon’t overload with activities – makes it a busy communication tool and scares off stakeholders