Dynamic business planning

Dynamic Business Planning John Satta Product Planning Manager Boston SPIN 16 May 2000

QSS’ business ,[object Object]

What are the challenges? ,[object Object],[object Object],[object Object],[object Object],[object Object],Survival demands visibility

Responses ,[object Object],[object Object],[object Object],[object Object],[object Object]

Planning must be continual ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Rapidly changing conditions demand frequent course corrections

Traditional strategic management Business Objectives Cross-functional Strategic Initiative Team e-mail, informal discussions, meetings, documents, presentations, etc. ,[object Object],[object Object],Document Management Corporate Communications Presentation Development Project Management ,[object Object],[object Object],[object Object]

All efforts are global and interrelated Project 1 Project 2 Research Competitor 1 Competitor 2 Supplier 1 Supplier 2 Technology 1 Technology 2 Project 3 Opportunity 1 Opportunity 3 Opportunity 2

Planning as communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Everyone should know the plan and their contribution to it

Top down meets bottom up Vision Wisdom Knowledge Information Data Reality Direction

Characteristics of Outstanding Leaders ,[object Object],[object Object],[object Object],[object Object],[object Object],Portfolio Management for New Products Cooper & Edgett

Involve stakeholders ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Given enough eyeballs, almost every problem will be characterized quickly and the fix obvious to someone The Cathedral and the Bazaar Eric S. Raymond

For each product, initiative and project ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Planning in the face of uncertainty ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The end result is not a picture of tomorrow, but better decisions about the future The Art of the Long View Peter Schwartz

We must plan for changing conditions Technology Newer Technology Project Project

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Balance planning and action Consider the unthinkable to be able to react rapidly

Practical considerations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],It is a lot of work, but consider the alternative

Pitfalls to avoid ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

PDMA-reported portfolio problems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Obstacles to success ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Case study: Motorola Communications Enterprise ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],“ Provides the enterprise with 10x-100x improvement in operational efficiency” ,[object Object],[object Object],[object Object]

Case study: Motorola Communications Enterprise 10 20 30 40 50 1999 2000 2001 2002 Motorola’s Forecasted Adoption Rate of Enterprise-wide planning Thousands of users 1,000 users 32,000 users

Multi-enterprise collaboration Customer of B Supplier to B enables precision responses Visibility into others’ plans... Enterprise A Enterprise B Enterprise C

Interesting Statistics ,[object Object],[object Object],[object Object],Portfolio Management for New Products Cooper & Edgett

Make the Success Factors More Visible ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

References ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The results... ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Dynamic business planning

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