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Strategy Planning Team Design Proposal


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Proposal for creation of a cross-divisional planning team

Strategy Planning Team Design Proposal

  1. 1. Strategy & Planning <br />Team Design and Functions<br />Speaker Name – Title<br />September 22, 2010<br />
  2. 2. Executive Summary<br />Overview of Strategy and Planning Shared Service across Global Sales Ops <br /><ul><li>Improving co-ordination and communication
  3. 3. Helping to prioritize and focus
  4. 4. Provide key personnel and resources for:</li></ul>Strategy<br />Analytics<br />Planning<br />Project Execution<br />Strategy and Planning linkages outside of Global Sales Ops<br /><ul><li>HPSS Business Planning
  5. 5. HPSS Sales Strategy / Planning
  6. 6. HPSS Business Unit Strategy / Planning
  7. 7. Regional Planning</li></li></ul><li>Organizational Alignment<br />Biz Planning<br />BU Strat & Plan<br />VP Sales<br />WW Strategic Prog <br />& Readiness<br />Strategy & <br />Planning<br />Strategy creation & <br />clarification<br /><ul><li>Global Ops</li></ul>-with BU and Sales<br /><ul><li>Prioritization</li></ul>-Hoshin Process?<br />Analytics<br /><ul><li>Customer
  8. 8. Field</li></ul>Annual Planning<br /><ul><li>Planning Design</li></ul>-Planning Execution<br />PMO<br /><ul><li>Key project design</li></ul>-Key project execution<br />-Process improvement<br />Executive Assistant<br />Chief of Staff<br />Shared <br />Services<br /><ul><li>Infrastructure
  9. 9. Data base (s)
  10. 10. Tools
  11. 11. Development
  12. 12. Operations</li></ul>Sales Comms<br />Sales Readiness<br />Dev & Delivery<br />Perform Mngmt<br />GTM / Sales Programs<br />HPSS CoE<br />Region Planning<br />
  13. 13. Recommended Action<br />Strategy and Planning to work across Global Ops to help create a common vision and list of priorities <br /><ul><li>Impacts Include:
  14. 14. Better targeting of Programs to top customers and sales programs
  15. 15. Align resources to improve Revenue growth
  16. 16. Less wasted resource / slack in organization translates to higher productivity
  17. 17. Employee morale improvement via clarity and consistency of roles throughout fiscal year
  18. 18. Resources needed
  19. 19. Improvements in Analytics data
  20. 20. Based on priorities possibly more PMO resources to help guide faster project execution
  21. 21. Personnel to drive cross-org Hoshin planning
  22. 22. Implementation timeline
  23. 23. Get agreement on high level outline – October
  24. 24. Begin implementation Q1</li></li></ul><li>Next Steps<br /><ul><li>Get agreement on high level outline of Strategy & Planning Role in Global Ops
  25. 25. Obtain cross-management team input on Strategy and Planning key value points (provide more detailed outline including)
  26. 26. Hoshin tools and process
  27. 27. Skills team can provide across org
  28. 28. Synergies with Shared Services team
  29. 29. “Flesh-out” detailed team roles and inter-connection points based on input across Global Ops and outside Global Ops</li></li></ul><li>Benefits and Potential Risks<br />Benefits<br />Potential Risk<br />Department resistant to planning<br />Department “Turf” issues<br />Change resistance<br />Stretch Strategy and Planning too thinly<br />Missing key talents on Strategy team<br /><ul><li>Improve linkages between strategy, annual plans, execution
  30. 30. Create clearer, cleaner process for business planningUse valuable Strategy personnel in more creative ways
  31. 31. Increase Strategy team talents and satisfaction
  32. 32. Help org focus on most important / most productive programs</li></li></ul><li>Strategy & Planning<br />Problems include:<br /><ul><li>Unclear alignment between Business Unit / Sales Strategy and Global Ops Plans and Execution
  33. 33. Need prioritization of initiatives and programs combined with scarce resources
  34. 34. Un-clear decision making process and roles / owners in flow of strategy, planning, and execution </li></ul>Opportunity for change:<br /><ul><li>Start Q4/1 allows alignment of strategy and plans with execution and resources / personnel earlier in FY 2011
  35. 35. 2011 - Second time through Sales Planning provides visibility to process now</li></ul>Why is change important?<br /><ul><li>Need to make sure money and people are devoted to the most important HPSS strategies
  36. 36. Little or no increase in money or people in 2011 so need to be highly productive</li></li></ul><li>Global Ops Hoshin Planning<br />2+ Year<br />Timeframe<br />HPSS Business and Sales Plan <br /> Global Operations <br />Business Plan<br />2 Year<br />Timeframe<br />Mission<br />Breakthrough Projects<br />Annually<br />Deliverables<br />Results and Metrics<br />
  37. 37. Hoshin Planning Steps<br />1) identification of critical business issues that the organization faces; <br />2) establishment of business objectives to address these issues; <br />3) definition of the HPSS over-all goals;<br />4) development of strategies that support the over-all goals; <br />5) definition of sub-goals or tactics that support each strategy; <br />6) establish metrics for measuring process performance; <br />7) establishment of business fundamental measures.  <br />The first 3 steps of this process are handled by top management, with the defined over-all goals supported by the rest of the organization through steps 4-7. <br />HPSS<br />defined<br />Global Ops<br />defined<br />
  38. 38. Rationale of Sales planning<br /><ul><li>To have systematic, planned and methodical way to set HPSS biz and sales strategic priorities
  39. 39. Clear implementation / action plan for FY11
  40. 40. To get input from all HPSS stakeholders and to define strategic initiatives in much more planned way
  41. 41. Strategic initiatives in line with EB
  42. 42. To communicate a clear plan on 1st Nov.</li></li></ul><li>HPSS SALES PLANNING – HIGH LEVEL PROCESS<br />Stage<br />Revisiting Strategic Plan – Establishing process steps<br />Top level ASPIRE / Growth targets<br />Strategic Plan<br />Quota by account<br />Communicating and Executing Strategy<br />Formulating<br />Coverage Model<br />BU Strategy<br />Conducting external and internal analysis<br />Input<br />Activities<br />Output<br />Milestone<br />
  43. 43. Appendix<br />
  44. 44. Strategy Planning Flow – Global Ops<br />Long term strategy<br />FY 2011 Plans<br />Prioritized Programs<br />Resource needs<br />1<br />2<br />3<br />4<br />HPSS Overall strategy and Sales strategies<br />Global Ops Hoshin plans<br />Departmental prioritized programs / initiatives<br />Personnel, Money, Resource, and Training<br />