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StrategyStrategyDeploymentDeploymentAligningtheAligningtheOrganizationOrganizationAgendaReviewStrategyDeploymentphilosophyReviewStrategyDeploymentprocessdetailsReviewDonaldsonStrategyDeployment“X”chartsDetermine2ndlevelAnnualImprovementPriorityDetermineTargetstoImproveforthe2ndlevelAIPsDetermineTargetstoImproveforthe2ndlevelAIPsDetermineresourcesManagementReviewandKPIdiscussionDevelopActionPlansforasmanyasAIPsaspossibleBowlingChartandcountermeasuresEstablishactionitems,completiondates,responsibility•Startandstopontime,breaksetc.•Everyoneisequal,norankintheroom•Beopenandhonest•CellphonesturnedoffortoquietmodeGroundRules&Logistics•Cellphonesturnedoffortoquietmode•Oneconversationatatime•Let’sagreetoendpointfordayone.Let’shaveSomeFun!Let’shaveSomeFun!WhatistheStrategyDeploymentProcess?InTheory–AsystematicapproachtomanagementofchangeincriticalbusinessprocessesleadingtosustainablebreakthroughperformancebreakthroughperformanceInPractice–Themosteffectiveleadershipandmanagementtool,IF,youwanttomaketheabsolutebestuseofyourtime,moneyandresources.Hireanarchitect???Whenbuildingahousewhichwouldyoudofirst?Whenbuildingahousewhichwouldyoudofirst?StrategicPlanHireageneralcontractor?Hireapainter?StrategyDeploymentValueStreamMapping&KaizenWhatisStrategyDeployment?WhatisStrategyDeployment?•Oneyearplanreflectingthe3-5yearstrategicgoals•FocusesontheCriticalFew,CustomerFocusedCriticalFew,CustomerFocused•FocusesontheCriticalFew,CustomerFocusedCriticalFew,CustomerFocusedBreakthroughObjectivesBreakthroughObjectivesthatarerequiredforacompany'slongtermsuccess•LinksmajorobjectiveswithspecificresourcesandsupportplansthroughouttheorganizationDeploysStrategyto“PointofImpact”DeploysStrategyto“PointofImpact”ExecutionoftheStrategiesStrategicPlanMission3-5YearViewProduct/MarketFocus-VoiceoftheCustomerAdvantageCompetitiveObjectives/Strategies/ActionPlansStrategicDeploymentObjectiveBreakthroughsDeployedThroughouttheOrganizationHighMeasurementFocusStrategicDeploymentImplementation“CriticalFew”ProcessesActionPlanatPointofImpactBowlingChartsStrategyvs.DailyManagementDAILYMANAGEMENTMaintainWhatWeHaveOperatingUnitResponsibility–SQDCKPI’sMinimumManagementAttentionFinancialExpressionof1YearOperationalPlanWorkingCapitalImprovementEVAImprovementBUDGETINGPROCESSOperatingIncomeStrategicPlan•Mission•3-5YearView•Product/MarketFocus-VoiceoftheCustomer•AdvantageCompetitive•Objectives/Strategies/ActionPlansCONTINUOUSIMPROVEMENTImproveWhatWeHaveSelectedManagementAttentionFunctional/DepartmentResponsibilityStrategicDeploymentPlan•Breakthroughs•DeployedThroughouttheOrganization•HighMeasurementFocusStrategicDeploymentImplementation•“CriticalFew”Processes•ActionPlanatPointofImpact•BowlingChartsDefinitionofDailyManagementDefinitionofDailyManagement•Routine,daytodayactivities•Limitedcross-functionalinterface•Standardisusuallyinplace•Improvementscharacterizedasbunts&singles•Improvementscharacterizedasbunts&singles•ProgressmonitoredthroughKeyPerformanceIndicators(KPI)measuresDailyManagementSystemsareaprerequisitetoStrategyDeploymentManagingtheConnectionStrategicPlan•Mission•3-5YearView•Product/MarketFocus-•VoiceoftheCustomer•AdvantageCompetitive•Objectives/Strategies/ActionPlansDailyManagement•MaintainWhatWeHave•OperatingUnitResponsibility–SQDCKPI’s•MinimumManagementAttentionBUDGETINGPROCESS•FinancialExpressionof1YearOperationalPlan•OperatingIncome•WorkingCapitalImprovement•EVAImprovementMONTHLYOPERATIONSREVIEWExceptionReportingForwardFocusonPotentialProblems&OpportunitiesQuickResponseCountermeasuresStrategicDeploymentPlan•Breakthroughs•DeployedThroughouttheOrganization•HighMeasurementFocusStrategicDeploymentImplementation•“CriticalFew”Processes•ActionPlanatPointofImpact•BowlingChartsCONTINUOUSIMPROVEMENT•ImproveWhatWeHave•Functional/DepartmentResponsibility•SelectedManagementAttentionWeNeedaBalancedFocusFocusonStrategicBreakthroughPrioritiesANDCommitmenttoDeliveringAnnualBusinessPlanDailyManagement…Strategic….LeadImplementationofProcessBasedSolutionANDManageNecessaryCurrentBusinessProcessesMeasure&ActionAggressiveTargetstoImproveANDMeasure&ActionKPI’s&BalancedScorecardDeliverValueforCustomersANDDeliverValueforShareholders“AND”=HighPerformanceCultureStrategyDeploymentProcess1.IdentifyBreakthroughObjectives2.DevelopAnnualObjectivesSelfSelfDiagnosisDiagnosis3.SetTargetsandIdentifyResources4.DeployAnnualObjectives5.ImplementAnnualObjectives6.MonthlyReviewProcess7.AnnualReviewProcessLeanToolsLeanToolsP.D.C.A.P.D.C.A.HowisStrategyDeploymentDifferent?MBOtypicallyfocusesonindividualshorttermdepartmentalobjectives/results.StrategyDeploymentrequiresafocused,datadriven,processcenteredfocused,datadriven,processcenteredsolution.StrategyDeploymentusesmetricstomonitoreffectivenessofactions.StrategyDeploymentstartswiththe3-5yearStrategicPlan.WhyUseStrategyDeployment?FocusonvoiceofthecustomerImproveGrowth,Quality,DeliveryandCostFacilitatesmulti-functionalteamworkandcommongoalsforallassociates.Drivesorganizationtoachievesustainable“Breakthrough”levelsofimprovementProv