large enterprise initiatives
Post on 21-Oct-2014
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Highlights of launching growth initiatives within larger enterprises.TRANSCRIPT
Large Enterprise Initiatives“Driving Growth Through New Things”
TopicsWhat do we mean by
“initiatives”How do we find themWhy is it difficult to get
them goingHow to get started
Real world exampleAbout Mass Ingenuity, the
Now System of Management and Managing in the Now
What Are Initiatives Drivers of growth
Ultimately revenue, PTOI, ROE, capital etc
Usually new ideasCan include major
improvements to the core business
Absolutely not BAU!
How Do We Find Initiatives Look for them!Listen to the entire
enterpriseAccept higher risk
levelsTreat them like
portfolio investmentsKeep them away from
the “sausage grinder”
What Makes New Initiatives So Difficult Core business sucks up
all the resourcesCommitment lackingRisk profile flat linedPatience is lowChampion is weakA system for managing
is missing
How to Get Things GoingCreate enterprise wide business
developmentAct like an entrepreneur and
evangelistUse social media techniques to
engage workforceForm a “special” teamLaunch a major new program fast
and stealthRemove every barrier, Dilbert and
obstacle with surgical precision
Real World Example
Connect Engage Transact
About Mass Ingenuity
Businesses that have a well-developed management system that effectively focuses the organization (on what matters) all the way down to each employees, in which each individual knows what they are accountable for and has both the skills and freedom to act without permission, can dramatically increase the speed at which they solve their problems and pursue opportunities through the application of social media.
About Mass Ingenuity
WORKING
INTHE BUSINESS
WORKING
ONTHE BUSINESS
ROUTINE WORK OF THE BUSINESS STRATEGIC & TACTICAL INITIATIVES
DO DO
MONITOR MONITOR
PLAN
ADJ UST ADJ UST
CORRECTIVEACTION BREAKTHROUGH
CHECK-IN
CHECK
OUTCOME MEASURES 2009 TARGET STRATEGIC TARGETO-1 . . .O-2 . . .
O-3 . . .
O-4 . . .O-5 . . .O-6 . . .
O-7 . . .O-8 . . .
O-9 . . .
O-10 . . .O-11 . . .O-12 . . .
O-13 . . .O-14 . . . TACTICAL TARGETO-15 . . .
O-16 . . .
PROCESS MEASURES 2009 TARGETOP1 .1.1 . . .1.2 . . .1.3 . . .1.4 . . .1.5 . . .OP2 .
2.1 . . .
2.2 . . .
2.3 . . .
2.4 . . .
2.5 . . .
OP3 .
3.1 . . .
3.2 . . .
3.3 . . .
3.4 . . .
3.5 . . .
OP4 .
4.1 . . .
4.2 . . .
4.3 . . .
4.4 . . .
4.5 . . .
OP5 .
5.1 . . .
T10 . .
T8 . .
T9 . .
T6 . .
T7 . .
T4 . .
T5 . .
T2 . .
T3 . .
.S4 .
T1 . .
FUNDAMENTALS BREAKTHROUGHS
S1
S2
S3
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ORGANIZATIONAL
OUTCOME MEASURES 2009 TARGET STRATEGIC TARGETO-1 . . .
O-2 . . .O-3 . . .
O-4 . . .O-5 . . .O-6 . . .
O-7 . . .O-8 . . .O-9 . . .
O-10 . . .O-11 . . .
O-12 . . .O-13 . . .
O-14 . . . TACTICAL TARGETO-15 . . .O-16 . . .
PROCESS MEASURES 2009 TARGETOP1 .1.1 . . .1.2 . . .1.3 . . .1.4 . . .1.5 . . .OP2 .
2.1 . . .
2.2 . . .
2.3 . . .
2.4 . . .
2.5 . . .
OP3 .
3.1 . . .
3.2 . . .
3.3 . . .
3.4 . . .
3.5 . . .
OP4 .
4.1 . . .
4.2 . . .
4.3 . . .
4.4 . . .
4.5 . . .
OP5 .
5.1 . . .
T10 . .
T8 . .
T9 . .
T6 . .
T7 . .
T4 . .
T5 . .
T2 . .
T3 . .
.S4 .
T1 . .
FUNDAMENTALS BREAKTHROUGHS
S1
S2
S3
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OUTCOME MEASURES 2009 TARGET STRATEGIC TARGETO-1 . . .O-2 . . .
O-3 . . .O-4 . . .
O-5 . . .O-6 . . .O-7 . . .
O-8 . . .O-9 . . .
O-10 . . .O-11 . . .
O-12 . . .O-13 . . .O-14 . . . TACTICAL TARGETO-15 . . .O-16 . . .
PROCESS MEASURES 2009 TARGETOP1 .1.1 . . .1.2 . . .1.3 . . .1.4 . . .1.5 . . .OP2 .
2.1 . . .
2.2 . . .
2.3 . . .
2.4 . . .
2.5 . . .
OP3 .
3.1 . . .
3.2 . . .
3.3 . . .
3.4 . . .
3.5 . . .
OP4 .
4.1 . . .
4.2 . . .
4.3 . . .
4.4 . . .
4.5 . . .
OP5 .
5.1 . . .
T10 . .
T8 . .
T9 . .
T6 . .
T7 . .
T4 . .
T5 . .
T2 . .
T3 . .
.S4 .
T1 . .
FUNDAMENTALS BREAKTHROUGHS
S1
S2
S3
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Management System Map℠ (Operating Plan) Strategy Mapper℠ (Strategic Plan)
STATUS: R/Y/G TREND:
1
2
3
4
5
6
7 Reflect & Learn
MOST RECENT ACTUAL RESULTS:
If the solution has not yet been implement, attach a workplan to show how it will be implemented.
WHAT SOLUTION(S) APPEAR TO BE MOST VIABLE AND WHY?Develop Solutions
Implement Solutions
Hold the Gain
WHERE IS THE PROCESS BREAKIN G DOWN?
WHAT DO THE FACTS P ROVE IS C AUSING THE PROBLEM?
WHAT CON TROLS HAVE WE PUT IN PLACE TO PREVENT THIS CAUSE FROM REOCCURING?
WHAT LESSONS DOES THIS PROBLEM TEACH US?
WHO WILL DO WHAT BY WHEN TO IMPLEMEN T THE SELECTED SOL UTIONS?
Uncover & Prove the Root Cause
Map the Current Process
PROBL EM STATEMEN T:Agree on the Problem
PROCESS or OUTCOME:MEASURE:
OWNER:
TARGETED PERFORMANCE:
DEPARTMENTAL
INDIVIDUAL
Prepared By: X
Date: X
Fiscal Year: X
Entity: X
Division/Department: X
Situation: X
Objective
No.
Strategy (Owner)
Sub-Targets
X
Targets
X
1.1
1.2
1.3
1.4
1.5
X X X X X
X X X X X
BREAKTHROUGH: OWNER: DATE:BUSINESS UNIT:
S C T
Improvement ? ? ?DecliningLowOn Target Behind Plan
ModerateOwne r Concern About SuccessDirection it is headed
S = Status C = ConcernT = Trend
Current State of Effort
Same
FOR FUTUREIMPLICATIONS STATUS
Far Below ExpectationsHigh
ANALYSIS OF DEVIATIONPERFORMANCE TO DATE CORRECTIVE ACTIONBREAKTHROUGH OBJECTIVE
STRATEGIES (owner)
BREAKTHROUGHPLAN
OUTCOME &PROCESS
SCORECARDSM easure 1 M easure 5
Comments : Comments :
M easure 2 M easure 6
Comments : Comments :
M easure 3 M easure 7Comments : Comments :
M easure 4 M easure 8
Comments : Comments :
Title Monthly Status Report Date
0.00%
0.20%0.40%
0.60%
0.80%1.00%1.20%
1.40%1.60%
1.80%2.00%
Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
0.00%
0.10%
0.20%
0.30%
0.40%
0.50%
0.60%
Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
0.0%
10.0%
20.0%
30.0%
40.0%50.0%
60.0%
70.0%80.0%
90.0%100.0%
Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec
0.0%
10.0%
20.0%
30.0%
40.0%
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60.0%
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90.0%
100 .0 %
Jan Feb Mar Ap r May June July Aug Sep Oct Nov Dec
0.0%
10.0%
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60.0%
70.0%
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90.0%
100 .0 %
Jan Feb Mar Ap r May June July Aug Sep Oct Nov Dec
0.0%
10.0%
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30.0%
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90.0%
100 .0 %
Jan Feb Mar Ap r May June July Aug Sep Oct Nov Dec
0.0%
10.0%
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30.0%
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60.0%
70.0%
80.0%
90.0%
100 .0 %
Jan Feb Mar Ap r May June July Aug Sep Oct Nov Dec
0.0%0.5%1.0%1.5%
2.0%2.5%
3.0%3.5%4.0%4.5%5.0%
ALIGNMENT
CLARITY
TARGET REVIEWS
FUNDAMENTALS BREAKTHROUGHS
ENGAGE TO WINMy Page My
Company The System About Us
username
password
Blog
Find Us Anywhere!
Setup
FUNDAMENTALS
Revenue PLAN
Total Return to Shareholders
EBITDA
Cash Turns
Ideas Implemented Per Employee
Customer Retention
% Customers Referring
Revenue from New Products PLAN
Volunteer Hours
$ Contributed to Non-Profits
Employee Turnover
Employee Engagement PLAN
A PLAN indicates Corrective Action in Process
Project Delivery to Original Target PLAN
% Customer Calls Escalated to Engineering
# Prospects in the Funnel
% Out-of-Box Failure Rate
MEASURES I WATCH (click on color for chart)
MY MEASURES (click on color for chart)
MANAGEMENT SYSTEM MAPBREAKTHROUGHS
S1: Fundamentals Routine
S2: National Brand Established
S3: Goliath Product Accepted by
Market
T1: Service Capable to Handle Calls
T2: Closing Ratio Best in Class
T3: Channel Partners Scorecard
Creates Accountability
T4: Time-to-Close Books World Class
T5: Customers Actively Refer to Us
MILESTONESPAST DUE
STRATEGY MAPPER
MY BREAKTHROUGHS
MY APPROACHING MILESTONES
3
0
0
2
5
1
0
0
0
DUE DATE
Apr-10
Apr-15
Apr-19
Apr-24
Apr-24
Mar-1
S3: 1.3.5 Approve revised budget
S1: 1.5.2 Set date for
Q3 QTR
T3: 3.3.2 Prep Key Note
Speech
S3: 2.8.9 Phase gate
review IV
T4: 5.5.2 Meet with
audit partner
S4: 1.5.6 Send Prep
Sheet for QTR
About Mass Ingenuity
About Mass Ingenuity
Large Enterprise Initiatives“Driving Growth Through New Things”