s a h r a c o n f e r e n c e 2 0 1 6 strategic business

Strategic Business

Made Simple

S A H R A C O N F E R E N C E 2 0 1 6

October, 2016

© Ascent Advisor, Inc. All Rights Reserved.ASCENT TRAINING 2

Change This!

What would you do to

change the behavior of

thousands of people

to save their lives?

© Ascent Advisor, Inc. All Rights Reserved.ASCENT TRAINING 3

1930

1960

1980

Mao

Zedong

Yellow

Fever

Epidemic

Enforced

by Troops

Healthcare

Mandate

Barefoot Doctors

Educated

VillagersControl the

Epidemic

© Ascent Advisor, Inc. All Rights Reserved.

Who We Are

We are a trusted advisor

to innovative leaders

seeking to achieve

critical results.


What We Do

We take organizations to

the next level.

We build your organization’s

capacity for change.

Strategic Leadership

Setting Clear Direction

Achieving Results

Analysis Decisions Goals

People Tasks Measures

Building Common Purpose

Mission Vision Values

62016 SAHRA Conference Presentation

Are you Leading Change? . . . or

Is Change Leading You?


Whether a change is

an opportunity

or a threat

is up to you.

It’s Your

Choice!

ASCENT WORKSHOP

Red Frame of Mind

“This is happening to me.”

“I have to . . .”

“I don’t have say in the matter.”

“The brutal facts are . . . “

“It is not my fault.”

“I just do what I’m told.”

“All I can do is . . .”

Green Frame of Mind

“I have the opportunity to . . .”

“My choice is to . . .”

“Given the situation, I will . . .”

“There is a possibility to . . . “

“My 50% on this is . . .”

“I choose to respond by . . .”

“My best option is to . . .”

Wh

at’

s y

ou

r F

ram

e o

f M

ind

?


The goals are ridiculously high and I will never be able to reach them. Despite your efforts, your

current performance

continues to be below your

goals.Reaching my goals will require a different approach than what I’m doing.

The leaders are not committed, so the change cannot work.Making change requires

support from leaders that

are not ding what they are

asking us to do.We need to help our leaders recognize their role by words and actions.

Green Framing Change


Change is Inevitable.

Growth is Optional.

VISION, MISSION & VALUES• Vision: What we want to become, our story of success

• Mission: Why we exist, our purpose

• Values: What we stand for, our code of conduct

GOALS & OBJECTIVES• Goals: What we plan to accomplish

• Objectives: What we will do and by when

INITIATIVES & MEASURES• Initiatives: What we do to accomplish the objectives

• Measures: What measures we use to report progress

GENERAL

QUALITATIVE

LONG TERM

SPECIFIC

QUANTITATIVE

SHORT TERM

Hierarchy of Directions

5 – 10 yrs.

1 – 12 mos.

1 – 3 yrs.


Vision,

Mission &

Values

Goals &

Objectives

Initiatives

& Measures

INSPIRES PURPOSE

MOTIVATES INVESTMENT

GUIDES DECISIONS

DRIVES ACTIONS

MOBILIZES RESOURCES

DELIVERS RESULTS

Alignment to Purpose


Living the vision

keeps it alive

and vibrant.

Vision, Mission & Values statements do distinctly different jobs.

VISION MISSION VALUES

What we want to

become

Why we exist What we stand for

Our long term goals

and aspirations

Our purpose as a

company

Our code of conduct

Functions as the

guiding “north star”

Provides a clear

definition of what we do

Gives guidelines for

everyday behavior

Is an inspirational

description of the future

state

Is a succinct statement

of the present state

Is a concise list of non-

negotiable qualities

Definition Statements


The power of purpose

commits people to a cause

greater than themselves.



Focus on Critical Priorities

• As an individual, your chances of achieving up to 3 concurrent projects with excellence is high.

• Professional jugglers can keep up to 5 objects up in the air at a time.

• The more projects you try to juggle at once, the less likely you are to achieve any of them well.

• If you have too many none of them will get done.

The Game Plan

How We Win

The Goal

What We Will Do

The Position

Where We Play

Strategic Decisions


Goals & Objectives:What we will do. Defines the company’s goals and objectives for

the next 1-3 years.

Scope:Where we play. Defines the company’s customers, markets and

services for the next 1-3 years.

Advantage:How we win. Defines the distinctive value, assets and resources

that makes the company competitive for the next 1-3 years.

We define a company’s strategy in terms of:

Strategy Elements

Strategic Direction

Vision & Mission

Co

mp

an

y L

evel

Ind

. L

evel

Goal 1 Goal 2 Goal 3 Goal 4 Goal 5

Obj. 3.a. Obj. 3.b. Obj. 3.c.

Actions 3.a Actions 3.b Actions 3.c

KPI 3.a. KPI 3.b. KPI 3.c.

Aligning People to Results

18

Great

Strategy

Poor

Strategy

Great

ExecutionA+ A

Poor

ExecutionB C

The Value of Execution


Strategic clarity means

that everyone understands

their role in making the

game plan successful.



Focus on Fewer Projects

EpicThe entire course that can be

done in 6-12 months

Phases

SprintsProject milestones that can be

done in 1-2 weeks

TasksGroup of related tasks that

can be done in 1-2 days

Project phases that can be done

within 2-3 months


Working in Sprints

The following are the main features of working in sprints:

1. Agile projects make progress in regular cycles called Sprints (typically 2 weeks long)

2. A constant Sprint duration leads to a better rhythm

3. In between Sprints, take time to jog (review, catchup, & plan)

4. The Sprint Planning meeting defines Sprint goals and tasks

5. Team members assign to themselves the tasks to complete in the Sprint

6. The team reviews progress regularly during the Sprint

7. Keeps a day count-down to Sprint completion

Ground Rule: No changes during the Sprint!

Plan sprint durations around how long you can commit to keeping change

out of the sprint.


Deliver Value Incrementally

Want This!

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Weeks


Don’t Make Me Wait Till It’s All Done

Not This!

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Weeks


What’s a Scrum in Rugby?

In rugby, a scrum is a means of restarting play after a minor infringement or a reset opportunity. It involves up to eight players from each team, known as the pack or forward pack, binding together in three rows and interlocking with the free opposing teams forwards. The scrum brings focus to push forward as a team.


What’s a Scrum at Work?

At work, a Scrum is a standing meeting that takes place on a regular consistent basis. During the scrum all project team members report their progress on the tasks. The focus is on updating each other on the progress made and make necessary adjustments. The entire world is invited to observe a team’s scrum. Only the team members are allowed to talk. Keep all scrums under 15 minutes!


Elements of a Scrum

TIMEOUT• Regular timeout at scheduled times

• On-the-spot timeout as needed

• Keep it brief – 5 to 15 minutes only

HUDDLE• Huddle with everyone in the project team

• Meet standing in a circle

• Meet facing the Kanban board

SCOREBOARD• Make reference to the tasks on the board

• Review projected vs. actual results

• Update task status and days to complete

GAME PLAN• Assess progress against goals

• Renegotiate expectations if necessary

• Choose a game plan

• Go, fight, win!


Visual Accountability

To Do Doing Verify Done

John S.

Mary J.

Tony Q.

Kanban Task Board:Tracking individuals’ assignments by

name increases accountability for the

project team.


Doing More vs. Working Smart


Managing Expectations – Saying Yes

1.Express an interest to the areas you are

willing to commit.

2.Describe what you need from others in

order to deliver on your commitment.

3.Explain what you will do after receiving

the contribution from others.

How to Say “Yes” to Obtain a Commitment

•Yes,

•If . . .

•Then!


Managing Expectations – Saying No

1.Express full support for the areas you

completely agree. Exclamation!

2.State what you cannot do at this time with

current resources. Full Stop!

3.Propose possible times or means to still

accomplish what was requested.

How to Say “No” and Still Be Valued

•Yes!

•No.

•Yes?

Agile execution is a time-

boxed, iterative approach

to achieve incrementally

better results.


Strategic Leadership

Setting Clear Direction

Achieving Results

Analysis Decisions Goals

People Tasks Measures

Building Common Purpose

Mission Vision Values


Strategic Business

Made Simple

S A H R A C O N F E R E N C E 2 0 1 6

October, 2016

s a h r a c o n f e r e n c e 2 0 1 6 strategic business

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