Creating a Strategy Deployment Plan that Gets Results
Webinar
December 5, 2013
Welcome!
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© 2013 The Karen Martin Group, Inc.
Coach / Facilitator / Consultant / Trainer:
Lead Lean transformations & develop people
across all industries.
Teacher: University of California, San Diego
Author & Speaker:
Karen Martin, President
The Karen Martin Group, Inc.
www.ksmartin.com
2013 Shingo
Prize winner!
© 2013 The Karen Martin Group, Inc. 3
Upcoming Webinars
New dates added: Feb 27, Mar 27, Apr 22, Mar 13
© 2013 The Karen Martin Group, Inc.
Before the webinar…
• The materials are available on:
– www.ksmartin.com/files/webinarmaterials/MM‐
DD‐YYYY_slides.pdf (or _handout.pdf)
After the webinar…
• All recordings are available on:
– www.vimeo.com/karenmartingroup
– www.youtube.com/karenmartingroup
– www.slideshare.net/karenmartingroup
– www.ksmartin.com/webinars
• The materials are available on:
– www.slideshare.net/karenmartingroup
© 2013 The Karen Martin Group, Inc.
© 2013 The Karen Martin Group, Inc. 6
Requirements for Excellence
in ANY Endeavor
To purchase Shingo award‐winning The Outstanding Organization:
www.amzn.to/VSMbk
© 2013 The Karen Martin Group, Inc. 7
© 2013 The Karen Martin Group, Inc.
70%
Organization is attempting “more than” or
“significantly more than” we can
reasonably handle.*
* Poll of 700+ Subscribers
9
Booz & Company Findings
90%
82%
80%
70%
64%
60%
49%
50%
40%
30%
20%
10%
0%
No written Conflicting Competing
priorities priorities demands
© 2013 The Karen Martin Group, Inc. 10
Sporting Goods Manufacturer –
Product Launches Per Year
80
73
70
60 No additional
resources;
50 higher quality
40 products
launched
30
24
20
10
0
Pre‐Focus Post‐Focus
© 2013 The Karen Martin Group, Inc.
11
Focus Law #1:
STOP DOING
Focus Law #2:
DO FEWER THINGS
AT ONCE
© 2013 The Karen Martin Group, Inc.
© 2013 The Karen Martin Group, Inc.
A Key to Apple’s Success?
“…saying no to 1,000 things
to make sure we don’t get on the
wrong track or try to do too
much. We’re always thinking
about new markets we could
enter, but it’s only by saying no
that you can concentrate on the
things that are really important.”
— Steve Jobs
© 2012 Karen Martin & Associates, LLC 14
What is Your Improvement Strategy?
© 2013 The Karen Martin Group, Inc. 15
Annual Hoshin Planning
(Strategy Deployment)
• Builds consensus around TRUE NORTH.
• Creates organizational focus on what matters most
© 2013 The Karen Martin Group, Inc.
For Further Study
Building PDSA Capabilities
Strategy
Deployment
(Hoshin Kanri)
or A3
Value
Stream
Mapping
Daily Improvement, Projects,
& Rapid Improvement Events
© 2013 The Karen Martin Group, Inc.
Develop
hypothesis
Refine
Conduct
Standardize
experiment
Stabilize
Measure
results 19
© 2013 The Karen Martin Group, Inc.
Strategy Deployment (Hoshin Kanri)
X‐Matrix
© 2013 The Karen Martin Group, Inc.
Using A3 for Strategy Deployment:
Undergoing “Mother” (macro) and “Baby” (micro) PDSA Cycles
• What’s the gap?
• What’s preventing us from meeting targets?
• Why?
• What actions do we need to take?
© 2013 The Karen Martin Group, Inc. 21
Last Revised: XX/XX/XX Strategy Deployment Plan ‐ Fiscal Year XX Quarterly Update: Q1 20XX
Mission ‐ Type the mission that is trying to be achieved by the organization.
Performance, Gaps, and Targets This Year's Action Plan
Metric 20XX Actual 20XX Target 20XX Actual Goal Success Metric Owner Initiative / Priority / Project
1) A
B
C
D
E
F
2) A
B
C
D
Current Business Conditions E
Reflection of the current business conditions that could cause work needed to be done or work that needs to F
stop. What will be driving this years work? 3) A
B
C
D
E
F
4) A
B
C
Rationale for 20XX Plans D
Explain how the current business conditions will affect your plans for the coming year. E
F
5) A
B
C
D
E
F
6) A
B
Follow‐Up / Un‐resolved Issues C
Anything from the current that needs to be carried over to the next year. Why? D
E
F
Template is provided courtesy of Matt Wrye www.beyondlean.com
Will be available for download by Thursday, December 12 – www.ksmartin.com/downloads
© 2013 The Karen Martin Group, Inc. 22
“Hoshin‐Lite” Annual Work Plan
PRE ‐ Gain clarity around overarching business needs.
POST ‐ Manage plan via weekly updates (may be able to reduce
to monthly reviews – but be careful!).
© 2013 The Karen Martin Group, Inc. 23
PLAN DEVELOPMENT PRE WORK
Gain clarity (and consensus)
around business needs.
© 2013 The Karen Martin Group, Inc. 24
What matters?
To whom?
Why?
25
PLAN DEVELOPMENT PRE WORK
Reflect on the organization’s current performance &
its position in the marketplace/community.
Where are
we having
problems?
What
opportunities
can we leverage??
© 2013 The Karen Martin Group, Inc. 26
PLAN DEVELOPMENT PRE WORK
Gather lists of:
• All active projects and initiatives
• All stalled projects and initiatives
• All planned projects and initiatives
• All desired projects and initiatives
• All “stealth/rogue” projects and initiatives
© 2013 The Karen Martin Group, Inc. 27
Strategy Deployment:
The mechanics of a 2‐3 day
planning session
© 2013 The Karen Martin Group, Inc.
Label Four Flip Chart Pages & Hang on Wall
Must do Maybe
1. List what you could do on
3x6” post‐its (active or
planned initiatives,
projects & improvement
activities). Gain consensus.
2. Categorize them (place
post‐it on appropriate
page. Gain consensus.
Delay Eliminate
3. Decide what you will do.
(Move “maybe’s” onto one
of the other three pages.)
Gain consensus.
© 2013 The Karen Martin Group, Inc.
29
Must do Maybe
Step 4
Decide what
you will do;
Create Plan
Delay Eliminate
© 2013 The Karen Martin Group, Inc. 30
Easy
Prioritization Grid
1
3
Ease of Implementation
10
11
12
13
Difficult
14
15
Low High
© 2013 The Karen Martin Group, Inc.
Anticipated Benefit
PACE Improvement Prioritization Grid ‐ Example
9 22 17
23
8 3 21
Easy
10 4
13
5
15
Ease of Implementation
20 14
19 1
16
7 6
2 11 18
12
Difficult
Low High
© 2013 The Karen Martin Group, Inc. Anticipated Benefit
Highest
Prioritization Grid priority
0.7
0.6
0.5
Ease of Implementation
0.4
0.3
0.2
0.1
0
0 0.1 0.2 0.3 0.4 0.5 0.6
Potential Benefit
See The Outstanding Organization, p. 83 for an extensive list of prioritization considerations.
© 2013 The Karen Martin Group, Inc.
Free Downloadable Excel Prioritization Chart
The Outstanding Organization: Achieving Focus
Execution Ease
6
5
4
3
2
1
0
0 1 2 3 4 5 6 7 8 9 10
Organizational Benefit
www.ksmartin.com/TOO
See The Outstanding Organization, p. 83 for a list of prioritization list considerations
© 2013 The Karen Martin Group, Inc.
Modified Strategy Deployment Annual Plan
< Company Name >
2013 Priorities
1. Increase sales 5%. 2. Achieve 50% gross margin. Created: 01‐14‐13 Plan review dates:
2013 Goals & Objectives
3. Achieve 10% profit. 4. Improve morale (metric TBD). Revised:
X = Planned ● = Actual Level of Effort/Involvement Required
Tactical
Priority Goal or Measurable Objective Exec Owner COM CDs / PD PD
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Owner IT Mktg Ops HR Bob Fin PE Pario BMD SWS
Direct AMs Rec Mgmt
3,500 uni ts s ol d by 12/31/2013 through a l l cha nnel s
2 X X X X X X X X X X X X Bob Da na 2 3 3 3 2 3 3 1 1 3 3 1 3
(a pprox. $700K)
Content removed for confidentiality
31 TBD X X X X X X Ji m Jos h 1 1 1 3 1 1 1 1 1 1 1 1 1 1
© 2013 The Karen Martin Group, Inc.
35
POST: Plan Management
• Weekly status meetings to start, then 2x a month,
then monthly (required attendance).
– Focus: how to turn yellow & red items into green.
– Expectation: Full team helps remove obstacles.
– Tone: supportive but tough.
• Visibility matters: post progress physically!
• Plan is adapted to changing conditions, but avoid
Org‐ADD (organizational attention deficit disorder)
and falling prey to unnecessary distractions.
© 2013 The Karen Martin Group, Inc. 36
Strategy Deployment:
Necessary leadership behaviors
and cultural shifts
© 2013 The Karen Martin Group, Inc.
Necessary leadership mindset &
behavioral shift:
FROM: “We have all the answers.”
TO: “What do you think?”
© 2013 The Karen Martin Group, Inc.
Strategy Deployment Key Feature: Catchball
What?
How? Executive
Who? Team
When?
What?
Year 1 How? Senior
Who? Mgmt
When?
Year 2
What?
How? Middle
Year 3 Mgmt
Who?
When?
What?
How? Frontlines
Who?
When?
© 2013 The Karen Martin Group, Inc.
39
“Going to the gemba
has been life changing
for me as a leader.”
‐ Ginny Cattaneo, Sr. VP, Franklin
Templeton Investor Services
© 2013 The Karen Martin Group, Inc. 40
Cascading Goals is the Means to
Organizational Alignment
Organization
© 2013 The Karen Martin Group, Inc.
Productivity (Pounds Produced / Hr Worked)
115.0
Pactiv
108.0
Implements
Strategy 105.9
Deployment
101.0
95.2
94.0 93.0
90.6
87.0 86.3
84.8
80.0
FY '06 FY '07 FY '08 FY '09 FY '10 YTD '11
42
Rockwell Automation
25
20
20 Projects
Started
15
12 12 Projects
Completed
10
5 3
0
Pre‐Focus Post‐Focus
© 2013 The Karen Martin Group, Inc.
43
Clarity
Consensus
Courage
Commitment
© 2013 The Karen Martin Group, Inc. 44
Avoiding the Shiny Ball Syndrome
(Organizational ADD) Requires…
• Clarity – about what really
matters & organizational
direction.
• Consensus – about how best
to get there.
• Courage – to actively choose
to “not do” or “not do now.”
• Commitment – to stick with
the plan.
From the Focus chapter:
© 2013 The Karen Martin Group, Inc.
The Outstanding Organization, Karen Martin
For Further Questions
Karen Martin, President
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Blog & newsletter: www.ksmartin.com/subscribe
© 2013 The Karen Martin Group, Inc. 46
Your Questions
• How can we relate Hoshin Kanri to the
Balanced Scorecard Method for strategic
management/measurement? (Ahmad)
• How does this work in a highly siloed
organization? (Anne)
© 2013 The Karen Martin Group, Inc. 47