Turn Your Organisation Into A Laboratory With Strategy Deployment

PowerPoint Presentation

Strategy Deployment: The secret sauce for enterprise Agilityhttps://flic.kr/p/9ZEmW8Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment

Strategy Deployment14 March 2016

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Turn your organisation into a laboratory with Strategy Deploymenthttps://flic.kr/p/9ZEmW8Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment

1.40 3.20. 100 minutes

10 min Open10 min Hoshin Kanri05 min Form Groups15 min X-Matrix (Silent Brainstorming)15 min Work (Product / Service / NfP / Other)10 min Share (Similarities / Differences / Surprises)10 min Discuss (tables)05 min Summarise (per table)10 min Catchball10 min Close


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Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment

I always encourage people to try new things and experiment to find what works best for them.

Dean Karnazes

SHARP

POV: In a Complex 21C We Need a new Business Operating System - As Laboratories

Dean Karnazes (b. Constantine Karnazes August 23, 1962) (pronounced car-NAH-sis), is an American ultramarathon runner, and author of Ultramarathon Man: Confessions of an All Night Runner, which details ultra endurance running for the general publicStrategy Deployment14 March 2016

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Dont be a tabby cat trying to emulate a cheetah.

Sam Murphyhttps://flic.kr/p/q544C2


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https://flic.kr/p/da6cLZ1 mile in 3 minutes 55 seconds two laps recovery. 1,200m in 2:57 two laps recovery. 1,000m in 2:27 two laps recovery.800m in 1:57 two laps recovery.600m in 80s two laps recovery.400m in 50s two laps recovery.200m in 25s.All done at 1,300m altitude.http://www.bbc.co.uk/sport/0/athletics/34096616

GA: Dont CopyStrategy Deployment14 March 2016

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Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymentJason Little


https://flic.kr/p/bK3ELX


https://flic.kr/p/ah6j7AStrategy Deployment


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Be an ambidextrous methodologist

GB: Learn

https://en.wikipedia.org/wiki/Bias_against_left-handed_peopleStrategy Deployment14 March 2016

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Hoshin kanriA New Business Operating SystemKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment


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Ship in a storm going in the right directionDirection ManagementKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymenthttps://flic.kr/p/ncXP2D

Ship in a storm going in the right direction

Direction ManagementHoshin: Compass needle / directionKanri: Management / Control

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Strategy Deployment

Any form of organisational improvement in which solutions emerge from the people closest to the problemKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymenthttps://flic.kr/p/ncXP2D

Ship in a storm going in the right direction

Direction ManagementHoshin: Compass needle / directionKanri: Management / Control

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Strategy Deployment


David Snowden


Governing constraints guide what should not be.

Enabling constraints guide what could be.

Strategy is an Enabling Constraint

Exoskeleton external skeletonEndoskeleton internal skeletonStrategy Deployment14 March 2016

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Distributed Cognition. Not one person has the answer.

https://en.wikipedia.org/wiki/Magic_Roundabout_(Swindon)Strategy Deployment14 March 2016

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https://youtu.be/-vzDDMzq7d0

Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymentKnowledge Gap:The difference between what we would like to know and what we actually knowAlignment Gap:The difference between what we want people to do and what they actually doEffects Gap:The difference between what we expect our actions to achieve and what they actually achieveStephen Bungay

Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymentKnowledge Gap:More detailed informationAlignment Gap:More detailed instructionEffects Gap:More detailed controlsStephen Bungay

Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymentKnowledge Gap:Limit direction to defining and communicating the intentAlignment Gap:Allow each level to define how they will achieve the intent of the next level up, and backbriefEffects Gap:Give individuals freedom to adjust their actions in line with the intentStephen Bungay



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Decentralise decision making - relocate power from functional to cross-functional and inter-organisationalStrategy Deployment14 March 2016

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Agility is a strategyAgile is a tactic



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X-MatrixVisualise the Operating SystemKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment


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A model for improving competitive capabilitiesStrategy Deployment14 March 2016

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Why do we need to improve competitive capabilities? What is our economic model? What are our primary goals and objectives?Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment


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Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymentDevelopmentAdministrationFailureSalesCustomersTransactionsChris Matts


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How can we improve competitive capabilities? What significant breakthroughs are required to achieve the results?Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment


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Hierarchy of PowersKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymentGeoffrey Moore


Through this work our strategies have become to:Prefer economies of flowReduce the batch size of knowledge discoveryDeliver services with fitness for purposeSense and respond to feedback

Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymentwww.djaa.com/kanbans-3-agendas


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kanban-thinking.net

How will we know whether our competitive capabilities are improving? What proxy variables will give a leading indication success?Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment


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Larry Maccherone


Larry Maccherone


https://tagul.com/show/luexhbrq6fc4/Agile%20IndicatorsStrategy Deployment14 March 2016

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What investments will we make to improve competitive capabilities? What new processes, practices or technologies could we use?Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment


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Taken as a whole the portfolio of experiments can, and should be contradictory. Some of them should use the principle of obliquity. Some should take a naive perspective.

David Snowden

Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymenthttp://cognitive-edge.com/blog/start-with-action-then-reflect/

Taken as a whole the portfolio of experiments can, and should be contradictory. Some of them should use the principle of obliquity, trying to solve related problems is often a better way of dealing with a direct one, ask any parent of teenagers. Some should take a naive perspective, looking at things through the eyes of a different discipline.

http://cognitive-edge.com/blog/start-with-action-then-reflect/

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Strategy Deployment


https://tagul.com/show/xcdlnba7y4fi/Agile%20PracticesStrategy Deployment14 March 2016

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How well do all the elements correlate with each other? Where is there strong alignment? Where is there no alignment?Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment


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Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymentIncrease revenueReduce costsReduce churnSmooth the Flow of ValueBe the First to MarketGive the Best User ExperienceMetricsDevOpsProduct OwnershipInnovationDecrease Lead TimeIncrease NPSIncrease ThroughputDecrease Support CasesIncrease H3 Investment


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CatchballDecentralise Decision MakingKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment


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You fail, and then what? Life goes on. Its only when you risk failure that you discover things.

Lupita Nyongo

Develop People. Failure Tolerance.Strategy Deployment14 March 2016

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Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymentF.A.I.L.First Attempt In Learning


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Cadence is the use of regular, predictable rhythm within a process. This rhythm transforms unpredictable events into predictable events.

Don ReinertsenKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment


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Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymentIts the memory of what was said and felt that creates alignment, not the final piece of paper.Thomas L. Jackson

A basis for discussionStrategy Deployment14 March 2016

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it is a communication tool for dialog between individuals to support collaborative problem-solving and mentoring processes. And the process of creating the report becomes the real value of the thing.

Durward Sobek



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https://flic.kr/p/bK3ELX

WhetherSimon SinekKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment


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Purpose is your passionVision is the world you wish to createStrategy is how you get thereTactics ensure you survive the journey

Stephen ParryKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment


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A goal is a broad primary outcome.A strategy is the approach you take to achieve a goal.An objective is a measurable step you take to achieve a strategy.A tactic is a tool you use in pursuing an objective associated with a strategy.

Mikal E. BelicoveKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment

http://www.forbes.com/sites/mikalbelicove/2013/09/27/understanding-goals-strategies-objectives-and-tactics-in-the-age-of-social/5814 March 2016

Strategy Deployment

Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymentPopulate an X-MatrixPlay CatchballProvoke Feedback

Encompass all improvement activity and align it with strategic intentStrategy Deployment14 March 2016

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Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymentHow Do I Know If Agile Is Working?


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Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymentHow Do I Know If Agile Is Working?Anything


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Listen to everyone, follow no-one.

Dean Karnazes

SHARPStrategy Deployment14 March 2016

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Thank [email protected] Scotland @kjscotland http://availagility.co.uk#StrategyDeployment

https://www.justgiving.com/kjscotland-bm2016/


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Turn your organisation into a laboratory with Strategy Deploymenthttps://flic.kr/p/9ZEmW8Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment


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Strategy Deployment: The secret sauce for enterprise Agilityhttps://flic.kr/p/9ZEmW8Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment


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Lean & Agile [email protected]



7 ExperimentsLong-term StrategyMid-term StrategyAnnual HoshinTacticsOperationsKaikakuKaizenKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment


FreeWeeklyTimed5kmKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeploymenthttp://www.parkrun.com/



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July 28, 2015Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment

http://www.theguardian.com/commentisfree/2015/jul/05/the-guardian-view-on-the-olympic-legacy-running-out-of-steamStrategy Deployment14 March 2016

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DonationsNumber ofEventsOperatingCostsKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment


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DonationsNumber ofEventsOperatingCostsImprove Data AccessBuild Strong CommunityIncrease Brand AwarenessKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment

DonationsNumber ofEventsOperatingCostsImprove Data AccessBuild Strong CommunityIncrease Brand AwarenessKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment Strong Important Weak

DonationsNumber ofEventsOperatingCostsImprove Data AccessBuild Strong CommunityIncrease Brand AwarenessReduce Time to ResultsIncrease Number of RunnersMore Runner EngagementIncrease Number of CountriesIncrease Number of VolunteersKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment

DonationsNumber ofEventsOperatingCostsImprove Data AccessBuild Strong CommunityIncrease Brand AwarenessReduce Time to ResultsIncrease Number of RunnersMore Runner EngagementIncrease Number of CountriesIncrease Number of VolunteersHow strongly will the improvements contribute to the desired results?Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment

DonationsNumber ofEventsOperatingCostsImprove Data AccessBuild Strong CommunityIncrease Brand AwarenessReduce Time to ResultsIncrease Number of RunnersMore Runner EngagementIncrease Number of CountriesIncrease Number of VolunteersKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment Strong Important Weak

DonationsNumber ofEvents

OperatingCostsImprove Data AccessBuild Strong CommunityIncrease Brand AwarenessReduce Time to ResultsIncrease Number of RunnersMore Runner EngagementIncrease Number of CountriesIncrease Number of VolunteersWebFMSCharity PartnerMerchandiseFreedom RunsKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment

DonationsNumber ofEventsOperatingCostsImprove Data AccessBuild Strong CommunityIncrease Brand AwarenessReduce Time to ResultsIncrease Number of RunnersMore Runner EngagementIncrease Number of CountriesIncrease Number of VolunteersWebFMSCharity PartnerMerchandiseFreedom RunsHow strongly will the tactics contribute to the strategies?How strongly will the tactics contribute to the improve-ments?Karl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment

DonationsNumber ofEventsOperatingCostsImprove Data AccessBuild Strong CommunityIncrease Brand AwarenessReduce Time to ResultsIncrease Number of EventsMore Runner EngagementIncrease Number of CountriesMore Weekly VolunteersWebFMSCharity PartnerMerchandiseFreedom RunsKarl Scotland @kjscotland http://availagility.co.uk#StrategyDeployment Strong Important Weak

Freedom Runs worth doing?Build Strong Community Doing enough?Operating Costs Doing enough?Strategy Deployment14 March 2016

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First to market (Responsiveness)On time, on budget (Reliability/Predictability)Release more often (Productivity)Great user experience (Quality)Employee first (Employee Satisfaction)Customer first (Customer Satisfaction)


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