Getting Stuff Done:
The New Thinking About
Conveying Strategy
Ian McKillop, PhD FRSPH
Associate Professor, Management & Systems
[email protected] x37127
Organisations usually have a reason for being –
an underlying purpose.
Why does a car company exist?
Organisations usually have a reason for being –
an underlying purpose.
Why does a car company exist?
What about a university?
So if you led GM what would you need to do to
ensure the company achieved the purpose we just
proposed?
So if you led GM what would you need to do to
ensure the company achieved the purpose we just
proposed?
What about if you were Dr Hamdullahpur for a day
(or a year) – what would you need to do to ensure
the university achieved the purpose we just
proposed?
So how did (do?) orgs typically decide what to do?
Mission
Why We Exist
Values
What’s Important to Us
Vision
What We Want to Be
Strategy
Our Game Plan
The BIG JUMP zone
Targets and Initiatives
What We Need to Do
Personal Objectives
What I Need to Do
Strategic Outcomes
Satisfied
Shareholders
Delighted
Customers
Efficient and Effective
Processes
Motivated and Prepared
Workforce
What does that look like for us at the moment?
Mission
Why We Exist
Evolve an exceptional IT environment
to enable engagement, creativity &
impact.
Values
Service
Openness & Collaboration
Knowledge & Creativity
Operational Excellence
What’s Important to Us
Vision
What We Want to Be
Strategy
Our Game Plan
Enable the university’s mission
through exceptional learning,
teaching & research environments.
The BIG JUMP zone
Targets and Initiatives
What We Need to Do
Personal Objectives
What I Need to Do
Strategic Outcomes
Satisfied
Shareholders
Delighted
Customers
Efficient and Effective
Processes
Motivated and Prepared
Workforce
Strategy Deployment – Ian’s “BIG JUMP” Zone
Cascading the
Corporate Mission/Vision
into
Studies show that
employees often devote
less than ½ of their time to
tasks they believe are
directly tied to the org’s
mission critical objectives.
Actionable
Behaviors
that
achieve
Is
Tough
Critical
Objectives
Adapted from: Franklin Covey
Why the Difficulty?
The Problem… Many organisations don't know how
to execute strategy
70% of strategic failures are due
to poor execution - not a lack
of vision or smarts.
Fortune 1999
Less than 10% of strategies
effectively formulated are
effectively executed
Fortune 2003
The Problem… Many organisations don't know how
to execute strategy
WHY?
They can’t
DESCRIBE
their strategy
They don’t
MANAGE
their strategy
They don’t
MEASURE
the strategy’s effectiveness
They haven’t made
strategy execution a
CORE COMPETENCE
Its All about Execution
Most often today the difference between
a company and its competitor is the
ability to execute.
Execution is the great unaddressed
issue in the business world today. Its
absence is the single biggest obstacle
to success and the cause of most of
the disappointments that are
mistakenly attributed to other causes.
Larry Bossidy - Chairman and former CEO of Honeywell International
The First Effort to Fix What Was Missing
Mission
Why We Exist
Values
What’s Important to Us
Vision
What We Want to Be
Strategy
Our Game Plan
Generation
1
Balanced Scorecard
Measure and Focus
Targets and Initiatives
What We Need to Do
Personal Objectives
What I Need to Do
Strategic Outcomes
Satisfied
Shareholders
Delighted
Customers
Efficient and Effective
Processes
Motivated and Prepared
Workforce
The Balanced Scorecard
Vision/Strategy
The Balanced Scorecard was
designed to overcome
strategy execution problems
by translating an
organization's vision
statement and overall
business strategy into a
balanced framework that
could be described and
measured
Measure/reward
What is the Balanced Scorecard in a nutshell?
1/
Decide what things are vital to your
success (eg. What does the org need
to do well to achieve its strategy?)
2/
Measure those things, and
monitor/adapt your actions based on
your measurement observations.
Oh… and do this in a “balanced” way!
If you are measuring the right things, and
adapting accordingly, your strategy WILL be
achieved!
The Balanced Scorecard worked
brilliantly in many settings because
it caused organisations to focus on
actions that contribute to success,
and it focused on measurement.
Using measurement as a core
enabler of strategy execution
remains vital today.
But a flaw in the process became quite obvious
as more and more organisations adopted the
Balanced Scorecard as an enabling tool.
Success depended upon what got chosen to
measure – and nobody knew how to choose
what to measure.
(People often chose things to measure that they
thought were important – but whether those things
had any impact of strategy was a coincidence.)
The concept of Strategy Maps emerged to build the link.
Measurement
and
Reporting
Alignment and
Communication
1996
1992
2000
Enterprise-wide
Strategic
Management
2003
2006
Articles in HBR:
Several articles
on the BSC
appear in HBR
between 1992
and 1996.
Generation 1
Generation 2
19
The Current Thinking on How to Fix What Was Missing
Mission
Why We Exist
Values
What’s Important to Us
Vision
What We Want to Be
Strategy
Our Game Plan
Strategy Map and Alignment
Translate the Strategy
Generation
2
Generation
1
Balanced Scorecard
Measure and Focus
Targets and Initiatives
What We Need to Do
Personal Objectives
What I Need to Do
Strategic Outcomes
Satisfied
Shareholders
Delighted
Customers
Efficient and Effective
Processes
Motivated and Prepared
Workforce
So what is a strategy map?
(1) It is a tool that allows you to visualise how your
organisation achieves value – in other words, the
cause and effect relationships that lead to making the
stakeholders happy.
Ensure quality
ingredients are
purchased.
Have well
maintained
ovens.
Hire talented
bakers.
Bake delicious
bread that will sell
at a premium.
So what is a strategy map?
(2) It is a tool that helps you identify what SHOULD be
measured because it uses the same multi-faceted view
of performance domains as the Balanced Scorecard.
(The problem of using the Balanced Scorecard on its
own is you often end up measuring what COULD be
measured.)
Customer
Satisfaction
Financial
Internal
Business
Processes
Learning &
Growth
So what is a strategy map?
(3) It is a one page document that lets everyone in the
organisation understand what the org is trying to
achieve, so can be great way to communicate.
(Thus effectively dealing with “management control
problem #1*)
Strategy Map
The Strategy Mapping Process (UWCIS doing)
1. Determine
the Strategy
Map
Framework
Understand
the Entire
Landscape
(internal +
external)
2. Define
Stakeholder
Value
Proposition
3. Define
Organizational
Core Values
4. Define
Organizational
Mission &
Vision
Define Who We Are,
Our “Big Promise”
(our value proposition),
Where We’re Going Long Term,
and What Success Looks Like
5. Identify
Strategy Map
Strategic
Objectives
6. Define
Strategy Map
Strategic
Objectives
7. Determine
Cause & Effect
Relationships
(“The Theory of
your
Business”)
Define The Operating Model and
CRITICAL Results Value
Drivers & Priorities
Strategy Formulation
Strategy Execution
8. Weight
the
Strategy Map
So what does a strategy map look like?
Mission:
Enabling our transformation to an information culture.
Ensure
Confidentiality &
Privacy of
Information
Stakeholder
Leverage Information & Apply Knowledge for
Decision Making and Best Care & Service
Create an
Information
Culture
Internal
IM Process
Vision 2014:
Enable full customer information
self-service.
Information
Management
Department
Deliver the Right Information,
in the Right Format, at the
Right Time, & the Right Place.
Deliver Flexible Tools that
Facilitate Customized Solutions
& Analysis
Train & Enable Users
Ensure the Security &
Privacy of Information
Deliver Targeted, Consistent
Information
Optimize
Quality Data
Understand Our Stakeholders’
Information Needs
Provide Pro-Active Information
Management Leadership
IM Organizational
Capabilities
Build Strong
Relationships &
Partnerships
Attract, Retrain, & Develop a
Great IM Team
IM CORE VALUES
Service First
CORPORATE CORE
VALUES
Inter-Professional
Practice & Care
Enable Integrated,
Accessible, Secure
Information
Be
Accountable
Harness the Full Potential of
Information & Technology
Optimize Information Management
Resource Allocation & Management
Single View of Information
Safety First
IM Resource
Management
Patient Centered
Customer Empowerment & Self Sufficiency
Excellence in All That
we Do
26
Mission:
Enabling our transformation to an information culture.
Ensure
Confidentiality &
Privacy of
Information
Stakeholder
Leverage Information & Apply Knowledge for
Decision Making and Best Care & Service
Create an
Information
Culture
Internal
IM Process
Vision 2014:
Enable full customer information
self-service.
Information
Management
Department
Deliver the Right Information,
in the Right Format, at the
Right Time, & the Right Place.
Deliver Flexible Tools that
Facilitate Customized Solutions
& Analysis
Train & Enable Users
Ensure the Security &
Privacy of Information
Deliver Targeted, Consistent
Information
Optimize
Quality Data
Understand Our Stakeholders’
Information Needs
Provide Pro-Active Information
Management Leadership
IM Organizational
Capabilities
Build Strong
Relationships &
Partnerships
Attract, Retrain, & Develop a
Great IM Team
IM CORE VALUES
Service First
CORPORATE CORE
VALUES
Inter-Professional
Practice & Care
Enable Integrated,
Accessible, Secure
Information
Be
Accountable
Harness the Full Potential of
Information & Technology
Optimize Information Management
Resource Allocation & Management
Single View of Information
Safety First
IM Resource
Management
Patient Centered
Customer Empowerment & Self Sufficiency
Excellence in All That
we Do
27
What might our Strategy Map look like?
** Remember – this is a work in
progress – cause and effect still hasn’t
been worked in, objectives might be
missing, and some objectives might
appear that won’t survive detailed
scrutiny.
Mission:
Evolve an exceptional IT environment to enable
engagement, creativity, and impact.
Stakeholder Value Proposition:
Stakeholder
DRAFT uWaterloo
IT Community
Inspiring and Supporting the University of Waterloo through Technology Leadership and Excellence
Enable the Achievement of UW Research &
Scholarship Objectives
Enable the Achievement of UW Teaching &
Student Life-Learning Objectives
Empower the User
Be Easy to Do
Business With
CORE VALUES
Optimize the User Experience
Maintain a Secure, Reliable, & Useable
Information & Technology Environment
Continuously Improve &
Optimize IT Processes,
Workflow, & Platforms
Define IT Accountabilities, Responsibilities & Authorities,
Available Resources, & Supports, & Clearly Communicate
This to Our Stakeholders
Organizational
Capabilities
Enable the Optimization of Administrative
Processes Across Campus
Exchange Accessible, High Quality Data & Information When,
Where, & How Needed
Internal
Process
Deliver Fast &
Friendly Support &
Service
Vision 2018:
Enable the University’s mission through exceptional
learning, teaching and research environments.
Enable Timely Access to the Right Integrated,
Cutting-Edge Information Technologies
Take A Design Approach to IT
Development & Implementation
Provide Knowledgeable, Pro-Active
Insights, Advice, Solutions through
Effective Governance
Ensure Data
Security, Integrity,
& Privacy
Understand
the Needs of our Stakeholders
Understand & Leverage
Trends & Innovations in
Information Technologies
Foster & Take Advantage of
Innovative IT Across Campus
Build a Culture of Pro-Active Support &
Technology Leadership
Take an University-Wide Perspective to IT
Make the Necessary Technology Infrastructure &
Resource Investments
Build a Cohesive, Knowledgeable IT
Community Across the Campus
Build Collaborative Relationships with Our
Stakeholders & Each Other
Optimize the Allocation & Use of Our Financial,
Technology, & Human Resources
Service
Openness & Collaboration
Knowledge & Creativity
Resource
Management
Operational Excellence
What’s Will be the Next Steps?
Mission
Why We Exist
Values
What’s Important to Us
Vision
What We Want to Be
Creating measurements
that make sense.
Requires detailed
domain expertise.
For IT staff to undertake
within units and
individually.
Strategy
Our Game Plan
Strategy Map and Alignment
Translate the Strategy
Balanced Scorecard
Measure and Focus
Targets and Initiatives
What We Need to Do
Personal Objectives
What I Need to Do
Strategic Outcomes
Satisfied
Shareholders
Delighted
Customers
Efficient and Effective
Processes
Motivated and Prepared
Workforce
Try one?
The Strategy Map is a tool that lets an
organisation think clearly about what needs to be
done in order the execute their strategy
successfully.
Organisations need to be careful and thoughtful
in creating a strategy map. It needs to reflect
reality. (So cause and effect relationships need to
be real, and not bafflegab.)
Organisations that use Strategy Mapping must
bookend the tool with effective management
control systems that ensure everyone in the
organisation is aware of what needs to be done,
and has an interest in doing those things.
[email protected]
X37127
DC3530 (School of Computer Science)
LHN3736 (School of Public Health & Health Systems)