Implementing Strategy Management to Improve Strategic Outcomes Presented at SHSMD Connections 2018 Seattle Washington, October 7-10
1.0 What is Strategy Management? • The application of knowledge, skills, tools, and techniques to the activities of strategic planning and strategy implementation to Analysis y r e successfully achieve the vision, goals, and objectives of the organization. v i l e D By doing a better job capturing and managing the interdependencies of • the strategic plan, we can improve: Strategy Implementation Continuity of information from design to deployment • Management • Traceability of design to execution Design • Quality and completeness of the strategic plan • Objective assessment of quality • Prioritization of strategy & implementation ideas Harmonization of initiatives • Prioritization Strategic outcomes • OntoReason LLC - 7292 Shady Woods Cir, Midvale, Utah 84047 2 - www.ontoreason.com - 435.840.0425
Strategy Management Enables • Capturing core information that is critical for decision making • Supports consistent management of a variety of complex models and processes • Maintains & shares information and dependencies between lifecycle phases • Maintains the inter-dependency of the entire plan • Providing traceability from design to outcome • Providing tools to management each phase of strategic lifecycle, • Aids quality assessment, health assessment and decision making • Supports information sharing and knowledge management between lifecycle phases • Integration of lifecycle is management to coordinate processes • Instantiation of risk management across the entire plan • Identification of risk and how it is propagated during planning and execution. • Accountability from plan design through strategic outcome OntoReason LLC - 7292 Shady Woods Cir, Midvale, Utah 84047 3 - www.ontoreason.com - 435.840.0425
Strategic Management • Strategic Management isn’t a new planning paradigm • Poor outcome performance metrics are often used to justify defining or utilizing a new method of strategic planning • Any of the common approaches can be used successfully if strategy management is used • What is needed is better attention to the entire process • A more thoughtful management and monitoring approach is required • Design templates for metrics that standardize understanding • Integrated objectives that are connected to provide internal indicators of future problems • Utilization of information collected to inform management • Robust & consistent information to power prioritization and decision making • Collecting information that can be used to analyze and assess the finalized plan • Commit to the execution phase of strategic planning from the start, holding accountable participants across all lifecycle phases OntoReason LLC - 7292 Shady Woods Cir, Midvale, Utah 84047 4 - www.ontoreason.com - 435.840.0425
There are many approaches to strategic planning. But, the approach to strategic planning is not important ! Selecting and effectively using a blend of tools and models that are right for It is follow-through that achieves your organization is the successful outcomes! most effective approach! OntoReason LLC - 7292 Shady Woods Cir, Midvale, Utah 84047 5 - www.ontoreason.com - 435.840.0425
Making the Most of The Planning Process • The final model and approach are much less important than how you execute management • Don’t be afraid to mix and match tools and models that best support your organizations needs • Look for techniques that help overcome your specific weaknesses and points of failure • Define and communicate processes with clear, unambiguous language • Establish review sessions at each phase of the process with clearly defined intent to guide improvement • Ensure robust information required to make well informed decisions is available and USED • Allow for change, but through controlled change management processes • Understand the potential impact of change on expected outcomes, prior to making decisions • Capture changes to the plan, document expected impact including risk, and record decision making • Ensure implementation and deployment are as important as plan design to the process • Focus on creating implementation plans with milestones, deliverables, and risk • Prepare to monitor and review status reports and progress measures • Communicate the approach • Defining lexicon and processes so that everyone in the organization understands their role • Provide clear direction for each team charged with responsibility for a strategic planning activity • Include instructions for what is expected, desired outcomes, and any limitations on scope OntoReason LLC - 7292 Shady Woods Cir, Midvale, Utah 84047 6 - www.ontoreason.com - 435.840.0425
To Improve We Must Understand The Importance of What and How What is being strived for The “what” is used to Inspire, motivate, and create momentum – while measuring progress. Desired future state of the organization. Vision How it will be achieved A broad-based primary outcome, that the organization will direct its efforts in order to achieve its Goal vision. The principle means by which the organization will achieve its Strategy vision & overcome the challenges faced in achieving its goals. A performance measure of progress. (Objectives are SMART) Singular focus, Measurable, Achievable, Realistic, & specific Objective Timeframe. Implements the organizations strategies & Initiative provides a road map for achieving its goals & objectives. The “how” provides clarity, direction, and detailed A temporary endeavor undertaken to create a unique product, Project service or result, with defined scope and resources. instruction to the organization – while executing the plan. OntoReason LLC - 7292 Shady Woods Cir, Midvale, Utah 84047 7 - www.ontoreason.com - 435.840.0425
Focus on What and How • Independent of any strategic planning model make sure the approach is a complete process that fully integrates all elements of strategic planning lifecycle • Clearly defined priorities and vision • Address strengths, weaknesses, opportunities and threats • Timetables, expectations and interdependencies • Reliable measures and objectives • It matters little what lexicon you decide upon, as long as it is consistent, supportive of what is to be accomplish, and defines how to be successful • Ensure tools selected capture and maintain the current state of your plan • Through the entire strategic planning lifecycle • Support for dynamic planning and change management is required • Enable the sharing of information captured during each phase of the process • To provide a better understanding of the inter-dependence of plan elements and concepts OntoReason LLC - 7292 Shady Woods Cir, Midvale, Utah 84047 8 - www.ontoreason.com - 435.840.0425
2.0 Why is Strategy Management Important? The Healthcare Case Study: • Healthcare organizations can ill afford the waste, much less the lost opportunity cost • It is important to improve performance, but that does not mean we need yet another planning approach • A wide variety of today’s models can be implemented effectively • It is how organizations manage their strategic planning efforts that influences their strategic outcomes • Bridging the gap between design and implementation Monitoring and managing the detailed inter-dependencies • provides deeper understanding • Dynamic assessment, re-planning, and change management are critical to success OntoReason LLC - 7292 Shady Woods Cir, Midvale, Utah 84047 9 - www.ontoreason.com - 435.840.0425
So Why Does Strategic Planning Fail? • Most organizations feel they do a good job planning, but poorly execute the plan. • That is a fallacy, good planning should deliver good result • It is easy to look at elegant verbiage and feel that one has a good plan – until you try to implement • Too often, strategic plans are vision oriented and lack the detail necessary to implement • Strategic plans must included detailed execution planning or are certain to fail • Planners rarely carry forward to the implementation phase, creating a lack of continuity • Strategic plans are often developed as static documents and quickly become outdated • Planners lack accountability for the success of strategy delivery • There is a lack of good decision making because most decisions are made in a vacuum and not in context of the entire plan or the decisions impact on the plan • Many organizations do not manage implementation consistently • They do not use good management techniques and are inconsistent in using tools • There is a lack of reporting consistently, so state and status can’t determine overall plan health • Implementation teams lack the focus because of operational duties OntoReason LLC - 7292 Shady Woods Cir, Midvale, Utah 84047 10 - www.ontoreason.com - 435.840.0425
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