VOPAR ™ Strate tegic gic Manag nagem ement nt System em Practi actical al Tools and Exam amples ples Jason Roberts, Regional Manager www.UnleashingLeaders.com Facebook.com/UnleashingLeaders Version: 2019-03-15
Which Direction is the FRONT? 2
Can You See Me Now? 3
VOPAR ™ : 5 Disciplines of Strategic Managers • Scan your environment for trends Visualize • Inspire clear shared Vision & Values • Inventory your Resources & Risks Organize • Categorize work into Services & Projects • Compare the ROI of your options Prioritize • Rank your options in relative (1 – N) order • Allocate your Resources by priorities Actualize • Delegate and take courageous Action • Assess your results regularly Revise • Adapt your actions, priorities or goals 4
Extreme VOPAR Strategist From the movie The Martian 5
Strategy: Your Vehicle from A to B Which vehicle do YOU want to ride in? 6
Strategic Tools: Traditional vs. Modern How smooth is your ride? 7
Traditional vs. Modern Strategy Tools Stable & Dynamic Tool Set Monolithic Document • 2-5 pg Strategic Summary • 20-30 pg Strategic Plan • 1 pg Community Map ▪ History • 1 pg Strategy Map ▪ Achievements ▪ Environmental Trends ▪ Mission and Vision ▪ Goals • Performance Dashboard (KPIs) ▪ Values • Service Portfolio (SLAs) ▪ Description of Services ▪ List Projects • Project Portfolio (PPMs) ▪ List of Metrics • Risk/Issue Log • • Budgets & Org Charts Comms/Change Mgmt Plan • Budgets & Org Charts 8
VOPAR ™ Dynamic Tools Community Map Strategy Map Mission, Vision, Values, Goals Performance Dashboard Objectives & KPIs Service Project Portfolio Portfolio delay Asset Portfolio 9
Dept level Community Maps 10
Strategy Maps: Where and why? • Nobody reads 30 pages of plans. • Leaders need a quick, visual reference to help focus themselves & teams. • Strategy Maps are 1 page summary diagram that include MVVG-O. • Easy to print & carry. • Easy to print & post. 11
Traditional Mission/Vision Method 1. Top managers only. 2. One person throws out something. 3. Another person nit-picks a word. 20 minute “yeah, but” debate between loudest 4. personalities ensues. 5. Everyone else checks out. 6. Repeat for the next word. Hours later … 7. Result: Long laundry list of everything we do to make sure we include everyone. From The Sandlot 12
Evolution 2007 to 2017 2017: 2 pages 2007: 16 pages Mission: To help taxpayers Mission: To collect the proper file timely & accurate tax returns, amount of tax revenue, and pay the correct amount and operate other programs to fund services entrusted to us, important to Californians. at the least cost; serve the public by continually Supporting our state. improving the quality of our Building our future. products and services; and perform in a manner warranting the highest degree of public confidence in our integrity, efficiency and fairness. 13
Evolution 2007 to 2017 2007: 26 pages 2017: 2 pages Mission: The EDD enhances California’s economic growth & prosperity by collaboratively delivering valuable & innovative services to meet the evolving needs of employers, workers & job seekers. One vision, one team – EDD. 14
ROUS (Rapid Org Unit Statements): How to Quickly c reate Mission/Vision 1. Individuals Draft, Pass & Edit (x3-4) 2. Merge Versions (x2-n) 3. Sentence Map & Vote (subjects, verbs, products, customers, qualifiers) From The Princess Bride Buttercup : “What about the ROUS?” 4. Test with Employees Wesley : “You mean a way to Rapidly create Organizational Unit Statements? 5. Revise & Decide I don’t believe they exist.” 15
Balanced Long-Term Goal Categories Stakeholder Resource Satisfaction Stewardship (Customers) (Assets) Operational Organizational Efficiency Health (Processes) (People) 16
FTB EDD 17
Strategy Map personalities 18
Department and Division Level 19
DHCS: CA-MMIS Division 20
OSHPD: HPEF Division 21
22
VOPAR ™ Dynamic Tools Community Map Strategy Map Mission, Vision, Values, Goals Performance Dashboard Objectives & KPIs Service Project Portfolio Portfolio delay Asset Portfolio 23
Organize: Service Portfolio • Ongoing or re-occurring work. • Many transactions across a series of processes. • Delivers an output to a customer for a purpose. PY’s Service # Vision Goal. Steward Customers Target Actual Obj (from Map) or $ Team SLA SLA Lead 1 To do A.1 Lee Team 1.2 80% team 80% Team x engagement Service A 2 To do A.2, Krysta Patients, 8.0 90% Sat 93% a B.1 Owners Service B 3 To do C.3, Teryn Teachers, 5.0 94% Use 82% y D.0 Classmates Risk 4 To do R.2, Sierra Family, 2.0 3 units/mo > 5/mo Reserve n D.2 Friends 24
Organize: Project Portfolio • Delivers a change to a service for a customer. • Temporary unique work (may be done within or across years). • A few larger deliverables across a series of tasks. Project Rank Scope Aligns Sponsor PM Next Finish PY $$ Vision w/Goal Deploy # Upgrade 1 To do x A.01 Lee Nancy 2/15/17 6/30/18 3000 hrs IT x $1.2M Improve 2 To do A.02, Krysta Melanie 3/30/17 9/30/17 750 hrs Process A a B.01 $225k Rollout 3 To do y C.03 Teryn Eileen 1/30/17 5/01/17 1250 hrs Product Y $370k Launch 4 To do B.04 Sierra Kaelen 4/15/17 12/31/17 425 hrs Mentoring n $23k … 25
Prioritize We always prioritize. The question is how? Old School • FIFO: First In First Out (First Come is Fair) • LIFO: Last In First Out (Latest is Greatest) • WSTL: Whoever Screams The Loudest (Squeaky Wheel) • WSTE: Whatever Seems The Easiest (Employees Decide) New School • ROI: Relative Return On Investment (1 → N) based on Law of Diminishing Returns 1. Physical Dependency 2. Strategic Alignment 3. Magnitude of Value 4. Political Optics 26
Revise: Performance Dashboard Inputs Actions Outputs Outcomes Goal.Obj Target Baseline Actual Performance Trend Key Performance Indicators Q1 Q2 Q3 Q4 # of Claimants Served Per Quarter NA 32,000 24,000 48,000 30,000 28,000 # of Claims Processed Per Quarter NA 63,000 42,000 67,000 55,000 51,000 17 16 15 14 Ave Days Turnaround Time/Claim 2.02 14 67% 71% 88% 84% % of Claims Paid Promptly 1.02, 2.03 85% 40% 43% 46% 52% % of Claims Filed Online by Year End 2.04 60% 25% 40% 70% 100% % of Project X done by Year End 3.01 100% -1% 5% 0% 6% % of Budget Variance FYTD 4.01-03 0% 76% 78% 82% 86% % Employees Engaged 5.01, 5.02 85% • KISS – Keep It Stupid Simple • Balance types of metrics from Input to Outcomes • Choose a few metrics linked to Goal\Objectives • Set Target ranges with BGYR color indicators • Actually Measure Actuals … and Learn 27
What is the Biggest Impediment? Think it is a bad idea? Fear it will be resisted? Feel you lack skill? Believe you don’t have time? 28
Reality Check 29
“We Don’t Have Time.” PAY YOURSELF FIRST We all get 24 hrs/day Multiplied by our network We spend it however we choose Leaders invest it wisely for today & tomorrow 30
Yes, Strategies May be Wrong… 31
NOT Trying to Clarify Your Strategies is Even More Risky This is your team without clarity. 32
VOPAR ™ : 5 Disciplines of Strategic Managers • Scan your environment for trends Visualize • Inspire clear shared Vision & Values • Inventory your Resources & Risks Organize • Categorize work into Services & Projects • Compare the ROI of your options Prioritize • Rank your options in relative (1 – N) order • Allocate your Resources by priorities Actualize • Delegate and take courageous Action • Assess your results regularly Revise • Adapt your actions, priorities or goals 33
5 Levels of Strategic Thinking Strategic Efficient Operator Performer Focused Blind Doer Activist Hapless Victim Resources Resourceful 34
Questions? 35
Recommend
More recommend
