Practical Strategy: Crafting a Plan, Not a Paperweight Ron Whitehead, City Manager, The Town of Addison With Rick Robinson, SDi Consulting, LLC ICMA Conference Presenters
Who we are • Why are we here? • What we will accomplish? • What can you glean from listening to us?
Agenda • Introduction • Situation Analysis • Strategic Planning • Value Proposition • Strategy Prioritization • Strategy Execution • Visibility and Accountability • Conclusion
SITUATION ANALYSIS – PART ONE 4
Welcome – Situation Analysis Part 1 • Three things every City Manager needs – Clear Direction – Consistent Expectations – Priorities
STRATEGIC PLANNING PROCESS 6
Strategic Planning Process Activity Gather Analyze Draw Information Data Conclusions City Assessment Research Analysis Strengths & Weaknesses External Analysis Gather Trends Analysis Opportunities & Threats Goals Strategies/Initiatives Mission Financial Transition to Vision Customer Operations Values Process Staff/Culture 7
VALUE PROPOSITION 8
Value Proposition Discipline of Market Leaders ( Treacy & Wiersema) Total Cost VP Best Total Product Solution
Best Total Cost - Examples Total Cost When companies strive to achieve the low cost position on product and service support Variety Kills Efficiency VP
Best Product/Service Total When companies strive to build a better Cost product or service, for which customers will pay a premium Motto – Cannibalize Your Own Success VP Best Total Product Solution
Best Product - Examples VP Best Product - Innovation Best When companies strive to build Product a better product, for which customers will pay a premium Cannibalize your own success
Best Total Solution Total Best Total Solution Cost When companies strive to solve the client’s broader problem and share in the benefit VP Motto - Solve the Broader Problem Best Total Product Solution
Best Total Solution - Examples VP Best Total Solution Total When companies strive to solve Solution the client’s broader problem and share in the benefit Motto – Solve the Broader Problem
Value Proposition Discipline of Market Leaders ( Treacy & Wiersema) Total Cost VP Best Total Product Solution
Value Operating Models
Value Propositions and Value Operating Models VP: Best Total Cost You must align your VOM: Operational Excellence • Culture VP: Best Product • Organization VOM: Product Leadership • Core processes • Management systems VP: Best Total Solution • Information technology VOM: Customer Intimacy
VP/VOM Operational Total Excellence Cost VP Best Total Product Leadership Customer Intimacy Product Solution
Operational Excellence - Examples Delivering an acceptable product at the VP Operational Excellence lowest possible price Total Cost
Product Leadership - Examples A means of generating invention after VP Product Leadership invention and applying them in useful, commercial products Best Product
Customer Intimacy - Examples A customer-intimate company uses its VP superior expertise in the client’s underlying Customer Intimacy problem to change the way the customer Total does business Solution
VP/VOM and Thresholds Operational Total Questions Excellence • Can you do more than one? Cost Operational Efficiency Product Customer VP Differentiation Responsiveness Best Total Product Leadership Customer Intimacy Product Solution
Exercise Read the bullets under the 5 key component headings. Label each bullet as a TC (Total Cost), BP (Best Product), or TS (Total Solution) Value Proposition component. Culture Organization Core Processes Management Information Systems Technology • • • • • Client and field Ad-hoc, organic, Client acquisition & Decisive, risk Integrated, low-cost driven and cellular development oriented transaction • • • • systems Variation: “have High skills abound Solution Reward individuals’ • it your way” in loose-knit development innovation capacity Mobile and remote • • mindset structures technologies Flexible and Product lifecycle responsive work profitability procedures • • • • • Concept, future Entrepreneurial Product delivery and Command and Person-to-person driven client teams basic service cycle control communications • • • • systems Experimentation High skills in the Built on standard, no Compensation • “out of the box” field frills fixed asset fixed to cost and Technologies mindset quality enabling • • Attack, go for it, Transaction cooperation and knowledge win profitability tracking management • • • • • Disciplined Centralized Invention, Revenue and share Customer teamwork functions commercialization of wallet driven databases linking • • • • Process focused High skills at the Market exploitation Rewards based in internal and • • external information core of the part on client Conformance Disjoint work • organization feedback Knowledge bases “one size fits all” procedures • mindset Lifetime value of built around expertise client analysis
Exercise – Part 2 • What is your present Value Proposition? • What does Council want it to be? • What is the relevance of this concept to a municipality? • Discuss
Strategic Planning Process Activity Gather Analyze Draw Information Data Conclusions City Assessment Research Analysis Strengths & Weaknesses External Analysis Gather Trends Analysis Opportunities & Threats Goals Strategies/Initiatives Mission Financial Transition to Vision Customer Operations Values Process Staff/Culture 25
PRIORITIZATION TOOL 26
Strategy Prioritization • The Strategy Evaluation Tool – What is the impact of you strategies/initiatives on all of your goals?
Strategy Sessions Output • Budget Book 28
SITUATION ANALYSIS – PART TWO 29
Welcome – Situation Analysis Part 2 • Now that you have clear direction of the vision of council, how do you implement? – Visibility – Accountability – Measurement
VISIBILITY AND ACCOUNTABILITY TOOLS 31
Strategy Execution • The A3 Discipline
WHAT IF WE DON’T DO THIS? 33
RTKL 2005
Cunningham Architects 2007
Final
HNTB 2009
Final Design
MEASUREMENT AND DASHBOARDS 44
Measurement
Questions? Survey 46
Questions/Comments? For additional information about any of the frameworks, processes or tools presented, please contact Rick Robinson at rrobinson@sdiclarity.com or 214.448.5623
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