Topic: Strategy Implementation

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Topic Strategy Implementation
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Strategy implementation

• Planning process
• Ethics
• Structure
• International

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Strategy implementation

• Planning process
• Strategic planning
• Managing individuals
• Leadership communication
• Motivation
• Ethics
• Structure
• International

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McKinsey 7-S Framework
Structure
Systems
Strategy
Shared Values
Skills
Style
Staff
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Topic The Planning Process
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The Planning Process

• The mechanics of running a business are really
  not very complicated when you get down to
  essentials. You have to make some stuff, and
  sell it to somebody for more than it costs you to
  make it. Thats about all there is to it, except
  for a few million details.
• --John McCaffrey

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The Planning Process

• The process
• Some easy mistakes
• The plan itself

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The 1 Caveat

• Upfront errors tend to multiply!

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The Planning Process

• Define
• Design
• Implement
• Evaluate

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The Planning Process

• Define (the problem, the project)
• Design (the plan)
• Implement (the plan)
• Evaluate (the plan and the planning system)

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Define (the problem)

• Frame the issues
• This requires leadership
• What are we doing? Why are we here?
• (Not just org mission, but this project)
• We are here to craft a plan for next five
  years?
• We are here to restore the integrity of our
  profession!

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Define (the problem)

• Identify the stakeholders (opinion leaders)
• Project Enhance the value of the UCF degree
• Who are the stakeholders?
• Let the baselining begin
• Gather input from those groups
• How would you do that for each?

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Define (the problem)

• Warnings
• Dont overpromise at this point
• Treat problems, not symptoms (recall the problem
  chain)
• Baseline

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Design (the plan the process)

• Mission, goals, objectives, strategies, tactics
• Ownership (check off more than once)
• Small teams (small groups do things)
• Idea champions (this is yours)

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Implement (the plan)

• Incrementally (priorities, early wins)
• Plan for resistance to change (culture)
• Needs of users
• Education and communication
• Participation
• Force (big carrots, big sticks)

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Evaluate (the plan and system)

• Know how you will define success
• Have the metrics identified up front (what gets
  measured gets done)
• Have the measurement system in place up front
• Measure. Compare. Explain. Repeat.

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How to Guarantee Failure

• Use existing committees
• Form large task forces
• Forget about champions
• Dont specify dates
• Think of it as a quick fix

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How to Guarantee Failure

• Cut corners up front
• Dont solicit ownership
• Dont give credit
• Short staff it
• Be sure support is lacking at the top

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The Document

• Tell the story Mission, goals, objectives
• Ownership
• Gantt Chart / Pert Chart / Flow Chart
• K.I.S.S.S. (short and simple)
• Clear goals / specific objectives
• Clear strategies / specific tactics
• Distinct time frames
• Clear responsibility everywhere

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Policing Strategy the Process
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Who will guide the planning process?
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The Community!
Mayor Community
City Council Church Groups
City County Government Neighborhood
Associations School Systems

Civic Service Groups
Neighborhood Watch Business
Watch Business Associations Law Enforcement
Agencies
Union Media
The Department
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Formed a Steering Committee
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Collecting Steering Committee Data
Police Employee Input
Community Input
Outside Agency Input
Police Department
Months 1-2
524 Police employee interviews 224 Community
surveys received 165 Outside agency surveys
received
69 Police employee information sessions 37
Community Meetings 26 Outside agency meetings
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The Steering Committee

• Consisted of 19 community members and 13 police
  employees
• Selections were made by the Mayor, City Council
  members and the Chief of Police
• Tasked with the responsibility to guide and
  oversee the strategic planning process
• Early Month 3 First meeting

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Utilizing the Input
INPUT
Steering Committee Retreat Mid Month 3 Hosted by
Local University
Definition
Mission
Goals
Objectives
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Formed Planning Teams
Administrative Services
Uniform Patrol
74 Community members 64 Police employees join
together to form 8 planning teams
Technical Services
Criminal Investigations
Information Services
Special Investigations
Professional Standards
Special Operations

• Self examination of the Departments functions as
  they relate to the mission, goals and objectives

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Writing the Plan

• Accomplished in three rounds over eight months
  (Months 3-11)
• Over 3000 hours were spent developing the plan
  with the community
• Involving 176 community members and police
  employees

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Strategic Planning Process

• Internal and External Insights

Community
BUREAU PLANNING GROUPS
City Government
Bureau Members
Dept. Asso. Groups
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Writing the Plan Round One

• Each Planning Team created Action Plans for its
  bureau
• The Action Plans are designed to support the
  Mission, Goals Objectives established by the
  Chiefs Steering Committee
• Involvement of department employees and the
  community was encouraged and supported
• 100 opportunity to provide input into the
  process

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Writing the Plan Round Two

• Review of all Action Plans by the individual
  Planning Teams
• Consolidate individual Action Plans into one
  working document
• Establish priorities and evaluation targets
• Present the Draft Plan to the Chiefs Steering
  Committee for review

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Writing the Plan Round Three

• Draft Plan review by Chiefs Steering Committee
  to establish priorities, timelines and budget
• Final consolidations of the plans
• Develop presentation and funding strategies

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Support for the plan

• Webber Seavey Award for Quality in Law
  Enforcement.
• International semifinalist (five nations),
  selected and presented by the International
  Association of Chiefs of Police.
• National award winner from the League of Cities.
• Featured in the FBI Training Academy video
  Viewpoints from the FBI Academy -- Developing the
  Executive Team
• X million federal grants.
• Plus, it worked

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Why did it work so well?

• Got it right up front
• Baselined
• Brought opinion leaders on board
• Didnt overpromise
• Aligned change with user needs
• Broad involvement, both internally and externally

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Topic Leadership Communication
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Three leadership angles

• LMX is about managing. (There is a limit to how
  many people you can have unique relationships
  with. Not so true with leadership.)
• Kouze Posners The Leadership Challenge is
  about leadership (what Collins would call
  effective leadership, which is transformational,
  visionary, getting people to go beyond their
  base, etc.).
• Collins Good to Great Level 5 Leadership is
  about building enduring greatness.
• These are all different problems, different
  approaches.

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The Leadership Challenge (James M. Kouzes
Barry Z. Posner, Jossey-Bass, 4th ed. 2007)

• Challenge the process
• Inspire a shared vision
• Enable others to act
• Model the way
• Encourage the heart

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The Leadership Challenge

• Challenge the process (R. Townsend, Up the
  Organization In every organization...)
• Inspire a shared vision (Col. Joshua Lawrence
  Chamberlain in Gettysburg)
• Enable others to act (Expectancy theory)
• Model the way (Herb Kelleher, SW Air)
• Encourage the heart (Martin Luther King, Jr. and
  the I Have a Dream speech)

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The Leadership Challenge

• Challenge the process (R. Townsend, Up the
  Organization In every organization...)
• Inspire a shared vision (Col. Joshua Lawrence
  Chamberlain in Gettysburg)
• http//youtube.com/watch?vAw8Tm550SJ0
• Enable others to act (Expectancy theory)
• Model the way (Herb Kelleher, SW Air)
• Encourage the heart (Martin Luther King, Jr. and
  the I Have a Dream speech)
• http//youtube.com/watch?vPbUtL_0vAJk

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The language of leadership (Jay Conger, Academy
of Management Executive)

• The Message Appeal
• Expressive Communication
• The Setting
• The Messenger Credibility

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A couple of good books on making speeches

• On Speaking Well How to Give a Speech With
  Style, Substance, and Clarity (by Peggy Noonan)
• The Sir Winston Method (by J. C. Humes)

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Strategy implementation

• Planning process
• Strategic planning
• Managing individuals
• Leadership communication
• Motivation
• Ethics
• Structure
• International

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Implementation Motivation

• Expectancy Theory

M (E P) x (P O) x V
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Implementation Motivation

• Expectancy Theory

M (E P) x ((Pi Oi) x Vi)
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Implementation Motivation

• Expectancy Theory

M (E P) x (P O) x V
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Implementation Motivation

• Expectancy Theory

M (E P ) x (P O ) x V
B
B
B
B
B
O
B
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Implementation Motivation

• Expectancy Theory

M (E P ) x (P O ) x V
B
B
B
B
B
O
B
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Implementation Motivation

• Expectancy Theory

M (E P ) x (P O ) x V
B
B
B
B
B
O
B
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Implementation Motivation

• Expectancy Theory

M (E P) x (P O) x V
MB vs. MB