Jay Hays

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Planning and Strategy
Jay Hays
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Predictable Failure of Strategic Planning
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Part of the Problem
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Performance Dynamics
Readiness
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• The Vision Statement
• The essence of an organisation
• Who we are
• What makes us different
• What makes us special

The vision statement may describe ideal ways of
working together, competing how people are
treated, recognised it may talk about image and
reputationand state values and commitments
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The Power of Vision
Vision without action is merely a dream. Action
without vision just passes time. Vision with
action can change the world. Joel
Barker Author of Discovering the Future
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Components of a Vision

• Present a high standard of performance We
  deliver on time, every time.
• Describe future accomplishments We will have
  offices in Singapore, Tokyo, Beijing, and Seoul.
• Paint a picture The phones will be jammed with
  customers calling to thank us.
• Represent shared values We will grow in
  individual skills and knowledge.
• Present a unique attribute We are known
  throughout the company as the best place to work.

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Mission
Raison detre. (Reason / justification for being
or existence) Purpose
To put a man on the moon within ten years. To
reduce world hunger. To develop a cure for HIV /
AIDs. To end trade in ivory. To achieve majority
market share. To penetrate to Chinese market. To
improve university education.
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Goals

• Must
• Directly and clearly contribute to Vision and
  Mission
• Provide specific and focused direction
• Be challenging cause the team to stretch
• Be achievable and time-bound
• Be meaningful and relevant to team members
• Be realistic
• Be concrete (or be described in tangible terms
  with specific deliverables or outcomes)

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• When Writing Goals
• You Must Also
• Define performance measures -- how achievement
• will be demonstrated / counted)
• Develop / describe process by which performance
• data will be collected
• Design Scorecard and how data will be converted
• into graphical / usable format

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Writing Goals
Remember SMART
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Centrelink Six Key Goals

• To build partnerships with client departments
  that deliver the required results and provide
  value for money
• To increase customer and community involvement
  and satisfaction with services
• To create an environment where people in
  Centrelink are proud of their contribution and
  are making a difference
• To return an efficiency dividend to government
• To provide innovative and personalised solutions
  - consistent with government policy and
• To be first choice and benchmarked as the best
  practice in service delivery.

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A Bit of A Frame
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Individual Values
Team Mission
Team Member Values
Shared Team Vision
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Team Interventions
Based on Stages of Development
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Communicating the Strategy to Achieve the Goal
Strategy
Executive
Managers
Implementers
Doers
Goal
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Diversion of the Strategy
Strategy
Attractor
Outcome
The Implementers and Doers get diverted by
attractors eg new technologies old ways
conflicting goals Producing the wrong solution
Goal
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Dispersion of the Strategy
Strategy
Outcome
The Implementers and Doers are confused about the
goal. Producing a partial solution or solution
components that do not deliver the full solution
Goal
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Plan Your Work Work Your Plan
Traditional guidance
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Planning
Setting objectives and determining how they will
/ should be met.
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Planning
One of the four main components of management.
Provides the foundation for organising, leading
and controlling.
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Planning
Define Objectives.
Assess Performance.
Speculate Future Conditions.
Develop Alternatives.
Select Best Alternative.
Implement.
Evaluate Performance.
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Controlling
The process of measuring performance and taking
action to ensure the planned outcomes are
achieved.
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Control Process
Establish Objectives and Standards.
Measure Actual Performance.
Compare Results with Objectives and Standards.
Take Corrective Action.
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Parallel and Complementary Frameworks
Framework for Measuring
Framework for Follow-through
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The Should Be View
Mission Objectives Measures
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Relationship of Team Charter to IT Balanced
Scorecard
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TOP DOWN
Customer Service Financials Learning and
Development Business Process
Team / Section Balanced Scorecard
Team Chartering
Assessment and Action Planning
Introduction to High-Performance Teams and
Continuous Improvement
BOTTOM UP
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Strategy
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Strategy
Looking ahead.
Understanding the environment.
Positioning the organisation (focus) allocating
and using resources
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Strategic Leadership
Mobilising the workforce for
Continuous Change.
Performance enhancement.
Implementing corporate strategies.
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Performance Measurement
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Rationale

• Performance is important
• Performance can be managed and improved
• Goals and measures are fundamental to managing
  and improving performance
• Performance management requires teams to
• understand goals and measures
• be clear on their own goals and measures
• participate in tracking performance against goals

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Definitions

• Goals
• Aims or ends desired
• Provide direction and purpose
• Best when they specify/clarify
• performance - what desired behavior is expected
• results - what product or deliverable is expected

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Definitions

• Measures
• Specific definitions of goal performance or
  delivery
• Units of measure, expressed in quantitative or
  qualitative terms
• volume
• frequency
• time
• capacity

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Definitions

• Performance
• Both the act and the result or outcome of
  activity or effort
• Performance can be described in behavioural terms
• Behavioral terms means observable and measurable
  (qualitatively quantitatively)
• Behavior may be instrumental to achieving
  results, but behaviour (activity) is not results
• Or by metrics / measures

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Definitions

• Activities and Outputs
• Activities are all of the things an individual or
  team does, irrespective of purpose or outcome
• Activities include
• movements
• actions
• operations
• responses
• Activities require energy and time thus, are
  exhausting and feel like work...
• They are deceptive

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Definitions
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Measurement Program

• Principles
• Having goals improves performance, if
• they are challenging, yet attainable
• individuals see them as their own
• Goals are more motivating and influential if
  individuals have a say in their development
• The best people to develop goals and measures are
  those closest to the work
• You get what you measure

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Measurement Program

• Principles
• Measurement is important to process improvements
• A measurement program should be simple to
  understand and execute
• a few important goals
• a few good measures
• There needs to be tight and clear linkage among
  organisational purpose / mission and a units
  goals
• Progress should be tracked against goals and
  visibly portrayed

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Measurement Program

• Goals - Productivity
• Productivity is a generic term concerning
  quantity
• Productivity covers
• frequency
• efficiency
• economy
• volume
• Often expressed as a proportion of time

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Measurement Program

• Goals - Productivity
• Productivity is impacted by many variables, human
  and technological
• skill
• ability
• training/learning
• automation
• arrangement/proximity of resources and tools
• state of the art technology

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Measurement Program

• Goals - Responsiveness
• Usually expressed in terms of time
• How long does it take to respond?
• How long should it take?
• Also a quality of response, in terms of its
  adequacy, the degree to which it meets or exceeds
  the customers expectations

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Measurement Program

• Goals - Quality
• Quality goals can be formulated for almost
  anything, and usually accompany productivity and
  responsiveness goals
• Needed on products and delivery when sheer
  numbers or response is insufficient
• to customer satisfaction, cost, or safety