|
|
|
|
|
|
• Translate organizational S.M.A.R.T goals, objectives & strategies into specific functional area operating plans with associated Key Performance Indicators.
• Convert execution priorities into breakthrough or run the business projects/programs with specific dates, outcomes, status indicators, documents & metrics . • Communicate through the organization using a systematic & disciplined approach (i.e. Hoshin, OKR's, internal collaboration sites). |
|
|
Right level of connection to project and program and RTB activity details. |
Improved employee involvement & buy-in for target setting and scheduling. |
Transparent Single Source Of Truth for all plan information, universally communicated real-time. |
|
|
|
• Cascade, align and link goals, strategies, and operating plans both vertically and cross-functionally, real-time. • Active "catch ball" engagement to drive progress and actions at all organization levels. • Processes can include OKR's, Hoshin Kanri, OGSM. |
|
|
Powerful common taxonomy to describe strategic and tactical intent. |
Establishes a new set of vertical and horizontal feedback and seamless communication loops. |
Direct line-of-sight and improved clarity of intent connecting goals, strategies & execution tactics. |
|
|
|
• Enable a transparent digital ‘single source of truth’ for all plan reporting.
• Lead real-time plan updates based on day-to-day triggers, ensuring properly prioritized and scheduled work. • Best Practices include digitizing updates and cross functional collaboration using software applications. |
|
|
Improved quality and cycle time in decision making. |
Improved organizational agility & responsiveness with open & transparent information access. |
Ability to personalize reporting to meet individual, team & organization-specific needs. |
• Formal functional/cross-functional collaboration meetings accessing real-time status updates, dashboards and scorecards to drive ‘in the moment’ decision making. • Ensure proactive real-time: resource reallocation, evaluation of course correcting solutions & prioritization & initiative backlog. • Best Practices: ban inform only update meetings, utilize digital processes for updates, & on-line collaboration, use OODA Loops, PDCA, etc. for driving problem resolution. |
|
|
Analysis and learnings from 'wins' and 'losses'. |
Break ‘big’ efforts into work & backlog components,increasing the accuracy & speed of work delivered. |
Institutionalizes prioritization & backlog processes as integral to a firm’s culture & governance. |
|
Facilitate Innovate Bets |
|
• Assess newly emerging trends/opportunities to place small bets or conduct deep dives.
• Initiate small actions to study, pilot or test a new or different approach. Make adjustments/pivot current initiative backlog as necessary. • Best practices: quarterly management meetings, online collaboration for strategy re-assessment, course corrections through agile systems thinking, decision making & execution "pivots". |
|
|
Greater ability to anticipate change & accommodate changes to strategy/ initiatives as business needs change. |
Drives collaboration between team resources & stakeholders to achieve agreed upon objectives. & org agility. |
Uses market watch techniques to place small bets on new strategic choices. |
|
|
|
• Formal, periodic pre-budget cycle reassessment of all core business assumptions, outside-in and inside-out business, market and competitive trends.
• Updating/pivoting or revision of strategic/operating plans, priorities, linkages or alignment up/down the organization with all cross-functional team members. • Best Practices: Market watch tools ( SWOT), prioritization and decision matrices (QFD, Pugh) for backlog assessments, priorities & decisions |
|
|
Forces review & reassessment of value propositions for key priorities across the organization based on updated trends. |
Improves decision making cycle time and more rapid course corrections for strategic big bets. |
Improved strategy investment ROI and Time to Value assessments. |
|
|
|
• Executing mechanisms to assess & exploit a firm’s formal vs informal, & preached vs practiced culture.
• Initiating a process to drive any needed culture changes so that employees are actively engaged & buy in to the organization and team brand. • Best practices: ongoing formal climate feedback surveys, impression capture, culture dimensions identity mapping, change branding, stakeholder Impact Assessment & Engagement Analysis. |
|
|
Improves learning & growth stickiness & employee engagement. |
Drives more proactive and effective change adoption. |
Strengthens organizational alignment, accountability and responsiveness. |
|
Governance |
|
• Link leadership, employee engagement and decision making best practices through digitally connected collaboration.
• Focus leader efforts on data driven updates and decisions to affirm business strategies, drive strategic initiatives, and tactics. |
|
|
Digitized Single Source of Truth to identify & resolve issues and metrics variances. |
Improved ‘line of sight’ clarity between team, personal & dept. work efforts & organizational strategies. |
Strengthened organizational agility and knowledge transfer. |
ASE Framework \Summary
|
