Aligning Your Organization

The Next Gen PMO: Aligning Your Organisation to Execute Its Strategy Tim Wasserman

Aligning Your Organization
The Next Gen PMO: Aligning Your Organization to Execute Its Strategy Today’s dynamic, technology-infused world offers limitless opportunities for bringing new ideas to market. But even the most forward-thinking leaders with clear strategic visions typically fail to see their visions executed successfully. As a strategic enabler of the organisation, PMOs increasingly struggle to effectively identify, resource and manage the set of programs and projects that comprise the strategy. Unsurprisingly, even the smartest strategies are set up to fail. In a recent report, PMI’s Pulse of the Profession, 88 percent of executives agreed on the importance of strategy. However, a lack of alignment between projects and organizational strategy led to failure 44 percent of the time. Where does the PMO go from here? Based on cutting-edge research from Stanford University’s Advanced Project Management program, this presentation will present a framework for strategic execution that helps PMO leaders to continuously identify and align the right projects and do those projects right. Tim Wasserman Programme Director, Stanford Advanced Project Management Chief Learning Officer, ESI International & IPS Learning

Objectives for Today Share framework for improving strategic alignment of project-based work Explore organizational, leadership and individual dynamics that enable improved performance Provide actionable, applicable tools

Why Good Strategies Fail
…lessons for the C-suite Only 56% of strategic initiatives have been successful 9% rate themselves as excellent on successful execution LeRoy share finding this morning from PMO study Many more agree - The Economist study last March was the latest in a long line of studies that essentially report the same findings…we are not very good at successfully implementing our strategies Almost 600 global executives, over half in the c-Suite Struggle to BRIDGE THE GAP 61% of firms often struggle to bridge strategy-execution gap The Economist Intelligence Unit, March 2013

Global CEO’s #1 Strategy
Seek better alignment between strategy, objectives and organizational capabilities Tim - The Conference Board’s 2014 global CEO study : One of top strategy needs is to seek better alignment between strategy, objectives and organizational capabilities The Conference Board, 2014

Why focus on Alignment? Why focus on alignment?
What we know… And the recently released PMI Pulse of Profession indicated high-performing organizations are more likely than their low-performing counterparts to focus on strategic alignment The increased success of their strategic initiatives is substantial; high performers average twice as many successful strategic initiatives than low-performing organizations PMI’s Pulse of the Profession, February 2014

Why do we get less than desirable performance?
Ask: From executives perspective? Ask: From the front line perspective? Ask: from middle management’s perspective? CHART responses

Why Good Strategies Fail
Alignment between strategy and execution unclear Impact of organizational dynamics are misunderstood or ignored Lack of aligned performance metrics Programs/projects extremely complex Inconsistent processes on how to manage projects and programs Lack of clear agreements around interfaces and interdependencies Failure to accurately predict results in scope creep Risks not well understood Lack of resources, people spread too thin Required skill sets don’t match required needs Other organizational functions and members not on board Difficult to manage without authority over people who are on multiple projects, not functional reports KEY: What are the “reasons” given for not being able to convert strategy into action Lack of alignment drives poor decisions and unnecessary effort HOW: In Presentation… Talk at summary level (by bullet type): Arrowhead – organizational Diamond – Project, Program, Portfolio and other Project Based Work Open Box – Resources – training, skills, people Filled in Box – Leadership and management of resources Summarize and have audience “Show of Hands” to see where their issues are (could make last two go together) TIME: 4 min

Bridging the gap… How do we bridge the gap especially when todays business landscape is often shrouded in fog… Improve Organizational Alignment

Our Strategic Execution Journey
Today sharing research from SAPM and captured in book EYS Began 15 years ago to better understand why successful project execution rates were so low even when PMs and PgMs and organizations were upskilling their PM capabilities SCPD in SoE and IPS partnered to create SAPM….over the journey has evolved from study of APM to Strategic execution A lot has changed & evolved PM is a language to get work done. Break it down and get it done Traditional PM1.0 needs to become more agile (PM2.0) to meet both: the needs of todays fast-changing strategic environment; and the communication styles of today’s best workers All parts of the organization need to be aligned to execute strategy we will describe the six organizational domains that need to be aligned for this to happen. examples of both failures and successes

The Strategic Execution Framework
Who are you? What is the context? Where are you going? What needs creating? KEY: Introduce SEF – A holistic view of organizations HOW: SEF a tool to better explore and make sense out of the environment Helps improve alignment Fits any organization and their efforts and navigate in turbulent foggy times Create and leverage a shared view Organizational level, Business level, Individual level – common mindset > organizational enabler Will also help: Make your team more efficient Improve team Better communication You a Better leader Segue – We like to think of the SEF in two parts – top-half and bottom-half or, in other words… TIME: 1 min How will we build it? How will you operate?

Unpacking the SEF Strategy Making Strategy Execution KEY:
The two halves of the SEF. HOW: Strategy Making (top) – will cover first – DO THE RIGHT PROJECTS Strategy Execution (bottom) – DO THE PROJECTS RIGHT Key lynch pin is Engagement Domain – ENSURE ALIGNMENT Segue - Begins with the external environment/context – critical to understand and constantly adjust for TIME: 0.5 min

What’s Your External Environment?
Energy Price of crude oil Global competition Energy consumption Financial Services Hyper competitive market New emerging technologies Faster time to market KEY: Must keep the external context in the forefront HOW: Examples from energy and financial services TIME: 1.5 min

What’s your Context? Organization Program/project Team Individual
ASK for examples of each level

Questions to Ask & Actions to Consider
How aware are team members of the current organizational context? How often is this discussed? How much is enough information? Who helps you decide what to share? Encourage people to think about these on Friday and next week on the job Ask for reactions to these questions. Reinforce: - the SEF is model to explain and make sense of the ECOsystem - It is also a tool to stimulate dialogue

The Ideation domain The reason the organization exists
The Ideation domain requires identifying and aligning the organization's identity, it’s purpose and its intentions-the collective who, why and where that guides all its decisions, drives all its investments, and gives people in the organization the reason to participate day to day Know who you are, why you exist and where you are going •The most effective organizations take pains to understand and cultivate a sense of identity, purpose and long-range intention •The elements of ideation are often wrongly positioned as “soft” concepts or ideas. Nothing could be further from the truth. Identity, Purpose and Long-range intention represent the foundation of organizations, and the ability of individuals in the organization to find meaning in what the organization needs to accomplish and how it needs to create value •Identity should provide fundamental direction as to what markets/industries the organization will participate in, what its relationship with customers should be, how it will treat its employees and how it will relate to its owners/stockholders •Purpose provides the compelling reason for why people come to work. It’s the common motivator. •Long-term intention provides both direction and a destination for the organization •It is the first step identifying its strategic goals (VISION domain) Character, image, brand, and values What the organization is dedicated to in the long term

Xerox’s Ideation, 1981 “Xerox perceived itself as only in the office copier business.” Malcolm Gladwell

EU Parliament Administration has adopted the SEF
Klaus Welle, Secretary General participated in SAP at Stanford Adopted the SEF invited us to begin work with the Executive Administration team = Off site with Directorate Generals & their Assistants (top 70 leaders) We empower Klaus Video SEF Doc on EP Web Site

What is your PMO’s Ideation? Is it compelling to the point of being a “magnet?” How is your PMO perceived by it’s customers? By senior management? By the project and program community? Can your people connect what they are doing to the organization’s Ideation? KEY: ASK: What are the implications this domain has for your PMO’s efforts to recruit and retain top talent? HOW: Strong Ideation not only helps the PMO fulfill its organizational goals and obligations, but helps create the “pull” for attracting top talent The listed questions will help you think and dialogue about where to focus your efforts Encourage people to think about how to apply these insights back on the job TIME: 1 min Retaining Top PMO Talent When You Have No Authority

The Nature domain The artifacts, core values, and behaviors of the organization •The IDEATION domain drives the NATURE domain •The NATURE domain links strategy, structure and culture, all of which are essential aspects of a organization's internal environment •Culture is tightly linked with Identity in the IDEATION domain •Culture is a set of informal (unarticulated and unwritten) rules that describe how things are done or not done in the organization. It’s an unwritten understanding of how people should behave. •Culture is the most difficult to manipulate/manage •Structure is a set of formal (articulated and written) rules, that describe how people are grouped, about the reporting relationships that exist to determine how information, authority, power and resources flow between individuals an business units How an organization designs relationships between areas or functions The path an organization designs to achieve its purpose and goals

Misaligned Ideation, Culture and Strategy
How do you think the

Ideation Facebook’s mission is to give people the power to share and make the world more open and connected.

Bootcamp KEY: Creating passion and commitment: Ideation reinforced by culture Zuckerberg’s “Hacker Way,” an organizational culture that is supposed to be egalitarian, risk-taking, self-starting, irreverent, collaborative and creative. And ever evolving…has gone from “Move fast and break things” to “Move fast with stable infrastructure”. HOW: Every new hire goes to Bootcamp (6 week program) Bootcamp is one part employee orientation, one part software training program and one part fraternity/sorority rush. When new engineering recruits are hired at Facebook, they typically do not know what job they will do. One Bootcamp attendee, most recently the director of the programming and a senior principal engineer at Intel, reported “You have people coming into the company — they are engineers, but within the week, you are allowing them to change a part of the product that then becomes visible to millions of users.” “One thing that really surprised me was how open the culture is. It seems there are no secrets inside.” Another seasoned new hire reported in her first week, she had shipped more software code at Facebook than she did in her seven years at VMware. At the culmination of Bootcamp – new hires bid on their job assignment and product team, a program that exemplifies Facebook’s adherence to founder and CEO Mark Zuckerberg’s “Hacker Way,” an organizational culture that is supposed to be egalitarian, risk-taking, self-starting, irreverent, collaborative and creative. And ever evolving…has gone from “Move fast and break things” to “Move fast with stable infrastructure”. On the flip side, Project leaders have to bid on projects and build their own teams. ASK: What does this have to do with Attracting and Retaining Top Talent to your team? Everything! TIME: 2 min Source: and interviews with facebook employees

Four core cultures Every organization has a predominant culture and may have subordinate cultures. Collaboration Control Competence Cultivation Relevance: We have found it useful to explore culture from the point of view of William Schneider’s model of culture consisting of 4 elements. Explain the concept of core culture and describe each type of culture. Use eating as an example: everyone eats; but how we eat is a function of culture. Ask for examples of each culture (see explanation of cultures on next page) Culture is commonly defined as "how we do things around here in order to succeed." It is an organization’s way, identity, pattern of dynamic relationships, or "reality." It has everything to do with implementation and how success is actually achieved. You may be used to seeing organizational cultures represented by a Y, with three core cultures representing a focus on customer, efficiency, or product. Wm. Schneider extended this idea to a broader view that includes four core cultures, adding the fourth—cultivation—to the traditional view. According to Schneider, no management idea, no matter how good, will work in practice (implementation) if it does not fit the culture. The core culture of the organization gives people the basis on which to make decisions. Y-axis is organizational focus: individual to group (going up) X-axis is decision-making focus: principle-driven to data-driven (going right) [See the Notes on the next slides for definitions of the 4 cultures] Cultivation Competence Source: Schneider, William E. The Reengineering Alternative: A Plan for Making Your Current Culture Work. Burr Ridge, IL: Irwin Professional Pub., 1994. Copyright © 2004 Stanford Advanced Project Management Program and IPSolutions, Inc. Associates, Inc.

Culture and Today’s Work Approaches
Collaboration Control Competence Cultivation TRADITIONAL AGILE LEAN KEY: It is about People, Process and Tools – Does your method of working work with the culture of the organization? HOW: Each methodology from traditional, sequential (PM1.0), to Agile and Lean methods is in response to project management being applied to other cultures. New start ups, the highly-adaptable organization, needed the discipline of project management but could not deal with the rigor espoused by the formal methodologies – hence the rebellion with the agile manifesto and then the moderation of agile with Agile Project Management Construction and Production organizations had similar problems with the changing requirements were outpacing the ability to change from traditional PM. Hence the focus on the “meat” of project management – LEAN Methods Again, even down to The Theory of Constraints… TIME: 1.5 min

Aligning PMO Structure and Culture
Collaboration (affiliation) Control (order & security) Collaboration Control Enterprise/Org Unit PMO Project Support PMO KEY: At Stanford we have been studying the evolution of the PMO for the past 15 years KEY POINTS: We all know there is a wide range of PMO approaches to employ; the diversity of types of PMOs that exist across our varied organizations is dramatic Last year’s PMI Pulse of the Profession study on PMO types included: Org Unit PMO, Project Specific, Project Support, EPMO, CoE Think egg, but the predomenant aligned culture would be: Control = Project Support - all about following the processes, managing the forms/templates, and keeping track of the admin stuff. Collaboration = Enterprise and Unit-PMO - These PMOs similar - but at different levels - but they are all about coordination, communication, and collaboration. They also both look at governance and integration/alignment, just at different levels... Competence = CoE – They work with standards and tools and training (Control) but the difference is they supply the tools and training, not mandate the tools and processes. So CoE is predominantly Competence. Cultivation = I see this as "Project-Specific PMO" only - my thinking is that the Project-Specific PMO is specific for the uniqueness of the project - so it can bend/fold/adapt with the whims of the project itself...they also have the highest frequency of meeting (44% meet at least weekly) that you would expect in the disruptive innovation culture. One critical challenge is consistent...the need to attract top talent TIME: 1 min Project-Specific PMO CoE PMO Cultivation (self-actualization) Competence (achievement) Cultivation Competence Retaining Top PMO Talent When You Have No Authority

Your Culture Maps Draw a culture map for: Your Organization (red)
Your PMO (green) Collaboration Control 5 4 5 3 4 2 3 1 2 1 1 2 1 3 2 4 3 KEY: Here is a tool you can use. Try it yourself now. HOW: Step through the instructions with the class. The numbers on the axes may help with determining the map 60 seconds self Debrief: Share with person next to you. Maybe comment on an interesting output from one or more of the teams 60 seconds each person Other points: Ask what was different between identifying the map by yourself and then getting closure with others Not easy coming to closure on culture with others Tough subject—we’re not used to thinking/acting in these terms Identifying your Culture Map is only the first step—dealing with the reality is the tough part—Change Management Aligning with Strategy and Structure is the key Will look different if you’re talking today or where you need to evolve. TIME: 4 min 5 4 5 Cultivation Competence © IPS Learning LLC and contributors

What structure is appropriate?
Traditionally, like an orchestra - Everyone has there place, role, responsibility… Replace with Orchestra picture

What is your PMO’s culture “egg”? Are you culture and structure aligned within the PMO? How does this compare/align to your business unit? The overall organization? What do you need to adjust? KEY: ASK: What are the implications this domain has for your PMO’s efforts to recruit and retain top talent? HOW: Strong Nature is critical to Ideation alignment The listed questions will help you think and dialogue about where to focus your efforts Encourage people to think about how to apply these insights back on the job TIME: 1 min Retaining Top PMO Talent When You Have No Authority

The Vision domain The determination of specific desired results
Stress the following: •Long-term intention needs to be translated into goals, metrics and strategies (linkage to IDEATION domain) •The VISION domain addresses goal clarity and ensures the integrity of investment choices to serve the chosen goal •The VISION domain is about setting goals, setting standards for meeting them (metrics) and devising ways to get to the goals (strategy) •Goals should be “SMART” specific, measureable, achievable, resourced, time bound •Metrics need to be aligned with strategic goals, as metrics will drive organizational behavior Most companies have a mission or vision statement, but these are typically abstract statements that paint a pleasant picture of a possible future. You need an aspiration that gives everyone in your company a clearly defined way to win, so it needs to explain two things: How you will win with customers, and against the competition. Craft an aspiration that is concrete and specific. Spell out what you mean when you say “best” or “world leader.” Your aspiration shouldn’t be so broad that it could apply to any company in your industry – personalize it to inspire and motivate your employees. It should be about winning in a specific way (e.g. highest customer satisfaction in your industry), rather than in general (e.g. be the best brand). Set a high bar. Without an ambitious aspiration, you’ll never win, and someone else will. Discussion Questions: •Ask for examples of Goal/metrics alignment issues that they have experienced. What was the result? Every metric, whether it is used explicitly to influence behavior, to evaluate future strategies, or simply to take stock, will affect actions and decisions. If a product manager knows that, in his or her company’s culture, a “good brand is a high share brand,” he or she will make decisions to maximize market share – even if those decisions inadvertently sacrifice long-term profit or adversely affect other brands in the company’s portfolio. If an R&D manager knows that projects are chosen based on projected net present value (NPV), he or she will encourage research scientists and engineers to work on programs and make forecasts which make NPV look good – even if the NPV calculations are misleading. If a telephone service center manager is rewarded for reduced absenteeism he or she will seek to do well on the firm’s measure of absenteeism – even if the measure does not lead to improved productivity The path an organization designs to achieve its purpose and goals The vehicle to evaluate progress to the achievement of strategic goals

Clear Strategic Vision: SW Airlines
Strategic objectives from Ideation translated into goals Source: Porter, Michael. "What is Strategy?" Harvard Business Review HBR OnPoint Enhanced Edition, Product Number: 4134 (February 1, 2000).

How do they get there? Current CapOne approaches - Each LOB doing things differently, different terminology Designing bad behavior based on the choice of bad metrics - Example: No ownership for profitability; not measured on margin

Are your required reporting metrics meaningful, aligned and adding value to the organization? Do project/program metrics link to the strategic goals? Do your team members know what these metrics are? To what extent can they impact these? Are individual and team metrics aligned? KEY: ASK: What are the implications this domain has for your PMO’s efforts to recruit and retain top talent? HOW: Strong Vision helps the PMO define and measure its organizational contributions, as well as can provide the visibilty of top talent The listed questions will help you think and dialogue about where to focus your efforts Encourage people to think about how to apply these insights back on the job TIME: 1 min Retaining Top PMO Talent When You Have No Authority

The path an organization designs to achieve its purpose and goals
The Engagement domain The path an organization designs to achieve its purpose and goals Tim - Refer back to the DM and share examples of portfolio process challenges. You may refer back to their affinity exercise results and review and portfolio challenges Stress the following: •ENGAGEMENT directs the scarce resources of time, money, equipment, people and attention to the right mix of projects and programs •ENGAGEMENT involves multiple stakeholders : strategists, project sponsors, managers, project managers to engage with each other to define/clarify and translate, organizational needs, strategies, capabilities, resources etc. to make the best investment decisions •Portfolio is not just project prioritization, but reconciliation with organization resources. There’s an entire module on this later. Discussion Questions: •Ask someone to explain/comment on the 2 directional arrow from Strategy. Why would portfolio drive back to strategy? Strategy based, prioritized set of projects and programs, reconciled to the resources required to accomplish them

An organization's real strategy is the portfolio of strategic projects in which it invests
Of obvious importance to the success of a business: which projects get done. If you want to know what an enterprise’s strategy is, look at the set of strategic projects and programs that it is currently engaged in. Don’t look at its strategic plan. Official strategy Real strategy

Strategic goals & portfolio are both moving targets
It is mostly about allocating non-fungible human resources – not cash Both strategy and projects are constantly changing Agile project don't have estimates of resources to start with So you need a real-time, agile portfolio management process Do you have a portfolio process? If so how does it work? How could you influence making the process work better for you? Tip: Start with yourself: How do you create your own portfolio? How do you validate it? With whom do you share and discuss it? How do you use it to guide your daily activities? Strategic Portfolio! Strategic Goals

Can you map the portfolio of project investments with the organization strategies? How aligned is the portfolio process with the espoused ideation and culture of the organization? Are portfolio criteria understood and agreed upon at all levels of the organization? How effective are those responsible for providing portfolio inputs at influencing the portfolio? KEY: ASK: What are the implications this domain has for your PMO’s efforts to recruit and retain top talent? HOW: Strong Engagement helps the PMO fulfill its organizational goals and obligations by… It also helps retain top talent by providing opportunities for working on high visibility The listed questions will help you think and dialogue about where to focus your efforts Encourage people to think about how to apply these insights back on the job TIME: 1 min Retaining Top PMO Talent When You Have No Authority

Multiple interdependent projects managed as a single unit
The Synthesis domain Strategy-based, prioritized set of projects and programs, reconciled to the resources required to accomplish them Tim - Execute projects and programs the right way, in alignment with your portfolio Manage the work based on the portfolio •Lead a discussion of how the portfolio process decisions drive the selection of projects and programs (these describe the arrows from portfolio to programs and projects) AND how this planned portfolio can be different from the actual portfolio. Actual project and program performance (meeting/missing triple constraints) can be different from the planned portfolio. (this describes the arrows from projects/ programs to portfolio)Stress the following: •PMs have both a tactical role in executing projects and a strategic role in participating in the portfolio process. Their participation should be both during the project selection process and later in terms of keeping the planned portfolio on track •There are two sets of trends that are driving the process of project management. Product/service delivery trends include product complexity, time to market and level of competition. Business environment trends include global competition, outsourcing, globalization etc. In general these trends are pushing for faster, more nimble fast-track project management. (agile-like processes) Discussion Questions: •Are you traditional or agile? What is impact? Not a lot of research, just beginning What are we finding Multiple interdependent projects managed as a single unit Unique, temporary efforts defined by deliverables, schedule, and resources

Critical Skills, Tools and Insights
Tim: It also takes not only processes, but tools and techniques required to often make the intangible tangile! We like to say we teach people how to think better about the problem…there are few magic bullets these days. Quick review: CSIA=personal Alignment; MIP/ECP=understanding agreement complexity and planning and executing effectively; LET and MWA = build trust, credibility and partnerships while influencing those over whom you maty have little or no formal authority (up, across, down the organization); MPP=employing portfolio and other critical processes to ensure you are working on the right things, and doing the right things! No matter in the commercial, government, or non-profit sector… Non-Profit - LA Care, Compassion International, Gordon & Betty Moore Foundation, SoCal Edison, PG&E Web - Google, Software - Oracle, Adobe, Intuit Hardware - Intel, Qualcomm Consumer Products - Mission Foods Clean Tech - eSolar Aerospace - Eaton Aerospace Financial Services - Nationwide Insurance, AXA Rosenberg, BNP Paribas, Barclays Global – Novo Nordisk,

Predictability vs. Uncertainty: Complex Program Attributes
Predictable Uncertain Authority Centralized Decentralized Process Plan-Execute-Track-Control Iterate through Try-Fail-Learn Reward System “Failure” to achieve goals is punished Learning through small partial “failures” is rewarded Information Flow Partition information and share it top-down on “need to know” basis Create many-to-many communication Locus of Big Picture Global awareness exists only at top via status reports Global awareness exists around edges of the organization How Program Manager Leads Clearly specify project outputs - “Tell What to Do” Clarify ideation and desired strategic outcomes - “Teach How to Decide” Management Style Top-down command & control Adaptive, collaborative Story Line: Attributes of the predictable, understandable context vs.. the confusing, uncertain context Talking Points : Review a few of the attributes Add words/examples around several of the suggestions Discussion Questions: Ask how these show up on your programs Is this really that black and white? Might we have a mix within a program that can change over a program’s lifecycle? More predictable…less uncertainty Conventional buildings Semi-custom construction projects Metal buildings Sheet pile foundations Highway maintenance Software ports to familiar platforms Simple business processes Programs with many elements previously created and minimal new interdependencies Less predictable…more uncertainty Systems integration Programs with at least one of the following: New business processes New technology New teams Inexperience with using globally distributed teams

What is the PMO’s role and/or charter in driving project and program execution? How is this communicated to and understood by the organization? Are the PMOs offerings/services aligned? KEY: ASK: What are the implications this domain has for your PMO’s efforts to recruit and retain top talent? HOW: Strong Synthesis helps the PMO its clarity around who it is and what it role is Top talent is impacted… The listed questions will help you think and dialogue about where to focus your efforts Encourage people to think about how to apply these insights back on the job TIME: 1 min Retaining Top PMO Talent When You Have No Authority

Multiple interdependent projects managed as a single unit
The Transition domain Multiple interdependent projects managed as a single unit Unique, temporary efforts defined by deliverables, schedule, and resources Tim - Move the results of your projects into the main stream of your company’s operation Extract the strategic value Stress the following: •This domain is focused on transferring the outputs of project-based work to operations. Projects/programs are completed and are deployed to operations •Operations can include deployment of software, release to manufacturing etc. •Successful deployments : •Enable the deployment of resources to other work •Requires good planning •Requires strong sponsorship Discussion Questions: •Late deployments are common and result in all sorts of organizational issues? What are some of these issues? (benefits realization delayed, project start delays, poor resource utilization, morale, etc.) •How can late deployments be avoided? (firm criteria/definition for “done”, authorization for new scope, The ongoing processes of the enterprise that deliver value to the customer

What barriers do you see to successful transition?
Resistance to change Lack of acceptance/not invented here End user success criteria/metrics not aligned with developer metrics Large Chip designer -

Phase 2: Envisioning the Future
Rapid Transformation 30-90 Days 30 Days 30 Days 30 Days 6-12 Months Pre-Transformation Phase 1: Diagnosis Phase 2: Envisioning the Future Phase 3: Paving the Road Transformation Implementation Carlos Ghosn: Renault-Nissan

When do you involve those who own the Operations experience? How do you integrate them early and often? Are your operational success metrics aligned with project metrics? When does work begin on addressing the organizational change component?

Imperatives of Strategic Execution

Imperatives of Strategic Execution
deation Know who you are, why you exist and where you are going N ature Align your strategy, structure and culture V ision Continually rearticulate and quantify your desired outcomes E ngagement Continually reinvest in the right portfolio of strategic projects to achieve current strategic outcomes S ynthesis Execute your strategic projects balancing appropriate levels of PM 1.0 (discipline) vs. PM 2.0 (agility) T ransition Transition your projects’ benefits into operations, and reinvest the project resources

SEF and Meta Alignment Alignment between and within the domains enables strategic execution Challenges to strategic execution are a reflection of misalignment 48

Where are your Strengths and Opportunities?
Wall chart activity

Opportunities for Improvement
What Works Well Opportunities for Improvement KEY: How you can use the SEF – to uncover good alignment and miss-alignment HOW: Take copies of the SEF domains and have people identify (i.e. senior management) where: Things are working well and communications are aligned Things are NOT working perfectly yet Uncovers where attention needs to be focused on aligning within the organization and/or team TIME: 0.25 min

Engaging and Aligning Your People
51

Critical PBW Leadership Competencies for Execution Excellence
One size does not fit all

Some parting thoughts…
It’s all about ALIGNMENT Do the RIGHT PROJECTS and do the PROJECTS RIGHT Leading project-based work requires DISCIPLINE and AGILITY

Additional Discussion
Questions and Additional Discussion

Aligning Your Organization

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