Turn Your Organisation Into A Laboratory With Strategy Deployment
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The document discusses transforming organizations through strategy deployment, emphasizing experimentation and adaptability to improve capabilities. It highlights various aspects such as managing gaps in knowledge, alignment, and effects, fostering a culture of feedback and continuous improvement. Additionally, it introduces concepts like the X-matrix and the importance of defining purpose, vision, and strategy in achieving business goals.
Turn Your Organisation Into A Laboratory With Strategy Deployment
- 1. TURN YOUR ORGANISATION INTO A LABORATORY WITH STRATEGY DEPLOYMENT https://flic.kr/p/9ZEmW8 Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 2. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment I always encourage people to try new things and experiment to find what works best for them. Dean Karnazes
- 3. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Don’t be a tabby cat trying to emulate a cheetah. Sam Murphy https://flic.kr/p/q544C2
- 4. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://flic.kr/p/da6cLZ 1 mile in 3 minutes 55 seconds – two laps recovery. 1,200m in 2:57 – two laps recovery. 1,000m in 2:27 – two laps recovery. 800m in 1:57 – two laps recovery. 600m in 80s – two laps recovery. 400m in 50s – two laps recovery. 200m in 25s. All done at 1,300m altitude. http://www.bbc.co.uk/sport/0/athletics/34096616
- 5. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Jason Little
- 6. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://flic.kr/p/bK3ELX
- 7. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://flic.kr/p/ah6j7A Strategy Deployment
- 8. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Be an ambidextrous methodologist
- 9. HOSHIN KANRI A New Business Operating System Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 10. Ship in a storm going in the right direction Direction Management Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://flic.kr/p/ncXP2D
- 11. Any form of organisational improvement in which solutions emerge from the people closest to the problem Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://flic.kr/p/ncXP2D
- 12. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment David Snowden
- 13. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Governing constraints guide what should not be. Enabling constraints guide what could be.
- 14. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 15. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://youtu.be/-vzDDMzq7d0
- 16. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Outcomes PlansActions Knowledge Gap: The difference between what we would like to know and what we actually know Alignment Gap: The difference between what we want people to do and what they actually do Effects Gap: The difference between what we expect our actions to achieve and what they actually achieve Stephen Bungay
- 17. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Outcomes PlansActions Knowledge Gap: More detailed information Alignment Gap: More detailed instruction Effects Gap: More detailed controls Stephen Bungay
- 18. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Outcomes PlansActions Knowledge Gap: Limit direction to defining and communicating the intent Alignment Gap: Allow each level to define how they will achieve the intent of the next level up, and ‘backbrief’ Effects Gap: Give individuals freedom to adjust their actions in line with the intent Stephen Bungay
- 19. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 20. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment From Do this! Don’t think! Don’t ask questions! To Look at this What do you think? What questions are there?
- 21. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 22. Agility is a strategy Agile is a tactic Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 23. X-MATRIX Visualise the Operating System Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 24. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 25. Why do we need to improve competitive capabilities? What is our economic model? What are our primary goals and objectives? Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 26. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Cost • Decrease • Avoid Revenue • Increase • Maintain Development Administration Failure Sales Customers Transactions Chris Matts
- 27. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Scope Time Quality Cost
- 28. How can we improve competitive capabilities? What significant breakthroughs are required to achieve the results? Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 29. Hierarchy of Powers • Growth rates in your major categories Category Power • Status relative to your reference competitors Company Power • Market share in strategic target segments Market Power • Net differentiation of your flagship offers Offer Power • Ability to drive changes to tipping points Execution Power Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Geoffrey Moore
- 30. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Through this work our strategies have become to: Prefer economies of flow Reduce the batch size of knowledge discovery Deliver services with fitness for purpose Sense and respond to feedback
- 31. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Sustainability Service- Orientation Survivability www.djaa.com/kanbans-3-agendas
- 32. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment kanban-thinking.net
- 33. How will we know whether our competitive capabilities are improving? What proxy variables will give a leading indication success? Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 34. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Larry Maccherone
- 35. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Productivity Predictability Responsiveness Quality Customer Satisfaction Employee Engagement Larry Maccherone
- 36. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 37. What investments will we make to improve competitive capabilities? What new processes, practices or technologies could we use? Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 38. Taken as a whole the portfolio of experiments can, and should be contradictory. Some of them should use the principle of obliquity. Some should take a naive perspective. David Snowden Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment http://cognitive-edge.com/blog/start-with-action-then-reflect/
- 39. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 40. How well do all the elements correlate with each other? Where is there strong alignment? Where is there no alignment? Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 41. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Increase revenue Reduce costs Reduce churn SmooththeFlow ofValue BetheFirstto Market GivetheBest UserExperience Metrics DevOps Product Ownership Innovation DecreaseLead Time IncreaseNPS Increase Throughput Decrease SupportCases IncreaseH3 Investment
- 42. CATCHBALL Decentralise Decision Making Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 43. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 44. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 45. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Catch Reflect Improve Pass
- 46. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 47. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 48. Plan Do Study Adjust Plan Do Study Adjust Plan Do Study Adjus t Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 49. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment You fail, and then what? Life goes on. It’s only when you risk failure that you discover things. Lupita Nyong’o
- 50. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment F.A.I.L. First Attempt In Learning
- 51. Cadence is the use of regular, predictable rhythm within a process. This rhythm transforms unpredictable events into predictable events. Don Reinertsen Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 52. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment It’s the memory of what was said and felt that creates alignment, not the final piece of paper. Thomas L. Jackson
- 53. “it is a communication tool for dialog between individuals to support collaborative problem-solving and mentoring processes. And the process of creating the report becomes the real value of the thing.” Durward Sobek Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 54. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://flic.kr/p/bK3ELX
- 55. What How Why Whether Simon Sinek Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 56. Purpose is your passion Vision is the world you wish to create Strategy is how you get there Tactics ensure you survive the journey Stephen Parry Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 57. A goal is a broad primary outcome. A strategy is the approach you take to achieve a goal. An objective is a measurable step you take to achieve a strategy. A tactic is a tool you use in pursuing an objective associated with a strategy. Mikal E. Belicove Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 58. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment 1. Populate an X-Matrix 2. Play Catchball 3. Provoke Feedback
- 59. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment How Do I Know If Agile Is Working?
- 60. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment How Do I Know If Agile Is Working?
- 61. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment Listen to everyone, follow no-one. Dean Karnazes
- 62. Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
- 63. THANK YOU! Questions? kjscotland@googlemail.com Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment https://www.justgiving.com/kjscotland-bm2016/
- 64. TURN YOUR ORGANISATION INTO A LABORATORY WITH STRATEGY DEPLOYMENT https://flic.kr/p/9ZEmW8 Karl Scotland @kjscotland http://availagility.co.uk #StrategyDeployment
Editor's Notes
- #3: 1.40 – 3.20. 100 minutes 10 min Open 10 min Hoshin Kanri 05 min Form Groups 15 min X-Matrix (Silent Brainstorming) 15 min Work (Product / Service / NfP / Other) 10 min Share (Similarities / Differences / Surprises) 10 min Discuss (tables) 05 min Summarise (per table) 10 min Catchball 10 min Close
- #4: SHARP POV: In a Complex 21C We Need a new Business Operating System - As Laboratories Dean Karnazes (b. Constantine Karnazes August 23, 1962) (pronounced car-NAH-sis), is an American ultramarathon runner, and author of Ultramarathon Man: Confessions of an All Night Runner, which details ultra endurance running for the general public
- #6: GA: Don’t Copy
- #10: GB: Learn https://en.wikipedia.org/wiki/Bias_against_left-handed_people
- #12: Ship in a storm going in the right direction Direction Management Hoshin: Compass needle / direction Kanri: Management / Control
- #13: Ship in a storm going in the right direction Direction Management Hoshin: Compass needle / direction Kanri: Management / Control
- #15: Strategy is an Enabling Constraint Exoskeleton – external skeleton Endoskeleton – internal skeleton
- #16: Distributed Cognition. Not one person has the answer. https://en.wikipedia.org/wiki/Magic_Roundabout_(Swindon)
- #22: Decentralise decision making - relocate power from functional to cross-functional and inter-organisational
- #26: A model for improving competitive capabilities
- #38: https://tagul.com/show/luexhbrq6fc4/Agile%20Indicators
- #40: Taken as a whole the portfolio of experiments can, and should be contradictory. Some of them should use the principle of obliquity, trying to solve related problems is often a better way of dealing with a direct one, ask any parent of teenagers. Some should take a naive perspective, looking at things through the eyes of a different discipline. http://cognitive-edge.com/blog/start-with-action-then-reflect/
- #41: https://tagul.com/show/xcdlnba7y4fi/Agile%20Practices
- #51: Develop People. Failure Tolerance.
- #54: A basis for discussion
- #59: http://www.forbes.com/sites/mikalbelicove/2013/09/27/understanding-goals-strategies-objectives-and-tactics-in-the-age-of-social/
- #60: Encompass all improvement activity and align it with strategic intent
- #61: Encompass all improvement activity and align it with strategic intent
- #62: Encompass all improvement activity and align it with strategic intent
- #63: SHARP
- #75: http://www.theguardian.com/commentisfree/2015/jul/05/the-guardian-view-on-the-olympic-legacy-running-out-of-steam
- #84: Freedom Runs – worth doing? Build Strong Community – Doing enough? Operating Costs – Doing enough?
- #85: First to market (Responsiveness) On time, on budget (Reliability/Predictability) Release more often (Productivity) Great user experience (Quality) Employee first (Employee Satisfaction) Customer first (Customer Satisfaction)