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Leveraging the words of that great philosopher Wayne Gretzky
DAMA Chicago Meeting
December 2018
Situational analysis● In speaking with data people . . .
○ Many feel like they are currently treated
■ Like punch presses
■ We get a request for a report, we generate the report, we deliver the report
■ We are chronically brought in too late, on projects
○ How we should be treated
■ We should be treated like the valuable internal consultants we are or can be
■ Like the strategic contributions
■ We should be brought in early on projects, to highlight opportunities and challenges
● In speaking with the C-suite
○ Many talk in a series of isolated data dots
○ Trying to leverage KPIs, scorecards and dashboards
○ Yet never really showing how all of the dots, KPIs, metrics all fit together
2
People are happier, faster and more productive when . . . ● They can see the flow of the business (from potential to profitability)
● See where they fit into the flow
● How they link up
● And how they impact the whole
By the end of this deck you should know how to do this for your company.
Note: The good news is that it doesn’t cost anything, take much time, and it isn’t that hard
3
Challenges
4
● Things have been this way since the beginning of time
● This is almost universal across all companies
● How much are business schools part of the problem?
○ We can teach people how to split atoms
○ We can teach people how to transplant hearts
○ But we can’t teach people how marketing, finance and operations all fit together?!?!
■ That is just intellectual malpractice
■ It all fits on a restaurant placemat and is suitable for coloring
● The good news is, the solution:
○ Doesn’t really cost anything
○ Doesn’t take much time
○ Doesn’t require new systems or people
○ It does however require a slightly new way of thinking about things (is that too scary)
How do we solve for all of this?By leveraging the words of that timeless philosopher Wayne Gretzky!
When Wayne was asked why he is such a great hockey player, he answered
“I skate to where the puck is going to be, not to where it has been.”
In order to do this, Wayne does three things:
1. He sees where all the dots are
2. How all of the dots fit together
3. And then positions himself in the right place, to do the right things,
given steps 1 and 2
Isn’t this what we want to do with our companies?
5
Here is a list of dots
Thought exercise to illustrate the value of organized thinking Connecting the dots
Here is a list of dots Here is where they live
Thought exercise to illustrate the value of organized thinking Connecting the dots
Thought exercise to illustrate the value of organized thinking
8
Connecting the dots
Here is a list of dots Here is where they live Here is what this means
Thought exercise to illustrate the value of organized thinking
9
Connecting the dots
Here is a list of dots Here is where they live Here is what this means
Which set of dots would Wayne find the most useful?
How does your company understandyour dots?
Integrated thinking
95th/Dan Ryan
Ashland/63rd Cottage Grove
Midway
54th/Cermak
Forest Park
Harlem/Lake
O’Hare
Kimball
Dempster
Howard
Linden
Loop
95th/Dan Ryan
Ashland/63rd
Cottage Grove
Midway
54th/Cermak
Forest Park
Harlem/Lake
O’Hare
Kimball
Dempster
Howard
Linden
Loop
54th/Cermak95th/Dan RyanAshland/63rd
Dempster
Cottage Grove
Kimball
O’Hare
Forest Park
Howard
Linden
MidwayHarlem/Lake Loop
If Wayne is trying to get from Dempster to Midway, which is the most useful?
Same number of elements
10
Integrated thinking
95th/Dan Ryan
Ashland/63rd Cottage Grove
Midway
54th/Cermak
Forest Park
Harlem/Lake
O’Hare
Kimball
Dempster
Howard
Linden
Loop
95th/Dan Ryan
Ashland/63rd
Cottage Grove
Midway
54th/Cermak
Forest Park
Harlem/Lake
O’Hare
Kimball
Dempster
Howard
Linden
Loop
54th/Cermak95th/Dan RyanAshland/63rd
Dempster
Cottage Grove
Kimball
O’Hare
Forest Park
Howard
Linden
MidwayHarlem/Lake Loop
Same number of elements - but which data is the most usefulBehold the power of integrated thinking
It’s not just about knowing about the number of things in your environment, but also about knowing how they all fit and work together
1211
Take three groups of people --
have each group assemble the exact same jigsaw puzzle
12
Thought exercise to illustrate the value of organized thinking Puzzle Box Lid
Take three groups of people --
have each group assemble the exact same jigsaw puzzle
● The first group with the puzzle pieces face down
● The second group with the puzzle pieces face up
● The third group with the pieces face up
and with a copy of the puzzle box lid
13
Thought exercise to illustrate the value of organized thinking Puzzle Box Lid
Take three groups of people --
have each group assemble the exact same jigsaw puzzle
● The first group with the puzzle pieces face down
● The second group with the puzzle pieces face up
● The third group with the pieces face up
and with a copy of the puzzle box lid
Which group is going to be the happiest, the fastest, the
most productive? The group with the puzzle box lid.
Does your company know what their puzzle box lid
looks like!
14
Thought exercise to illustrate the value of organized thinking Puzzle Box Lid
Some business people can’t understand the value of having the left-hand know what the right-hand is doing.
These people should really choose another profession.
15
The power of data people● Being data people, you are closer to the data than anyone else
● If you apply a thin veneer of business knowledge over the top of the data . . .
(not a very thick one, just a thin one)
● You now know how all of the data fits together
● Knowing not just the data, but how it all fits together means that data people
are now the smartest people in the company!
● As the smartest people in the company, you can now go on to crush all of
those who oppose you!!! Or at least be more like Wayne.
16
It all started when, a CEO asked . . .CEO:
“How do we best grow the company?”
Manager:
“We need to do some of this, and some of that.”
< 30 second pause >
CEO:
“What I really need to know is how do I best invest in the
company?”
Manager: “That is a different question.”
17
WWWD (What would Wayne do?)
Business flows from potential to profitability
19
Profitability for both the company and the customer
Both need to win. Because if one doesn’t win, then neither wins. One will walk away from the other!
20
It's just a conversation WITH WHAT WE ARE GIVEN . . .
● Define the Subject to drive
● What does Playing Field look like
● Business/Customer Objectives
● Customer Perceived Value
● What is the Potential given above
WHAT DO WE DO ABOUT IT?
● What do we Offer given above
● Hook Customers to Value Delivered
● What are the Key Learnings
WHAT ARE THE RESULTS?
● What are the Revenues
● What are the Costs
● What is the Profitability
HOW SUCCESSFUL WERE WE?
● What are Perceived Future Trends
● What Value to Shareholders
● What is the Balancing Point
between Value to Company and
Value to the Customers
21
It's just a conversation WITH WHAT WE ARE GIVEN . . .
● Define the Subject to drive
● What does Playing Field look like
● Business/Customer Objectives
● Customer Perceived Value
● What is the Potential given above
WHAT DO WE DO ABOUT IT?
● What do we Offer given above
● Hook Customers to Value Delivered
● What are the Key Learnings
WHAT ARE THE RESULTS?
● What are the Revenues
● What are the Costs
● What is the Profitability
HOW SUCCESSFUL WERE WE?
● What are Perceived Future Trends
● What Value to Shareholders
● What is the Balancing Point
between Value to Company and
Value to the Customers
22
It's just a conversation WITH WHAT WE ARE GIVEN . . .
● Define the Subject to drive
● What does Playing Field look like
● Business/Customer Objectives
● Customer Perceived Value
● What is the Potential given above
WHAT DO WE DO ABOUT IT?
● What do we Offer given above
● Hook Customers to Value Delivered
● What are the Key Learnings
WHAT ARE THE RESULTS?
● What are the Revenues
● What are the Costs
● What is the Profitability
HOW SUCCESSFUL WERE WE?
● What are Perceived Future Trends
● What Value to Shareholders
● What is the Balancing Point
between Value to Company and
Value to the Customers
23
It's just a conversation WITH WHAT WE ARE GIVEN . . .
● Define the Subject to drive
● What does Playing Field look like
● Business/Customer Objectives
● Customer Perceived Value
● What is the Potential given above
WHAT DO WE DO ABOUT IT?
● What do we Offer given above
● Hook Customers to Value Delivered
● What are the Key Learnings
WHAT ARE THE RESULTS?
● What are the Revenues
● What are the Costs
● What is the Profitability
HOW SUCCESSFUL WERE WE?
● What are Perceived Future Trends
● What Value to Shareholders
● What is the Balancing Point
between Value to Company and
Value to the Customers
24
It's just a conversation WITH WHAT WE ARE GIVEN . . .
● Define the Subject to drive
● What does Playing Field look like
● Business/Customer Objectives
● Customer Perceived Value
● What is the Potential given above
WHAT DO WE DO ABOUT IT?
● What do we Offer given above
● Hook Customers to Value Delivered
● What are the Key Learnings
WHAT ARE THE RESULTS?
● What are the Revenues
● What are the Costs
● What is the Profitability
HOW SUCCESSFUL WERE WE?
● What are Perceived Future Trends
● What Value to Shareholders
● What is the Balancing Point
between Value to Company and
Value to the Customers
25
It's just a conversation WITH WHAT WE ARE GIVEN . . .
● Define the Subject to drive
● What does Playing Field look like
● Business/Customer Objectives
● Customer Perceived Value
● What is the Potential given above
WHAT DO WE DO ABOUT IT?
● What do we Offer given above
● Hook Customers to Value Delivered
● What are the Key Learnings
WHAT ARE THE RESULTS?
● What are the Revenues
● What are the Costs
● What is the Profitability
HOW SUCCESSFUL WERE WE?
● What are Perceived Future Trends
● What Value to Shareholders
● What is the Balancing Point
between Value to Company and
Value to the Customers
26
The power of knowing how it all fits together - Kring Strategy Mapping
From the book:Business Strategy Mapping - The power of knowing how it all fits together
27
The power of knowing how it all fits together - Kring Strategy Mapping
From the book:Business Strategy Mapping - The power of knowing how it all fits together
28
Kring Strategy Mapping
From the book:Business Strategy Mapping - The power of knowing how it all fits together
Product Development
29
How to best invest marketing
30
Area of Focus #1
Area of Focus #2
Area of Focus #3
1 - Objectives
2 - Measures
1 - Objectives
2 - Measures
1 - Objectives
2 - Measures
KPIs, Scorecards and Dashboards, oh my!KPIs (Key Performance Indicators)
Dashboards
Is this number supposed to be 5X larger than the others?
How do all of these numbers relate to each other?
How do we prioritize all of this?
31
[email protected] | 847.461.3028
Leveraging this knowledge
This isn’t an academic exercise.
This is to be proactively used for:
● Strategy development
○ Marketing strategy
○ Financial strategy
○ Operations strategy
○ etc.
● Portfolio management
● Change management
● For everything
[email protected] | 847.461.3028 32
Strategy developmentSwitching up metaphors, it is much
easier to build when you know
what your business blueprint looks
like
[email protected] | 847.461.3028 33
Patients / Shoppers
B 2 C
Customers
Strategy development
One company ACME Corporation (name changed for privacy reasons)
had a jumbled mess on their hands.
[email protected] | 847.461.3028 34
Patients / Shoppers
B 2 C
Customers
Strategy development
One company ACME Corporation (name changed for privacy reasons)
had a jumbled mess on their hands.
Everyone at ACME was trying to optimize their piece of the
company, but little if anything was aligned.
[email protected] | 847.461.3028 35
Patients / Shoppers
B 2 C
Customers
Strategy development
One company ACME Corporation (name changed for privacy reasons)
had a jumbled mess on their hands.
Everyone at ACME was trying to optimize their piece of the
company, but little if anything was aligned.
This gave competitors an edge.
[email protected] | 847.461.3028 36
Patients / Shoppers
Patients
Is an input into
Is an input into
B 2 CB 2 B 2 C
Customers
Customers
Bomb Co.
Bomb Co.
Strategy development
Things got worse
when they added
their B2B clients
into the mix
[email protected] | 847.461.3028 37
Patients / Shoppers
Patients
Is an input into
Is an input into
Customers
Customers
Bomb Co.
Bomb Co.
Strategy development
And since some of
their B2 C customers
were the same as their
B2B2 C customers,
the disconnects were
causing real damage
B 2 CB 2 B 2 C
= sometimes the same people
[email protected] | 847.461.3028 38
Patients / Shoppers
Members Patients
Is an input intoIs an input into
Is an input intoIs an input into
B 2 CB 2 B 2 C
Customers
Customers Customers
Anvil Co.
Anvil Co.
Bomb Co.
Bomb Co.
Strategy development
= sometimes the same people
And the
damage got
worse as their
business grew
[email protected] | 847.461.3028 39
Patients / Shoppers
Members Patients Patients
Is an input into Is an input intoIs an input into
Is an input intoIs an input into Is an input into
B 2 CB 2 B 2 C
Customers
Customers Customers Customers
Anvil Co.
Anvil Co.
Bomb Co.
Bomb Co.
Trap Co.
Trap Co.
Strategy development
= sometimes the same people
Without understanding their
business blueprint, they weren’t
able to build together
40
Patients / Shoppers
Members Patients Patients
Is an input into Is an input intoIs an input into
Is an input intoIs an input into Is an input into
B 2 CB 2 B 2 C
Customers
Customers Customers Customers
Anvil Co.
Anvil Co.
Bomb Co.
Bomb Co.
Trap Co.
Trap Co.
Strategy development
= sometimes the same people
Without understanding their
business blueprint, they weren’t
able to build together.
Giving competitors a bigger edge!
41
Patients / Shoppers
Members Patients Patients
Is an input into Is an input intoIs an input into
Is an input intoIs an input into Is an input into
B 2 CB 2 B 2 C
Customers
Customers Customers Customers
Anvil Co.
Anvil Co.
Bomb Co.
Bomb Co.
Trap Co.
Trap Co.
Strategy developmentOnce they built and saw this,
their business blueprint, it fixed a
lot for them: alignement, etc.
= sometimes the same people
42
Patients / Shoppers
Members Patients Patients
Is an input into Is an input intoIs an input into
Is an input intoIs an input into Is an input into
B 2 CB 2 B 2 C
Customers
Customers Customers Customers
Anvil Co.
Anvil Co.
Bomb Co.
Bomb Co.
Trap Co.
Trap Co.
Strategy developmentAnd routinely using the business
blueprint fixed even more! = sometimes the same people
43
Portfolio management
[email protected] | 847.461.3028 44
Portfolio management● ACME had $100 million in projects
for the year
[email protected] | 847.461.3028 45
Portfolio management● ACME had $100 million in projects
for the year
● But only had $10 million in the
budget, for new projects for the year
[email protected] | 847.461.3028 46
Portfolio management● ACME had $100 million in projects
for the year
● But only had $10 million in the
budget, for new projects for the year
● They needed to make some tough
investment decisions
[email protected] | 847.461.3028 47
Portfolio management● ACME had $100 million in projects
for the year
● But only had $10 million in the
budget, for new projects for the year
● They needed to make some tough
investment decisions
● The good news is that by using KSM
and lining all of the projects up, it was
much easier to see what paid off, and
the synergies between the projects
Project #1
Project #2
Project # X
Customers
Anvil Co.
Customers48
Change management
[email protected] | 847.461.3028 49
Change management
Customers Customers
We are here
We want to be here
1
2
3
[email protected] | 847.461.3028 51
Change management
Customers Customers
We are here
We want to be here
● We only need to
change 3 things
1
2
3
[email protected] | 847.461.3028 52
Change management
Customers Customers
We are here
We want to be here
● We only need to
change 3 things
● How do we want to
close the gap?
1
2
3
[email protected] | 847.461.3028 53
Change management - success factors
Customers Customers
We are here
We want to be here
1
2
3Change management is so much easier when people can visually see:
[email protected] | 847.461.3028 54
Customers Customers
We are here
We want to be here
1
2
3Change management is so much easier when people can visually see:
● Given the flow of business
Change management - success factors
[email protected] | 847.461.3028 55
Customers Customers
We are here
We want to be here
1
2
3Change management is so much easier when people can visually see:
● Given the flow of business
● Where they fit, how they link-up, how they impact the whole
Change management - success factors
[email protected] | 847.461.3028 56
Customers Customers
We are here
We want to be here
1
2
3Change management is so much easier when people can visually see:
● Given the flow of business
● Where they fit, how they link-up, how they impact the whole
● And typically the small number of things that need to change
Change management - success factors
[email protected] | 847.461.3028 57
Customers Customers
We are here
We want to be here
1
2
3Change management is so much easier when people can visually see:
● Given the flow of business
● Where they fit, how they link-up, how they impact the whole
● And typically the small number of things that need to change
Without this, the fear of uncertainty dooms many change
management initiatives before they even start
Change management - success factors
[email protected] | 847.461.3028 58
Betty and change managementI was just about to present the results of a site expansion, due diligence, opportunity
evaluation, when Betty stopped me on the way in, to ask what I was going to present.
I told her, and she immediately let me know about the challenges between her department
and my department. The conversation had a strong, “Us-vs.-Them” feel to it.
15 minutes into the presentation Betty said “We need to do this”, and We need to do that”
After the meeting I asked Betty why things had shifted from Us-vs.-Them to We.
She told me that once I showed her the flow of the business, where she fit into it, how she
linked up into it, and how she impacted the whole, that it was now easier for her to see, that
when I get a hole in my section of the boat, her ankles get wet!
That WE need to work together! (Go Betty go.)
59
[email protected] | 847.461.3028
What some use it for . . . ● Marketing and brand strategy
● Portfolio optimization
● Workforce alignment
● Data integration (including big data)
● Product development
● Operational optimization
● Strategic planning
● The list goes on
Once you know how it all fits together, everything gets easier
60
You now have choices to makeThe world (which includes your competitors) are getting better at leveraging
integrated thinking
You can:
1. Do nothing and wait until it might be too late for you and the company
=== OR ===
2. You can leverage integrated thinking for yourself, and get others to do it
The choice is yours. I can help you if you would like to do it more quickly.
61
What would Wayne do?