1. Getting Stuff Done: The New Thinking About Conveying Strategy
Ian McKillop, PhD FRSPH
Associate Professor, Management & Systems
x37127

2. Organisations usually have a reason for being – an underlying purpose.
Why does a car company exist?

3. Organisations usually have a reason for being – an underlying purpose.
Why does a car company exist?
What about a university?

4. So if you led GM what would you need to do to ensure the company achieved the purpose we just proposed?

5. So if you led GM what would you need to do to ensure the company achieved the purpose we just proposed?
What about if you were Dr Hamdullahpur for a day (or a year) – what would you need to do to ensure the university achieved the purpose we just proposed?

6. So how did (do?) orgs typically decide what to do?
26/11/2017 8:36 AM
So how did (do?) orgs typically decide what to do?
Mission
Why We Exist
Values
What’s Important to Us
Vision
What We Want to Be
Strategy
Our Game Plan
The BIG JUMP zone
Targets and Initiatives
What We Need to Do
Personal Objectives
What I Need to Do
Strategic Outcomes
Satisfied Shareholders
Delighted Customers
Efficient and Effective Processes
Motivated and Prepared Workforce
(h) MBA-FSI File1 London Jan2006 v6 TABLET

7. What does that look like for us at the moment?
26/11/2017 8:36 AM
What does that look like for us at the moment?
Service
Openness & Collaboration
Knowledge & Creativity
Operational Excellence
Mission
Why We Exist
Values
What’s Important to Us
Evolve an exceptional IT environment to enable engagement, creativity & impact.
Vision
What We Want to Be
Strategy
Our Game Plan
Enable the university’s mission through exceptional learning, teaching & research environments.
The BIG JUMP zone
Targets and Initiatives
What We Need to Do
Personal Objectives
What I Need to Do
Strategic Outcomes
Satisfied Shareholders
Delighted Customers
Efficient and Effective Processes
Motivated and Prepared Workforce
(h) MBA-FSI File1 London Jan2006 v6 TABLET

8. Actionable Behaviors Critical Objectives Is Tough
26/11/2017 8:36 AM
Strategy Deployment – Ian’s “BIG JUMP” Zone
Cascading the
Corporate Mission/Vision Is
Tough
Actionable
Behaviors
into
Studies show that employees often devote less than ½ of their time to tasks they believe are directly tied to the org’s mission critical objectives.
Getting people working on the right things at the right time remains a huge challenge for companies today. Workers typically devote less than half their time to tasks they believe are tied directly to the org’s mission-critical objectives.
Critical
Objectives
that
achieve
Adapted from: Franklin Covey
(h) MBA-FSI File1 London Jan2006 v6 TABLET

9. Why the Difficulty? 26/11/2017 8:36 AM
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10. The Problem… Many organisations don't know how to execute strategy
26/11/2017 8:36 AM
The Problem… Many organisations don't know how to execute strategy
70% of strategic failures are due
to poor execution - not a lack
of vision or smarts.
Fortune 1999
Less than 10% of strategies
effectively formulated are
effectively executed
Fortune 2003
(h) MBA-FSI File1 London Jan2006 v6 TABLET

11. the strategy’s effectiveness
26/11/2017 8:36 AM
The Problem… Many organisations don't know how to execute strategy
WHY?
They can’t
DESCRIBE
their strategy
They don’t
MANAGE
their strategy
They don’t
MEASURE
the strategy’s effectiveness
They haven’t made
strategy execution a
CORE COMPETENCE
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12. Its All about Execution
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Its All about Execution
Most often today the difference between a company and its competitor is the ability to execute.
Execution is the great unaddressed issue in the business world today. Its absence is the single biggest obstacle to success and the cause of most of the disappointments that are mistakenly attributed to other causes.
Larry Bossidy - Chairman and former CEO of Honeywell International
(h) MBA-FSI File1 London Jan2006 v6 TABLET

13. The First Effort to Fix What Was Missing
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The First Effort to Fix What Was Missing
Mission
Why We Exist
Values
What’s Important to Us
Vision
What We Want to Be
Strategy
Our Game Plan
Balanced Scorecard
Measure and Focus
Generation 1
Targets and Initiatives
What We Need to Do
Personal Objectives
What I Need to Do
Strategic Outcomes
Satisfied Shareholders
Delighted Customers
Efficient and Effective Processes
Motivated and Prepared Workforce
(h) MBA-FSI File1 London Jan2006 v6 TABLET

14. The Balanced Scorecard
Vision/Strategy
The Balanced Scorecard was designed to overcome strategy execution problems by translating an organization's vision statement and overall business strategy into a balanced framework that could be described and measured
Measure/reward

15. What is the Balanced Scorecard in a nutshell?1/
Decide what things are vital to your success (eg. What does the org need to do well to achieve its strategy?) 2/
Measure those things, and monitor/adapt your actions based on your measurement observations.
Oh… and do this in a “balanced” way!

16. If you are measuring the right things, and adapting accordingly, your strategy WILL be achieved!

17. The Balanced Scorecard worked brilliantly in many settings because it caused organisations to focus on actions that contribute to success, and it focused on measurement.
Using measurement as a core enabler of strategy execution remains vital today.

18. But a flaw in the process became quite obvious as more and more organisations adopted the Balanced Scorecard as an enabling tool.
Success depended upon what got chosen to measure – and nobody knew how to choose what to measure.
(People often chose things to measure that they thought were important – but whether those things had any impact of strategy was a coincidence.)

19. The concept of Strategy Maps emerged to build the link.
Measurement and Reporting
Enterprise-wide Strategic Management
Alignment and Communication
1992
1996
2000
2003
2006
Articles in HBR:
Several articles on the BSC appear in HBR between 1992 and 1996.
Generation 1
Generation 2 19

20. The Current Thinking on How to Fix What Was Missing
26/11/2017 8:36 AM
The Current Thinking on How to Fix What Was Missing
Mission
Why We Exist
Values
What’s Important to Us
Vision
What We Want to Be
Strategy
Our Game Plan
Strategy Map and Alignment
Translate the Strategy
Generation 2
Balanced Scorecard
Measure and Focus
Generation 1
Targets and Initiatives
What We Need to Do
Personal Objectives
What I Need to Do
Strategic Outcomes
Satisfied Shareholders
Delighted Customers
Efficient and Effective Processes
Motivated and Prepared Workforce
(h) MBA-FSI File1 London Jan2006 v6 TABLET

21. So what is a strategy map?
(1) It is a tool that allows you to visualise how your organisation achieves value – in other words, the cause and effect relationships that lead to making the stakeholders happy.
Have well maintained ovens.
Ensure quality ingredients are purchased.
Hire talented bakers.
Bake delicious bread that will sell at a premium.

22. So what is a strategy map?
(2) It is a tool that helps you identify what SHOULD be measured because it uses the same multi-faceted view of performance domains as the Balanced Scorecard. (The problem of using the Balanced Scorecard on its own is you often end up measuring what COULD be measured.)
Customer Satisfaction
Financial
Internal Business Processes
Learning & Growth

23. So what is a strategy map?
(3) It is a one page document that lets everyone in the organisation understand what the org is trying to achieve, so can be great way to communicate.
(Thus effectively dealing with “management control problem #1*)
Strategy Map

24. The Strategy Mapping Process (UWCIS doing)
Understand
the Entire
Landscape
(internal +
external)
Define Who We Are,
Our “Big Promise”
(our value proposition),
Where We’re Going Long Term,
and What Success Looks Like
Define The Operating Model and
CRITICAL Results Value
Drivers & Priorities
Strategy Formulation
Strategy Execution

25. So what does a strategy map look like?

26. Enabling our transformation to an information culture. Vision 2014:
Mission:
Enabling our transformation to an information culture.
Information Management
Department
Vision 2014:
Enable full customer information
self-service.
Ensure
Confidentiality & Privacy of Information
Leverage Information & Apply Knowledge for Decision Making and Best Care & Service
Stakeholder
Create an
Information Culture
Deliver the Right Information, in the Right Format, at the Right Time, & the Right Place.
Deliver Flexible Tools that Facilitate Customized Solutions & Analysis
Internal
IM Process
Train & Enable Users
Ensure the Security & Privacy of Information
Deliver Targeted, Consistent Information
Optimize
Quality Data
Understand Our Stakeholders’
Information Needs
Provide Pro-Active Information Management Leadership
IM Organizational
Capabilities
Build Strong Relationships & Partnerships
Enable Integrated, Accessible, Secure Information
IM Resource Management Be
Accountable
Attract, Retrain, & Develop a Great IM Team
Harness the Full Potential of Information & Technology
Optimize Information Management
Resource Allocation & Management
IM CORE VALUES
Service First
Single View of Information
Customer Empowerment & Self Sufficiency
CORPORATE CORE VALUES
Inter-Professional Practice & Care
Safety First
Patient Centered
Excellence in All That we Do

27. Enabling our transformation to an information culture. Vision 2014:
Mission:
Enabling our transformation to an information culture.
Information Management
Department
Vision 2014:
Enable full customer information
self-service.
Ensure
Confidentiality & Privacy of Information
Leverage Information & Apply Knowledge for Decision Making and Best Care & Service
Stakeholder
Create an
Information Culture
Deliver the Right Information, in the Right Format, at the Right Time, & the Right Place.
Deliver Flexible Tools that Facilitate Customized Solutions & Analysis
Internal
IM Process
Train & Enable Users
Ensure the Security & Privacy of Information
Deliver Targeted, Consistent Information
Optimize
Quality Data
Understand Our Stakeholders’
Information Needs
Provide Pro-Active Information Management Leadership
IM Organizational
Capabilities
Build Strong Relationships & Partnerships
Enable Integrated, Accessible, Secure Information
IM Resource Management Be
Accountable
Attract, Retrain, & Develop a Great IM Team
Harness the Full Potential of Information & Technology
Optimize Information Management
Resource Allocation & Management
IM CORE VALUES
Service First
Single View of Information
Customer Empowerment & Self Sufficiency
CORPORATE CORE VALUES
Inter-Professional Practice & Care
Safety First
Patient Centered
Excellence in All That we Do

28. What might our Strategy Map look like?
** Remember – this is a work in progress – cause and effect still hasn’t been worked in, objectives might be missing, and some objectives might appear that won’t survive detailed scrutiny.

29. IT Community Mission: Vision 2018:
Evolve an exceptional IT environment to enable engagement, creativity, and impact.
DRAFT uWaterloo
IT Community
Vision 2018:
Enable the University’s mission through exceptional learning, teaching and research environments.
Stakeholder Value Proposition: Inspiring and Supporting the University of Waterloo through Technology Leadership and Excellence
Stakeholder
Enable the Achievement of UW Research & Scholarship Objectives
Enable the Achievement of UW Teaching & Student Life-Learning Objectives
Enable the Optimization of Administrative Processes Across Campus
Empower the User
Optimize the User Experience
Be Easy to Do Business With
Exchange Accessible, High Quality Data & Information When, Where, & How Needed
Enable Timely Access to the Right Integrated, Cutting-Edge Information Technologies
Maintain a Secure, Reliable, & Useable Information & Technology Environment
Take A Design Approach to IT Development & Implementation
Provide Knowledgeable, Pro-Active Insights, Advice, Solutions through Effective Governance
Internal Process
Deliver Fast & Friendly Support & Service
Continuously Improve & Optimize IT Processes, Workflow, & Platforms
Ensure Data Security, Integrity, & Privacy
Understand & Leverage Trends & Innovations in Information Technologies
Define IT Accountabilities, Responsibilities & Authorities, Available Resources, & Supports, & Clearly Communicate This to Our Stakeholders
Understand
the Needs of our Stakeholders
Foster & Take Advantage of Innovative IT Across Campus
Organizational
Capabilities
Resource Management
Build a Culture of Pro-Active Support & Technology Leadership
Take an University-Wide Perspective to IT
Make the Necessary Technology Infrastructure & Resource Investments
Build a Cohesive, Knowledgeable IT Community Across the Campus
Build Collaborative Relationships with Our Stakeholders & Each Other
Optimize the Allocation & Use of Our Financial, Technology, & Human Resources
CORE VALUES
Service
Openness & Collaboration
Knowledge & Creativity
Operational Excellence

30. What’s Will be the Next Steps?
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What’s Will be the Next Steps?
Mission
Why We Exist
Values
What’s Important to Us
For IT staff to undertake within units and individually.
Vision
What We Want to Be
Creating measurements that make sense. Requires detailed domain expertise.
Strategy
Our Game Plan
Strategy Map and Alignment
Translate the Strategy
Balanced Scorecard
Measure and Focus
Targets and Initiatives
What We Need to Do
Personal Objectives
What I Need to Do
Strategic Outcomes
Satisfied Shareholders
Delighted Customers
Efficient and Effective Processes
Motivated and Prepared Workforce
Try one?
(h) MBA-FSI File1 London Jan2006 v6 TABLET

31. The Strategy Map is a tool that lets an organisation think clearly about what needs to be done in order the execute their strategy successfully.
Organisations need to be careful and thoughtful in creating a strategy map. It needs to reflect reality. (So cause and effect relationships need to be real, and not bafflegab.)
Organisations that use Strategy Mapping must bookend the tool with effective management control systems that ensure everyone in the organisation is aware of what needs to be done, and has an interest in doing those things.

32.
X37127
DC3530 (School of Computer Science)
LHN3736 (School of Public Health & Health Systems)