1. Strategic Framework Dennis Schoff

2. strat e gy agile strategy strategic mindset practice b a
strategic framework
think critically
practice
strat e gy
strategic mindset
should we zig or zag? b
Talking Points:
Simply put, strategy is our plan to get us from point A to point B
The Strategic Framework is the process by which we think critically about the path we choose
While the framework can be characterized as a process, it’s important to stress that this process is intended to build the skills and competencies necessary to have a strategic mindset – and as we learned yesterday, a strategy mindset is what makes us agile
We must invest our time and attention into understanding this process and how we can transform the process into a practice and eventually into a mindset
Transition:
Now, let’s review the framework a
we can do both!
agile strategy

3. Trustmark’s Strategic Framework
Execution
Identification
Formulation
Core Values
(How/Who we are)
Vision
(Where We Are Going)
Who We Are
Strategy
(How We Are Going to Get There)
Getting it Done
PERSONAL. FLEXIBLE. TRUSTED
Selection
Situation
Ideation
Environment
Possibilities
Course of Action
Mission
(Why we exist)
Task: Discover/
Determine the
organization’s
core identity
Task: Accurately
assess all
internal &
external
conditions
Task: Create
sufficient
requisite
variety of
good ideas
Task: Select
the best
strategic
initiatives for
the business
Task: Create
future state
by executing
flawlessly on
strategic
initiatives
Talking Points:
Strategy planning begins with a firm understanding of who we are, or our DNA – what makes us strong, how we bring value to the market, why people should do business with us.
Our values and mission are the DNA that units us all.
By all committing to our Enterprise identity we will be the new “being”-- as we saw in our vision activity yesterday -- who drives “well-being” in the marketplace.
Transition
I want to focus our time on the next three phases, strategy formulation, which include the more iterative phases of our process, and are what put the “agile” into “agile strategy” .
Helping people increase well-being
through better health and
greater financial security

4. Trustmark’s Strategic Framework
Execution
Identification
Formulation
Vision
(Where We Are Going)
Strategy
(How We Are Going to Get There)
Who We Are
Getting it Done
Ideation
Selection
Situation
Environment
Possibilities
Course of Action
Task: Discover/
Determine the
organization’s
core identity
Task: Accurately
assess all
internal &
external
conditions
Task: Create
sufficient
requisite
variety of
good ideas
Task: Select
the best
strategic
initiatives for
the business
Task: Create
future state
by executing
flawlessly on
strategic
initiatives
Talking Points:
Formulation includes Vision, “where we are going”, and Strategy, “how we are going to get there”.
After  we  formulated our vision and captured our current strategy, to look at new opportunities and keep our strategy current, agile strategy has three phases, Situation, Ideation, and Selection.
Transition:
Earlier, I mentioned the importance of using this process to enable critical thinking. From the prework, you may remember the tools within these phases.

5. Trustmark’s Strategic Framework
Environment
Situation
Course of Action
Selection
Possibilities
Ideation
Vision
(Where We Are Going)
Formulation
Strategy
(How We Are Going to Get There)
Diamond
Talking Points:
A majority of the tools like the PESTEL, Porter’s Five Forces, Value Curves, and Capabilities and Resources are tools that we generally use to assess our environment in the Situation phase.
And the VRINE is a tool we generally use in the selection phase.
While all of these tools have their merits, this is not an exhaustive list.
The last tool that you see is the strategy diamond. Strategies diamonds are an output of the strategy formulation process.
And as we saw yesterday, strategy diamonds are a great way to capture the key elements of an effective strategy.
What the ELT learned by going through this process is that our existing strategies are sound.
This process did help us better articulate our current path and understand the challenges and opportunities that lay ahead of us as we execute our strategies.
Transition
We still have gaps in our processes, primarily around how we adopt changes to our strategy, or make it agile. Let me turn to that process and those gaps now.

6. Trustmark’s Strategic Framework
Environment
Situation
Course of Action
Selection
Possibilities
Ideation
Vision
(Where We Are Going)
Formulation
Strategy
(How We Are Going to Get There)
Diamond
What we learned….
Situation
Internal Perspective
External Perspective
Data
Ideation
Opportunity Identification
New Markets
Selection
Process
Stopping
Budgets
Talking Points:
In an off-site meeting in April, we assessed both our achievements and gaps within each phase.
Situation
Internal Perspective
External Perspective
Data
Ideation
Next slide

7. Trustmark’s Strategic Framework
Environment
Situation
Course of Action
Selection
Possibilities
Ideation
Vision
(Where We Are Going)
Formulation
Strategy
(How We Are Going to Get There)
Diamond
What we learned….
Situation
Internal Perspective
External Perspective
Data
Ideation
Opportunity Identification
New Markets
Selection
Process
Stopping
Budgets

8. Trustmark’s Strategic Framework
Environment
Situation
Course of Action
Selection
Possibilities
Ideation
Vision
(Where We Are Going)
Formulation
Strategy
(How We Are Going to Get There)
Diamond
What we learned….
Situation
Internal Perspective
External Perspective
Data
Ideation
Opportunity Identification
New Markets
Selection
Process
Stopping
Budgets
Talking Points:
In an off-site meeting in April, we assessed both our achievements and gaps within each phase.
Situation
Internal Perspective
External Perspective
Data
Ideation
Opportunity Identification
New Markets (more than new customers – new distribution, new products, etc. as well)
Selection
Develop and Refine Process
Stopping
Budgets
Consequently, the ELT is currently developing and refining processes to fill the gaps
From this initial work, we realized we needed to fill some gaps by developing new or refining current processes. To accomplish this, we have organized the ELT into 3 groups (one for each phase in formulation) to review gaps and provide recommended solutions. Together and including some of you, we will work to finalize.
Later in the year, the ELT will be working with the University of Wisconsin to explore additional tools to add in the execution phase of this process.
We have explored past practices to leverage past success as well as explored external solutions that will help us shape our future.
We will share future enhancements with you once finalized.
Transition
In a few minutes, Paul, Alex, and Nancy will share with you an opportunity diamond.
Because markets have the potential to change quickly, as new opportunities arise strategy diamonds will exists for both core business strategies as well as new opportunities.
Let’s take a look at the opportunities that we are exploring.

9. Opportunities Being Explored
Middle Market Strategy
Private Label Strategy
Talking Points:
Advance mid-size market health management products/services & develop marketing strategy
private label strategy
Transition
Now let’s look at potential opportunities

10. Potential Opportunities
Expansion Into Large Employer Market (5,000+)
Nippon-like Fully Insured Group Medical Administration
On-site Clinics
Accountable Care Organizations (ACOs)
Private Exchanges
Talking Points:
Expansion into large ER market (5,000+)
Nippon-like fully insured group medical admin opportunities
On-site clinics opportunity
Accountable Care Organizations (ACOs)
Private exchanges
Transition
Lastly, let’s take a look at the role of leadership in this framework.

11. Strategic Leadership Execution Identification Formulation Ideation
Selection
Situation
Who We Are
Vision & Strategy
Getting it Done
Environment
Possibilities
Course of Action
Leaders must have the capacity to ask and answer the big questions like:
What is our higher purpose as an organization?
What is my higher purpose as a leader?
Who are we as an organization?
Who are we as a culture?
Talking Points:
In the Identification phase, leaders must have the capacity to ask and answer the big questions like:
What is our higher purpose as an organization?
What is my higher purpose as a leader?
Who are we as an organization?
Who are we as a culture?
This skill aligns with:
Inspire a Shared Vision
#7 – Describes a compelling image of what our future could be like.
It also aligns with:
#27 – Speaks with genuine conviction about the higher meaning and purpose of work.
Model the Way
#26 – Is clear about his/her philosophy of leadership.
TLC
Inspire a Shared Vision
#7 – Describes a compelling image of what our future could be like.

12. Strategic Leadership Execution Identification Formulation Ideation
Selection
Situation
Who We Are
Vision & Strategy
Getting it Done
Environment
Possibilities
Course of Action
Leaders need to have the capacity for broad and deep scanning, data regard, benchmarking, critical thinking, tough conversations, brutal facts.
TLC
Challenge the Process
#13 – Searches outside the formal boundaries of his/her organization for innovative ways to improve what we do.
Talking Points:
In Phase 2, Situation, leaders need to have the capacity for broad and deep scanning, data regard, benchmarking, critical thinking, tough conversations, brutal facts.
These skills align well with:
Challenge the Process
#3 – Seeks out challenging opportunities that test his/her own skills and abilities.
It also aligns with:
#13 – Searches outside the formal boundaries of his/her organization for innovative ways to improve what we do.
Encourage the Heart
#10 – Makes it a point to let people know about his/her confidence in their abilities.

13. Strategic Leadership Execution Identification Formulation Ideation
Selection
Situation
Who We Are
Vision & Strategy
Getting it Done
Environment
Possibilities
Course of Action
Leaders must have the capacity for multiple voices being heard, all ideas considered, including those out of the box, ideation not just happening at the senior team level.
Talking Points:
In Phase 3, Ideation, leaders must have the capacity for multiple voices being heard, all ideas considered, including those out of the box, ideation not just happening at the senior team level.
Those skills align with:
Challenge the Process
#8 – Challenges people to try out new and innovative ways to do their work.
It also aligns with:
Enable Other to Act
#9 – Actively listens to diverse points of view.
Encourage the Heart
#20 – Publicly recognizes people who exemplify commitment to shared values.
TLC
Challenge the Process
#8 – Challenges people to try out new and innovative ways to do their work.

14. Strategic Leadership Execution Identification Formulation Ideation
Selection
Situation
Who We Are
Vision & Strategy
Getting it Done
Environment
Possibilities
Course of Action
Leaders much have the capacity for rigorous debate, fact based analysis, enterprise thinking, data regard, clear decision making
TLC
Challenge the Process
#3 – Seeks out challenging opportunities that test his/her own skills and abilities.
Talking Points:
In Phase 4, Selection, leaders much have the capacity for rigorous debate, fact based analysis, enterprise thinking, data regard, clear decision making.
These skills align well with:
Challenge the Process
#3 – Seeks out challenging opportunities that test his/her own skills and abilities.
It also aligns with:
Model the Way
#21 – Builds consensus around a common set of values for running our organizations.
Encourage the Heart
#5 – Praises people for a job well done

15. Strategic Leadership Execution Identification Formulation Ideation
Selection
Situation
Who We Are
Vision & Strategy
Getting it Done
Environment
Possibilities
Course of Action
Leaders must have the capacity for disciplined focus, prioritization, synergy, enterprise thinking and action.
TLC
Model the Way
#6 – Spends time and energy making certain that the people he/she works with adhere to the principles and standards that we have agreed on.
Talking Points:
And lastly, in Phase 5, Leaders must have the capacity for disciplined focus, prioritization, synergy, enterprise thinking and action.
These skills align well with:
Challenge the Process
#18 – Makes certain that we set achievable goals, make concrete plans, and establish measureable milestones for the projects and programs we work on.
Model the Way
#6 – Spends time and energy making certain that the people he/she works with adhere to the principles and standards that we have agreed on.
Encourage the Heart
#15 – Makes sure that people are creatively rewarded for their contributions to the success of projects.

16. Trustmark’s Strategic Framework
Execution
Identification
Formulation
Vision
(Where We Are Going)
Strategy
(How We Are Going to Get There)
Who We Are
Getting it Done
Ideation
Selection
Situation
Environment
Possibilities
Course of Action
Task: Discover/
Determine the
organization’s
core identity
Task: Accurately
assess all
internal &
external
conditions
Task: Create
sufficient
requisite
variety of
good ideas
Task: Select
the best
strategic
initiatives for
the business
Task: Create
future state
by executing
flawlessly on
strategic
initiatives
Talking Points:
Formulation includes Vision, “where we are going”, and Strategy, “how we are going to get there”.
After  we  formulated our vision and captured our current strategy, to look at new opportunities and keep our strategy current, agile strategy has three phases, Situation, Ideation, and Selection.
Transition:
Earlier, I mentioned the importance of using this process to enable critical thinking. From the prework, you may remember the tools within these phases.