1. decision making leadership practices applications step up, step back collaboration culture of trust problem solving managing risk

2. collaborative leadership and decision making

3. what do we do? when do we do it? when do we decide?

4. leaders must …

5.  Build Trust? deliver the right product

6. Always or Often Used: 20% Never or Rarely Used: 64% Standish Group Study, reported by CEO Jim Johnson, XP2002 Sometimes 16% Rarely 19% Never 45% Often 13% Always 7%

7. and …

8. consistently delivers business value

9. deliver value? what’s that?

10. Business Value Benefits Value Calculation Costs calculation

11. Business Value Guess Value Calculation Estimate calculation

12. we need some help !

13. Purpose Considerations Costs and Benefits

14. where do we start?

15. MissionVisionValues Strategic Intent ~ Strategy ~ Purpose Long-Range Goals Annual Objectives Action Plans (what, who, when) Individual Business Objectives Tactical Strategic SWOT / 5Q

16. MissionVisionValues Strategic Intent ~ Strategy ~ Purpose Long-Range Goals Annual Objectives Action Plans (what, who, when) Individual Business Objectives Tactical Strategic SCO / 5Q Start Here

17. Market Differentiating High Low Mission Critical Low High Differentiate Parity Partner? Who cares? Purpose Based Alignment Model

18. Market Differentiating High Low Mission Critical Low High Innovate, Create Do we take this on? Minimize or Eliminate Achieve and Maintain Parity, Mimic, Simplify Purpose Based Alignment Model

19. How about an example? financial documentation system

20. 3,000 functions!

21. Market Differentiating High Low Mission Critical Low High What goes here? Anything here? Most are usually here. Purpose Based Alignment Model

22. 350 differentiators

23. simplified the rest focused on differentiators

24. results: better product cut time by 50% 60% cost reduction

25.  Sustainable  Competitive advantage strategy = sustainable competitive advantage

26. Market Differentiating High Low Mission Critical Low High Differentiate Parity Partner? Who cares? Strategy?

27. strategy equals decision filters

28. the 5 questions: 1. Whom do we serve and what do they want and need most? 2. What do we provide to help them? 3. What is the best way to provide this? 4. How do we know we are succeeding? 5. How should we organize to deliver?

29. the “billboard” test…

30. You Think My Products Are Good? You Should See My Chart of Accounts!

31. We invest more in our WMS than we do in product development

32. “To be the low cost airline.” - Southwest Airlines

33. “Will this help us be the low cost airline?” - Southwest Airlines

34. cascade decision filters throughout organization

35. decision filters: make daily decisions schedule projects what to develop

36. single purchase, multiple credit cards How about another example?

37. requires customization

38. Market Differentiating High Low Mission Critical Low High Differentiate Parity OR

39. Market Differentiating High Low Mission Critical Low High Differentiate

40. pass the “billboard” test?

41. A fist full of credit cards

42. Give Me Your Tired, Your Poor, Your Maxed Out Credit Cards

43. treat exceptions as exceptions

44. caveats

45. Managing Risks List Three Professional Options common sense not common practice

46. parity IS mission critical

47. Differentiating changes over time

48.  Leadership Influence innovate!

49. Purpose Considerations Costs and Benefits Business Value Model

50. other considerations ?

51. time to market

52. risks

53. Collaboration Model flexibility

54. Collaboration Model dependencies

55. team size and experience market uncertainty domain knowledge team capacity technical uncertainty

56. Costs and Benefits Purpose Considerations

57. Costs and Benefits Purpose Considerations

58. conversation

59. resolve differences

60. group chunks high – medium - low

61. Costs and Benefits Purpose Considerations

62. at the end of the “ chunk”

63. did model inputs change ?

64. adjust BV model run features thru model

65. now you can ask…

66. Do we have enough business value to go to market?

67. Should we continue?

68. If so, what goes in the next iteration?

69. adjust BV model run features thru model re- prioritize

70. Let’s give it a go….

71. Start Up Exercise: Pick a project. Practicum Pick an objective, a brand, or a project.

72. Market Differentiating High Low Mission Critical Low High Differentiate Parity Partner? Who cares? What is the purpose?

73. your decision filter?

74. the 5 questions: 1. Whom do we serve and what do they want and need most? 2. What do we provide to help them? 3. What is the best way to provide this? 4. How do we know we are succeeding? 5. How should we organize to deliver?

75. What’s On Your Billboard?

76. Purpose

77. your considerations?

78. prioritize

79. costs and benefits ?

80. Purpose Considerations Costs and Benefits Business Value Model

81. resolve differences

82. group chunks high – medium - low

83. Transaction Costs add what to make better decisions ?

84. “build” some chunks …

85. at the end of the “chunk”

86. did the value inputs change?

87. market window moves out

88. summary

89. Purpose Considerations Costs and Benefits Business Value Model

90. it’s a conversation

91. what do we do?

92. when do we do it ?

93. when do we decide ? Protect Team Boundaries

94. using the value model objectives / projects / ideas Value Model prioritized chunks build highest value chunks adjust VM if inputs changed discuss value and value to date Enough value to go to market? ~ Yes? Deploy ~ No? Continue? ~ No? Stop. ~ Yes?

95. ideas that work ?