OpenStrategies: A simple system for Strategic Planning and Benefits Realisation
-
Upload
improvement-skills-consulting-ltd -
Category
Business
-
view
146 -
download
1
description
Transcript of OpenStrategies: A simple system for Strategic Planning and Benefits Realisation
![Page 1: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/1.jpg)
OpenStrategies
A simple system for Strategic Planning and Benefits Realisation
![Page 2: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/2.jpg)
The (confusing) language of strategies Objective Goal Outcome Output Target Framework High-level strategy Operational strategy, outturns, mission, vision, KPI,
milestones, task, project, theme, strand, action plan, structure, tactics, direction, issues, priorities, underpinning principles, benefit, impact, strategic capacity, result purpose, roles, responsibilities, authority… (and occasionally, implementation)
![Page 3: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/3.jpg)
The old Strategy Paradigm
![Page 4: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/4.jpg)
A STRATEGY IS AN ACTION PLAN WITH A RATIONALE
OpenStrategies definition:
![Page 5: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/5.jpg)
Why most strategies make no difference 3 levels of strategies
• Aspirational – high-level, not implementable• Guidance• Operational – action plans, implementable
Human cognitive limits
• In the mind 5 +/- 2• On paper 15 +/- 5?
It’s essential to be crystal clear about
what level of strategy you are
creating
Strategies need to be written in a
simple format, with information
‘chunked’ into units of 15-20 pieces of
information
![Page 6: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/6.jpg)
The core OpenStrategies principle
The smallest amount of information…
that has the highest value…
to the most people
![Page 7: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/7.jpg)
The core OpenStrategies principle
The smallest amount of information…
that has the highest value…
to the most people
Organisations run Projects
which produce Results (outputs/assets)
which people Use
to create Benefits (outcomes)
![Page 8: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/8.jpg)
PRUB / BURP
Create assets Use assets
Planning (BURP)
Implementation (PRUB)
![Page 9: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/9.jpg)
Assess customer’s needs based on what they want to do and achieve with our company’s potential new product
Information available on what customers want to do and achieve with our company’s potential new product
Use this information to design, build and test market new products to enable customers to do and achieve what they want to do and achieve
Accurate product and customer-use data is available relating to our company’s potential new product
Happy customers because they have done and achieved what they wanted to do and achieve
Sustainably manufacture, distribute and market our company’s new product
Our company’s new product available to customers together with relevant product marketing information
Customers buy and use our company’s new product to do & achieve what they want
Our company is sustainably profitable
Projects Results Uses Benefits
![Page 10: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/10.jpg)
![Page 11: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/11.jpg)
Projects
Actions undertaken by organisations or groups of organisations
Usually contain verbs, e.g. ‘build’, ‘develop’, ‘train’
Can be existing activity, planned activity, or just an idea
![Page 12: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/12.jpg)
Results
The results of actions undertaken by organisations or groups of organisations
Typically contain nouns and are focused on the output produced by a project, e.g. a report, a piece of infrastructure, trained staff
Can be an existing result, a desired result, or simply an idea
![Page 13: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/13.jpg)
Uses
How members of the community use the results created by organisations, e.g. cycling to work, attending workshops, receiving benefit payments
Typically contain verbs e.g. ‘attend’, ‘participate’, ‘receive’
Done by individuals, groups of individuals or private companies for their own benefit
![Page 14: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/14.jpg)
Benefits
How members of the community benefit through using results e.g. ‘healthier people’, ‘improved standard of living’, ‘fewer teenage pregnancies’
Typically contain nouns The objective of all the previous work – the
reason for doing it
![Page 15: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/15.jpg)
DEVELOPING IMPLEMENTAB
LESTRATEGIES
![Page 16: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/16.jpg)
To enable Benefits, a strategy must…
1. Define what ideally needs to be done
2. Provide cause-and-effect Evidence that it will actually work
3. Demonstrate that it is worth it
![Page 17: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/17.jpg)
Create and Validate a SubStrategy
1. High level SubStrategy (Aspirational)
2. Detailed SubStrategy (Guidance – Operational)
3. Evidence (Proof of cause and effect)
4. Value (Σ£VB > Σ£CP + Σ£CU)
![Page 18: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/18.jpg)
Training Strategy – Guidance level
Develop Clinics &
Workshops for CEOs
Clinics & Workshops on xyz are available
CEOs attend Clinics &
Workshops
The CEOs’ organisations improve xyz performance
![Page 19: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/19.jpg)
Example Sub-strategy - Operational
![Page 20: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/20.jpg)
PRUB AND BENEFITS REALISATION
Project…
…Mirac
le…
…Benefi
ts
![Page 21: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/21.jpg)
There are no short-cuts to Benefits…To be effective…
Projects must lead to Results
which must lead to Uses
which must lead to Benefits
![Page 22: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/22.jpg)
Example
![Page 23: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/23.jpg)
Ian SeathImprovement Skills Consulting Ltd.
• 07850 728506• @ianjseath
• www.improvement-skills.co.uk
![Page 24: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/24.jpg)
SUPPORTING SLIDESAddendum
![Page 25: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/25.jpg)
From Strategy to Benefit
Good strategies can improve alignment, focus on productive activities and improve effectiveness and efficiency.
Most strategies have minimal impact. Why?
They have minimal impact because they simply can’t be implemented effectively. Why?
There are many links in the chain from a generic strategy (e.g. a “high level” national strategy) to specific plans and implementation.
If any one of these links is broken, the strategy probably won’t be implemented.
The OpenStrategy Diagnostic consists of a rigorous series of questions based on a simple flow-chart of steps from the generic or high-level strategy through actions, to the ultimate creation of real Benefits.
![Page 26: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/26.jpg)
PRUB Diagnostic Flowchart
e = “Evidence”
Aspirational
Guidance
Operational
![Page 27: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/27.jpg)
In almost every Strategy process.. There are one or more generic strategic planning steps which create
generic, non-implementable strategies such as national strategies (boxes 1 and 2: Generic Strategic Planning leading to Generic Strategies)
There are one or more specific planning steps which create specific, implementable plans such as local action plans (boxes 3 and 4: Specific Planning leading to Specific Plans)
There is a specific doing step during which products/services get built or created and organisational stakeholders get trained (boxes 5 and 6: Specific Projects leading to Specific Results)
There is a specific using step in which end-users use whatever has been built in order to create Benefits for themselves and others (boxes 7‑13: Specific Uses leading to Specific Benefits)
![Page 28: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/28.jpg)
PRUB Diagnostic identifies…
The PRUB Diagnostic will determine, explicitly, which of many different reasons why a Project should be stopped: it's producing a non-adoptable Orphan Result it's producing a potentially adoptable Orphan Result it's producing a potentially Useful Result that isn't
being Used, again for various reasons it's producing a Useful Result that is being Used but
the value of the Benefits is less than the cost of the associated Project(s)
![Page 29: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/29.jpg)
Diagnostic Questions (1) Is every organisational planning and project activity unequivocally linked
through boxes 1-6 to genuinely enable the Uses (box 7) to create one or more Benefits (boxes 8-13)?
Who exactly is undertaking the Planning in boxes 1 and 3, the Projects in box 5 and the Uses in box 7?
What is the evidence that each link between boxes will actually happen? Specifically, what is the evidence that: the stakeholders in box 3 will actually adopt the generic plans/strategies (Orphan
Results) from box 2 assuming that the plans in box 2 are perfect? the stakeholders in box 5 will actually adopt, resource and implement the specific
plans (Orphan Results) from box 4 assuming that the plans in box 4 are perfect? the Users in box 7 will actually Use the Results in box 6? these Uses in box 7 will actually create the Benefits in boxes 8-13? the cost of a specific Project in box 5 is less than the value of all the Benefits
arising via Results and Uses from that Project?
![Page 30: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/30.jpg)
Diagnostic Questions (2)
Are the Projects (box 5), Results (box 6) , Uses (box 7) and Benefits (boxes 8-13) sufficiently specific that they will actually happen:
geographically specific? thematically specific? organisationally (including partnerships) specific? demographically specific? process specific?
![Page 31: OpenStrategies: A simple system for Strategic Planning and Benefits Realisation](https://reader036.fdocuments.us/reader036/viewer/2022062614/546ef053b4af9faf268b4836/html5/thumbnails/31.jpg)
Pass / Fail?
In order to pass the OpenStrategy Diagnostic and hence have an implementable strategy that will actually make a difference:
The answer to question 1 must be “yes” The answers to question 2 must be “precise and
explicit” The answers to questions 3 must be “convincing” The answers to questions 4 must be “yes, they are
sufficiently specific to attach budgets, Project Managers and stakeholders to”