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Value for its shareholders.Kaplan, R. S., & Norton, D. P. (2004). Strategy Maps. Harvard Business School Press.

Competitive advantage.Pearce II, J. A., & de Kluyver, C. A. (2015). Strategic Management. Business Expert Press.

Superior performance relative to competitors.Rothaermel, F. T. (2017). Strategic Management. McGraw Hill.

How a business is going to competeHow a  business is  going  to  competePorter, M. (1980). Competitive Strategy. The Free Press.

Plan for achieving  one’s  goals  and objectives. Nickols, F. (2008). Strategy, Strategic Management, Strategic Planning, and Strategic Thinking. 

Opportunities1. Forces that can be capitalized2. PESTEL Factors

Political, Economic, Social‐Cultural, Technological, Environmental, and Legal

Threats1. Forces that can cause disruptions2. PESTEL Factors

Political, Economic, Social‐Cultural, Technological, Environmental, and Legal

Strengths1. Forces that are unique to the 

organization2. Core competencies: Skills, 

operating capabilities & differentiators

3. Resources: People & Capital

, g , g

Opportunities‐Strengths (OS)Strategies• Using strengths to exploit 

opportunities• Strategy

(O1, S2, S3)

Threats‐Strengths (TS)Strategies• Using strengths to combat 

threats• Strategy

(T3, S1, S3)

Weaknesses1. Forces that limit an organizations 

value proposition2. Capabilities, skills, capital 

investments, etc.

Opportunities‐Weaknesses (OW)Strategies• Correcting weaknesses to 

exploit opportunities• Strategy

(O2, W1)

Threats‐Weaknesses (TW)Strategies• Correcting weaknesses to 

combat threats• Strategy

(T4, W3)

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d hid hiLeadershipLeadershipSets Vision & StrategySets Vision & Strategy

Mission, Vision & StrategyMission, Vision & Strategy

Not Only Not Only Top LevelTop Level

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DiscussDiscuss

DecideDecide

AssignAssign

GoGoGoGo

Three QuestionsThree Questions1 Wh t’ th P bl ?1 Wh t’ th P bl ?1. What’s the Problem?1. What’s the Problem?2. Who has the problem?2. Who has the problem?

h hh h3. Do we have the     3. Do we have the     passion to solve it?passion to solve it?

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Who Has the Problem?Who Has the Problem?MEASURABLE ACCESSIBLE

DIFFERENTDURABLEMarketMarket

SegmentationSegmentation

SUBSTANTIAL

SegmentationSegmentation

2 Lack of Management F i h i S i

1 Lack of Change Management

7 Lack of Accountability

6 Focus Runs Out of Steam

WhyWhyStrategiesStrategies

FailFail

2 Faith in Strategies

3 Strategies are to Ambitious

f h

7 Lack of Accountability

8 Lack of Project Management

Lack of Financial4 Unforeseen Changes

5 Lack of Strategy Champions

9 Lack of Financial Management

10 Lack of Clear Measurable Results

10 Reasons Why Strategies Fail. (2013, September). Retrieved from 360Degree of Inspiration

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Change Mgt.Change Mgt.WHYWHY this strategy?this strategy?gygy

HOWHOW will we do it?will we do it?

WHAT will it impact?WHAT will it impact?

VISION Actionable Strategy Capabilities Incentives Resources Urgency Success

Lacking Vision

Actionable Strategy Capabilities Incentives Resources Urgency Confusion

VISIONLacking

Actionable Strategy

Capabilities Incentives Resources Urgency False Starts

VISION Actionable Strategy

Lacking Capabilities Incentives Resources Urgency Anxiety

VISION Actionable Strategy Capabilities Lacking 

Incentives Resources Urgency Restraint & Resistance

VISION Actionable Strategy Capabilities Incentives Lacking 

Resources Urgency Frustration

Source: Adopted from  C.M. Russell Associates, 1999, LBL Strategies, LTD, 2001, and Performance Breakthroughs, Inc. 

VISION Actionable Strategy Capabilities Incentives Resources Lacking 

Urgency Apathy

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VISIONVISIONVISIONVISIONDrivesDrives

StrategyStrategyStrategyStrategy

MissionWhy do We Exist?

ValuesWhat’s Important to Us?

VisionWhat do We Want to Be?

StrategyWhat are We Going to Do?

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VISION

RESOURCES MEASURESSTRATEGY

Execution ProfessionalsExecution ProfessionalsProject/Program/PortfolioProject/Program/Portfolio ManagementManagement

VISION

STRATEGYRESOURCES MEASURES

PORTFOLIO

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PrioritizeProjects

Capacity Planning

Portfolio Mgt

Value Forecast

Schedule Work

Identify Oppor.

Program Execution

Assess Value

Project Execution

Portfolio Portfolio

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Strategic Project PortfolioSub‐Portfolio or Domain 1

Domain 1aProjects & Programs

Domain 1bProjects & Programs

Domain 1cProjects & Programs

Sub‐Portfolio or Domain 2

Projects & ProgramsResourcesBudgets & Measurements

Projects & ProgramsResourcesBudgets & Measurements

Projects & ProgramsResourcesBudgets & Measurements

Sub‐Portfolio or Domain 3

Domain 3a Domain 3bProjects & ProgramsResourcesBudgets & Measurements

Domain 3aProjects & ProgramsResourcesBudgets & Measurements

Domain 3bProjects & ProgramsResourcesBudgets & Measurements

2 Lack of Management F i h i S i

1 Lack of Change Management

7 Lack of Accountability

6 Focus Runs Out of Steam

WhereWherePM’sPM’sHelpHelp

2 Faith in Strategies

3 Strategies are to Ambitious

f h

7 Lack of Accountability

8 Lack of Project Management

Lack of Financialpp4 Unforeseen Changes

5 Lack of Strategy Champions

9 Lack of Financial Management

10 Lack of Clear Measurable Results

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VISION

Leadership TeamLeadership TeamStrategy AlignmentStrategy AlignmentOrganization CommitmentOrganization CommitmentApprovalsApprovalsPrioritizationPrioritization

STRATEGYRESOURCES MEASURES

PORTFOLIO

Execution ProfessionalsExecution Professionals

PrioritizationPrioritization

Resource BalancingResource BalancingExecutive Status ReportingExecutive Status Reporting

PROGRAMS PROJECTS

Executive Status ReportingExecutive Status ReportingBusiness IntelligenceBusiness IntelligenceExecutionExecutionReprioritization MgtReprioritization Mgt

tion • Business Model

• People &  ities • Technology• Internal Skills wth • Market 

Strategies

Transformat Culture

• Vision & Mission

• Value Proposition

• Customer Experience

Capabili • Mergers & 

Acquisitions• Operational• Customer Management

• Product Development

Grow

• Product Strategies

• Diversification Strategies

• Branding• Innovation• Quality

• Technology• Distribution Structure

p Q y

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06 TransitionIssue Close-outOperations OwnershipProject Closure

01 InitiationJoint Planning Session (JPS)Resource AlignmentBaseline Execution PlanExecutive Sign-off

Execution Execution LifecycleLifecycle

04 Develop & Test

05 Go-LiveControlled TransactionsHypercare Management

03 Design

02 DiscoveryScope: Define & DocumentScope ValidationFunctional SpecificationsBusiness Requirements

04 pApplication ConfigurationInterface DevelopmentUnit/System/Integration TestUser Acceptance TestUser TrainingOperations Setup

03 gApplication DesignInterface DesignOperational Design

VISION

STRATEGYRESOURCES MEASURES

PORTFOLIO

PROGRAMS PROJECTS

OUTCOMES

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REPORT• Strategic Leadership Reports• Quantitative Results• Control Issues• Organization

Communications

PRIORITIZE• Strategic Projects/Programs• Resource Allocation• Organizational Focus

PortfolioPortfolioMGTMGTVAILDATE

• Validated Learnings• Actual vs Estimated

Measurement KPI’s

EXECUTE• Programs & Projects• Applied PM

Methodology

CONTROL• Schedules & Resources• Budgets & Scope

• Risks & Quality• Other PM Functions

Making Strategy Work is More Difficult Making Strategy Work is More Difficult Than The Task of Strategy MakingThan The Task of Strategy Making

HrebiniakHrebiniak, L. G. (2010). Making Strategy Work. Wharton School Publishing., L. G. (2010). Making Strategy Work. Wharton School Publishing.