Monday, May 16, 2022

Linking Strategy to Operations Easily

While it is never easy to link strategy to operations, specific approaches, methods, techniques, and technologies can make it easier. Today, all organizations are challenged to drive growth and optimize business operations in a compliant and socially enlightened way. Change is being imposed by changing conditions that may imply opportunities or threats. It is on top of organizations wanting to better their customer relationships, products, and services. Therefore, high-performance decisions and actions must be delivered under all strategic, tactical, and execution/operational conditions. IT means prioritizing responses dynamically. This blog will explore the priority of efforts organizations can take optimizing on ease.

There are three states organizations can be in and out of based on what’s happening in and around them. Often all states are happening at once in various proportions.




Steady State

This state is where the change winds are light. it is often the calm in the periods between significant changes or when complex change settles back to a more normal pace. It is where typical dashboards, management reports, and balanced scorecards can be designed and implemented with management keeping an eye on early change indicators.

Adaptive State

This state is typically in an active change period like we are going through with COVID, war, and supply chain challenges. Here, there is dynamic and real-time observance looking for events, signals, and note patterns. Once detected and oriented, decisions can be made for actions throughout the organization and the contexts it operates at the moment. Often these are imposed changes.

Planned Change State

It is where management with a clear mind can plan programs and projects from the evolution of operations incrementally to total transformations. It is often where new markets are targeted, new products/services are introduced, and mergers/acquisitions are planned for future execution involving programs and projects.


Figure 1 Strategy Links


Linking Strategy to Operations on the Easy Curve


Listed below are the categories of activities that have your operations linked to strength. They are listed in order of ease to attempt. Organizations can go way over the edge to make any of these more complicated than they need to be, so this order is advisory. It could be different for your industry, type of organization, or your culture. Keep in mind that the closer to the core of Figure 1 (operational views) and stable strategies, the easier it is to link strategy to operations. As organizations approach the outer rings of figure one, especially in the adaptive state, the more difficult linking moving strategies to operations becomes. It is essential to understand that methods, tools, and techniques help with the outer edge and handle the whole "link to strategy" continuum depicted in Figure 1.



Performance Management

Performance management starts with human visibility and automated notifications. It could be as simple as a standalone dashboard or as complex as a functionally integrated management cockpit looking for patterns and events in real-time.

Process Optimization

Processes must constantly get better as customers demand a better experience, and exceptions are noted, analyzed, and dealt with within manual and automated processes. The optimization process often includes mining, visualization, and analysis. In extreme cases, advanced formulas and AI play a role. Scopes can expand to whole B2B chains.

Quality Management

The processes, production lines, and supply chains need to be optimized, but these results must also be dealt with in terms of quality and customer delight. It is crucial to devise ways of inspecting and getting feedback on quality. It can be manual or automated. When automating and training technology from data and experts, the complexity can get edgy.

Governance/Compliance

While compliance is essential to stay active in markets and geographies, the methods are often emergent. While the rules may be evolving, the processes and constraints are continually developing as target dates loom.

Risk Management

As every organization has a specific risk culture, it is difficult to assess risk. While it is often easier to determine the frequency of a chance happening, the threshold for particular actions is often a challenge. The skill level of the decision-makers has to be high, steeped with deep knowledge, and often experienced with projections.

Program/Project Management

Managing a goal-led approach to delivering improvements or necessary changes is often a big challenge. Keeping everyone up to date with changes and getting all skills to collaborate equally is a big deal. Tracking change effectiveness leveraging before and after deltas is always a chore.

Strategy Management

Knowing the right strategy for current or emerging conditions is very difficult. Often it requires deep planning to recognize patterns of opportunity or threat. Then, once detected, a bevy of analytical/simulation models usually has to test responses in uncertain situations.

Net; Net:

Is it easy to link strategy to operations and tune tactics? I would submit that it depends on the situation and the emerging strategy. One thing is for sure. There are methods, tactics, tools, and techniques that can make it easier, faster, and more effective. Some of the blog posts listed in additional reading might help the reader. In addition, there are a couple of vendors who can help with this approach.  Wizsm Tibco.


Additional Reading:

Monday, May 9, 2022

Gain Significant Results with Goal-Led Collaboration


Several savvy organizations had picked up on the power of goal-led collaboration and applied them to real-world situations. Here are two very interesting case studies that come from very different directions but share the common benefit of customer delight.


The first case study is attempting a problem that folks have been struggling with for decades. Many people have dreamed of helping children with Autism. Click Here for an impressive benefit case study that will warm your heart. The tangible benefits, while unrealized right now, will be delivered later. The intangible benefits for patients and families will start the evolution.

The second case study is about how a B2B focused organization delivered tangible and crisp benefits that were impressive during the initial times of COVID. The benefits made everyone in the CX suite grin from ear to ear. Many of us would love to deliver a 29% increase in revenue while reducing costs by an impressive 30%. All of this while reducing the time to deliver from 6 weeks to 2 days. Click Here for an impressive hard benefit case study that would make most of us proud.

Wednesday, May 4, 2022

Transforming While Attaining Stretch Goals

It's hard to imagine making a significant transformation within a large multi-national B2B organization while dealing with the complications of COVID and supply chain issues. However, this case does just that while attaining the triple crown of business benefits of increased revenue, decreased costs, and a significant value increase by reducing the "time to respond." This organization achieved impressive results by leveraging an outside-in approach to customer outcomes while driving results with goal-led collaboration. As a result, they were able to expand during the time of COVID on a large scale. Let's check this case study out.



The Challenge

· The order to dispatch cycle was six weeks on average, creating problems for all customers.

· The customers were also delayed in providing products and services to their customers/dealers.

· The complexity of change across multiple markets and countries

This large organization has leadership in three major business sectors. First, it must continue providing products and services while significantly changing the ordering process, compounding problems downstream. Second, this 3+ billion-dollar revenue company has to improve across all 100+ countries it services. All of these forces were being affected by the COVID impacts. Third, the innovation required will insist on including the customers and the customers of the direct customers.

The Solution

It started with understanding the current situation and what the customers wanted. This was done leveraging an outside-in approach to creating customer confidence. This organization used the CEM Method to guide the process that helped discover the customer's real needs, design customer profiles around the real needs, and deploy smoothly. These efforts were managed with goal-led collaborations that linked actions to outcomes from the sponsor all the way to the doers with clear visibility.

· Providing solid and stable providers

· Providing products/services as and when specified

· Run without disruption


The Benefits

These benefits were derived from goal-led collaboration guided by the CEM method, continuous optimization individually and collectively aimed at the primary goals. There was a significant reduction in order dispatch resulting in cost reduction and revenue increases while increasing customer confidence in the uncertainty of COVID

· Order dispatch time reduced from 6 weeks to 2 days

· Increased revenue by 29%

· Reduced costs by 30%


Net; Net:

This approach generates happier customers with significant changes to business results. This case study reached the triple crown of increased revenue, decreased costs, and more value by leveraging goal-led collaboration while looking at the problem and solutions from the "outside-in."

This case study was provided and assisted by Parallel  Click here for a link



Case Study Goal Life Cycle Impacts Highlighted in Blue

For an Explanation of the Goal Life Cycle Components, Please Refer to the Blog Posts Below

For a Goal Life Cycle Explanation, click here

For Better Goal Management, click here

For Goal Led Technologies, click here









Monday, April 25, 2022

Autism Transformation Case Study Leveraging a Goal-Led Approach

Most of us are tasked with transformational change, and as a result are challenged to assemble, coordinate, and track the methods, resources, and tools necessary for transformation. While this case study is still ongoing, the expected results will send ripples throughout the health and therapy industries. It's going to change the way treatment plans work for autism forever. It is an innovation that will become a movement because it is newsworthy and worth watching. It leverages goal-led collaboration and takes treatment to a new level of efficiency and effectiveness. Let’s dive into this exciting transformation that promises huge industry change by treating the whole family that autism impacts.


The Challenge

· Most experience delays in getting diagnosed and many are not getting diagnosed at all

· There are waitlists for services, and many are not Receiving the hours they are prescribed

· Care across the services provided is not coordinated


The problems with managing autism from diagnosis to service completion are immense. First and foremost, children are diagnosed late because the hurdles to getting diagnosed are high. It is almost impossible to get approvals from insurance companies to leverage the scarce resources of counselors and move on to the methods and technicians that can help the situation. The other major issue is that the parents are considered in the treatment plans, and the whole household is not considered for treatment. Often getting the autistic family/household to services is quite challenging. Also, the amount of paperwork and red tape is taking away from the scarce treatment resources. Therefore, the failure rate is unacceptable even when permission for counseling is granted.

The Solution

It starts with goal-led frameworks designed to optimize the end-to-end experience for the patient, the family, and service resources. It begins with placing the parents at the center of the process by teaching the value of long-term support for the whole family unit throughout the treatment plan timeline. Next, it focuses on several vital subgoals to get through the insurance authorization and get things going quicker. Finally, it breaks down into these five subgoals that are being coordinated individually and collectively to attain the primary goal:

· Diagnose as Early as Possible

· Get Access to Services as Quickly as Possible

· Activate Parents

· Deliver Care to the Family

· Graduate to New Freedoms


The Benefits

The benefits were derived from goal-led collaboration, and continuous optimization individually, and collectively aimed at the primary goal. There were immediate benefits for more family happiness while unlocking the potential of the child and the family unit in new ways. The parents become educated advocates following a customized and designed plan leading to more direct results quicker. It reduces iterations and false steps, optimizing the service resources. Communication with all parties helps in each case and treats the problems holistically. There is clarity around actions and faster paths to results through following a customized and designed experience. It also enables treating younger and younger children giving treatment momentum early in children's lives.

Net; Net:

This approach generates happier families living to their full potential as early as possible while optimizing the counselors, cases, service providers, and administrative tasks. The goal-based system allows for continuous and constant iteration for better results keeping all parties up to date on the status of people and procedures. It will prove productive for kids at all levels on the autism spectrum. Watch this space for an update.



This case study was provided and assisted by Parallel. Click here for a link



Case Study Goal Life Cycle Impacts Highlighted in Blue











For an Explanation of the Goal Life Cycle Components Please Refer to the Blog Posts Below

For a Goal Life Cycle Explanation, click here

For Better Goal Management, click here

For Goal Led Technologies, click here






Monday, April 18, 2022

What Were Folks Reading in the 1st Quarter 2022?

Organizations are trying to balance innovation with profitability. This puts a premium on better transparency and staying on track with goal-led approaches. All of this while chasing a shifting supply chain plagued by COVID, the Ukrainian conflict, and growing pressures in the Pacific region. Speed to manage change seems to be the focus along with the savings that automation delivers to drive savings leveraged for the bottom line and innovation. Five years ago innovation would be the primary focus without the pressures we face today. Look at the results for the first quarter's readings and see if you have another reason



The offshore activity seems to be consistent with 2021 results with heavier than usual activity in the Northern European countries. 


The last 12 months' activity is certainly worth a study as well

Wednesday, April 13, 2022

Art for the 1st Quarter 2022

This quarter I decided to do nothing but experimental art. I used a lot of flow techniques and tried a couple of heart-shaped canvases for fun. While Sherry loved one of the pieces and took it for our master bedroom, I'm not sure how others will react to these pieces. While I have had luck selling abstracts paintings before, my fractals seem to get the most interest. Let me know what you think :) If you want to see some of my previous pieces, click here   If you have better names for the pieces, let me know. Thanks to Benoit Lheureux for the title "Discordiant Ripples" 



                                                       Waves of Color



Discordant Ripples



                                                       Turbulence



                                                          Melting Heart


                                                          Heart Flow 1


          
                                                 Heart Flow 2

If you are interested in purchasing any of my works, contact me at jim.sinur@gmail.com and we can work out the details. 

Monday, April 4, 2022

Key Technologies Supporting Goals

There is a significant emphasis on managing goals and their interactions in today's demanding business world. Today’s goals are not only stretch goals, but they also often appear to be at odds with each other and out of touch with stakeholders' needs. Financial goals which are picking up steam seem to be at odds with digital progress. Savvy organizations balance these goals by focusing on managing goals in real-time and leveraging vital technologies to attain these goals. This post will describe how these key newer technologies support the Goal Life Cycle (GLC) and better goal management. Remember that these are the more modern and effective technical supports for goals. For many decades, most organizations have been limping along with traditional presentation tools and spreadsheets. These conventional tools still contribute to goals but lack the high speed and connected visibility essential in today’s changing business environment.



Collaboration Tools

Collaboration tools have been on fire recently because they speed up communication uniquely. They can support group collaboration, and everyone can either point to or attach content. This real advantage in supporting the GLC, and any adjustments necessary in goal attainment can be communicated rapidly. The problem with random communications that are really fast is that they can inundate the receivers and create distractions. A new variety of goal-focused collaboration tools are gaining momentum as all communications are linked to stakeholders and high-value goals through dynamic repository-based goal models. They are called goal-lead communication tools, and they cut through the noise while adding excellent visibility to all participants.

Case Management

Case management really focuses on goals and milestone attainment rather than activity sequences. Mostly case management is about reaching goals, but it is also rich in information about why specific goals are not being completed. This information can play a crucial role in adjusting goals or identifying anomalies that require innovation and thought. Exceptions are handled well in case management, and it coordinates the appropriate people and systems to act correctly to reach goals.

Low Code

Low code is a way to abbreviate program coding and open the programming world to those who are not tech-savvy. Often a model-driven or drop-down menu approach to creating processes, action steps, and microcode. Low code delivers a faster reaction to underlying processes, and code changes when goals change. Many process and workflow technologies practice the low code approach run by business professionals.

Data Mining

Data mining is a crucial way to watch the physical world of actions/data, and content to adjust goals in the GLC. While real-time mining might adapt the execution of an action in flight, its contribution generally revolves around finding patterns that may require new steps. Mining can involve data logs, extending to content live images, voice, and videos. Mining can handle raw data in context, but it can also reach to add analysis and learning.

Explicit Rules/Parameters

Where goal volatility or conditional action can be anticipated, many application developers depend on rules, parameters, and boundaries outside the system of execution. Goal changes imply changes in rules that can be changed immediately to alter new targets. It helps in delivering the attainment of dynamic or emergent goals. It also enables speedy adjustment to goal changes.

RPA

Robotic automation is a great way to create low-cost and speedy attainment of known goals. They tend to be well-worn paths, but they are closely watched for tolerance variation that could imply reaching for new adjustments in plans and stakeholder visibility. As more intelligent bots emerge and evolve that are data, AI, or algorithm-driven, RPA will create more transparency touchpoints and suggestions for goal adjustment.

AI

Today AI is rich in learnings that can potentially point out the need for goal adjustment and new goals to pursue. AI, as it evolves, will sense, decide and act more proactively, assisting management with the GLC and maybe dynamically automating part of the process to get better goal attainment performance. The roundtripping from learning to changed actions is an area for rich future development for AI.

Net; Net:

While each of these technology supports for the GLC and goal attainment was described in a categorized fashion, we will see savvy organizations and vendors combine multiple siloed technical supports into powerful combinations and even Digital Business Platforms (DBP). Goal collaboration platforms will emerge to lead in the development and maintenance of goals that drive business outcomes that adapt to change and even business scenarios.