Transcript Slide 1

www.Plansin2Actions.com
www.Plansin2Actions.com
IBM Team Workplace as a
platform to drive
Strategy Execution
A PRESENTATION TO
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for client use only
Agenda
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► Introduction
► Choosing
► Our
Strategy Execution Tool Application
► Typical
Users
► Customer
► Questions
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IBM Team Workplace
Feedback
Introduction
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► Our
Business
 We are a strategic management consultancy
focussed on ensuring that high quality
strategies are developed and successfully
executed in our client’s organisations
► My
Background
► Finance,
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corporate strategy & business development
► Transport, Manufacturing & Hospitality industries
► New ventures in Asia, business turnarounds, IPOs
► Facilitated strategic planning & development activities
in Australia, Asia, the USA and Europe
► Developed plans for major strategic and operational
change in large corporations and implemented
systems to help make them happen
Facts about Strategy Execution
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►
Fortune magazine observed that nine out of 10
companies are unable to effectively carry out their
corporate strategies
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A survey of portfolio managers reported that "the
ability to execute strategy was more important than
the quality of the strategy itself."
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The failure to execute strategy results in 70% of
CEO Flameouts
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Of over 300 CEOs surveyed 70% agreed that
companies do a better job of developing corporate
strategies than implementing them. Only 13%
believed that strategic outcomes were being
realised.
Key Issue
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► Executing
Strategy Requires ….
 A commitment to making long term & “stepped
change” improvements in the business
Growth / Profitability
OPTIMISE / IMPROVE
► Generally
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STEPPED
CHANGE
No Action
we Report on and Reward ….
 Day-to-day issues (& crisis) in the business
 Short term (daily / monthly) numerical targets
Our Process
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A SELF REINFORCING
CYCLE
Plans that are acted upon & deliver
positive results increase the credibility
of the planning process (and people’s
desire to be involved)
PLAN
Define Vision & Values
Objectives & Goals
Key Strategies
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MONITOR RESULTS
Set tangible targets and
monitor performance
vs. the plan
CULTURE
TAKE ACTION
Work with others on
projects & initiatives
Software - what we were looking for
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A place where people could ….
 Plan
► Store
key planning documents
► Manage the planning process
► Communicate the plan to others
 Take Action
► Drive
change through key change projects
► Bring geographically disperse teams together to focus on
driving stepped change improvements
 Monitor Results
► Report
by doing (ie. reduce the reporting burden)
► Track numerical targets AND what was being done to fix
poor performance
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►
Security
 Absolute faith that no-one could find out about sensitive activities
 A structure that could mimic organisational policies on access to data
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Why IBM Team Workplace
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Delivered a solid baseline of tools to support:
 Team Collaboration - document sharing, discussion, scheduling and task
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Iron-clad security

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The Notes / Domino infrastructure gave us a level of confidence we couldn’t get
elsewhere
Could be easily customised to deliver:

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management
Logical document storage -> full text searchability
Tight integration with familiar Microsoft Office applications
Alignment of Projects with strategic goals & objectives
Numerical reporting using Balanced Scorecards & KPIs
Linkages between Projects, Tasks and KPIs / Scorecards
Personalised views of all relevant data
Easy set up and access / rapid user take up
 Browser Based driving rapid user take-up & easy accessibility for
mobile users
 Hosted solution enabled trial and use in smaller organisations
 Requires little internal IT support
Introducing SET - our integrated
Strategy Execution Tool
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Project Rooms
Where teams collaborate & share information
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Plans Room
Communicate Strategy & Monitor Progress
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Plans Room
Clearly show alignment with Strategy
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Results Room
Track tangible outcomes via KPIs & Scorecards
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Actions Folder
Personalised views of key data
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Typical Client Applications
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►
Multi-site Operations
 Operations with numerous sites throughout Australasia and / or
across the globe
 Numerous strategic improvement projects under-way at any one
time driven by a central management team
 Need to track status of projects and their impact on KPIs
 Benefit from collaboration amongst sites and sharing of best
practice
►
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Joint Venture Activities
 Multiple independent partners collaborating on projects and
charged with achievement of common objectives
 Partners do not share common IT platforms and JV activities are
only a small part of each partner’s overall operations
 Need a common place to store and work together on project
documents and tasks
 Have reporting requirements driven by achievement of project
milestones and KPIs
What people like most
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The Space
 A user friendly place to store key information
 Create ad-hoc spaces for
► Market
intelligence gathering
► Best Practice sharing
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Notifications
 Automatic emails notifying users of tasks & new content
 Weekly newsletter showing what’s happening
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Personalised view of strategy
 Focuses individuals on what they have to do to execute
strategy
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Flexible Reporting
 Monthly reports and strategy summaries extracted into
Excel
What our customers are saying
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Paul Mracek, Managing Director, Fasco Asia Pacific
We thought we did a good job of identifying projects and driving
performance through scorecards but SET has taken us to the next level.
Everyone can see in real time where their projects are up to and whether
they are driving the correct results. It’s a powerful tool to drive the right
outcomes.
John Buckley, GM Technology & Dev’t, Viscount Plastics
Viscount has over a dozen sites throughout Australia, New Zealand, and
Asia. The Lean Journey for Viscount has been about how do we ensure
that we make mistakes only once and repeat the successes. SET gives
Viscount a tool that will allow this to happen. We monitor projects,
outcomes and share safety and technical information in the libraries.
After 18 months of operation there is clear evidence to link success with
projects with real improvement for the customer and the shareholder.
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The difference we make
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BEFORE
Strategy sits on the
shelf
Knowledge of
strategy is low
Little faith that
change will happen
Reporting on day-today issues & fire
fighting
A culture focussed on
short term /
incremental
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AFTER
People work on strategy
every day
Clear understanding of
strategic direction
Commitment to creating
a better organisation
Reporting focussed on
improving the future
A strategy focussed
culture driving stepped
changes in performance
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Thank you for your time
CONTACT US:
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Level 50, 101 Collins Street.
MELBOURNE, VIC, 3000
Web Site : - www.Plansin2Actions.com
Phone : +61 3 9653 9279
Fax
: +61 3 9653 9307
e-mail : [email protected]
In New Zealand
Strategic Improvement Limited
PO Box 28-479, Remuera
AUCKLAND
Phone : +64 (0)9 520 0487
Fax
: +64 274 422 010
e-mail : [email protected]