Strategy Planning Team Design Proposal
- 1. Strategy & Planning Team Design and FunctionsSpeaker Name – TitleSeptember 22, 2010
- 2. Executive SummaryOverview of Strategy and Planning Shared Service across Global Sales Ops Improving co-ordination and communication
- 3. Helping to prioritize and focus
- 4. Provide key personnel and resources for:StrategyAnalyticsPlanningProject ExecutionStrategy and Planning linkages outside of Global Sales OpsHPSS Business Planning
- 5. HPSS Sales Strategy / Planning
- 6. HPSS Business Unit Strategy / Planning
- 7. Regional PlanningOrganizational AlignmentBiz PlanningBU Strat & PlanVP SalesWW Strategic Prog & ReadinessStrategy & PlanningStrategy creation & clarificationGlobal Ops-with BU and SalesPrioritization-Hoshin Process?AnalyticsCustomer
- 8. FieldAnnual PlanningPlanning Design-Planning ExecutionPMOKey project design-Key project execution-Process improvementExecutive AssistantChief of StaffShared ServicesInfrastructure
- 10. Tools
- 11. Development
- 12. OperationsSales CommsSales ReadinessDev & DeliveryPerform MngmtGTM / Sales ProgramsHPSS CoERegion Planning
- 13. Recommended ActionStrategy and Planning to work across Global Ops to help create a common vision and list of priorities Impacts Include:
- 14. Better targeting of Programs to top customers and sales programs
- 15. Align resources to improve Revenue growth
- 16. Less wasted resource / slack in organization translates to higher productivity
- 17. Employee morale improvement via clarity and consistency of roles throughout fiscal year
- 18. Resources needed
- 19. Improvements in Analytics data
- 20. Based on priorities possibly more PMO resources to help guide faster project execution
- 21. Personnel to drive cross-org Hoshin planning
- 23. Get agreement on high level outline – October
- 24. Begin implementation Q1Next StepsGet agreement on high level outline of Strategy & Planning Role in Global Ops
- 25. Obtain cross-management team input on Strategy and Planning key value points (provide more detailed outline including)
- 26. Hoshin tools and process
- 27. Skills team can provide across org
- 28. Synergies with Shared Services team
- 29. “Flesh-out” detailed team roles and inter-connection points based on input across Global Ops and outside Global OpsBenefits and Potential RisksBenefitsPotential RiskDepartment resistant to planningDepartment “Turf” issuesChange resistanceStretch Strategy and Planning too thinlyMissing key talents on Strategy teamImprove linkages between strategy, annual plans, execution
- 30. Create clearer, cleaner process for business planningUse valuable Strategy personnel in more creative ways
- 31. Increase Strategy team talents and satisfaction
- 32. Help org focus on most important / most productive programsStrategy & PlanningProblems include:Unclear alignment between Business Unit / Sales Strategy and Global Ops Plans and Execution
- 33. Need prioritization of initiatives and programs combined with scarce resources
- 34. Un-clear decision making process and roles / owners in flow of strategy, planning, and execution Opportunity for change:Start Q4/1 allows alignment of strategy and plans with execution and resources / personnel earlier in FY 2011
- 35. 2011 - Second time through Sales Planning provides visibility to process nowWhy is change important?Need to make sure money and people are devoted to the most important HPSS strategies
- 36. Little or no increase in money or people in 2011 so need to be highly productiveGlobal Ops Hoshin Planning2+ YearTimeframeHPSS Business and Sales Plan Global Operations Business Plan2 YearTimeframeMissionBreakthrough ProjectsAnnuallyDeliverablesResults and Metrics
- 37. Hoshin Planning Steps1) identification of critical business issues that the organization faces; 2) establishment of business objectives to address these issues; 3) definition of the HPSS over-all goals;4) development of strategies that support the over-all goals; 5) definition of sub-goals or tactics that support each strategy; 6) establish metrics for measuring process performance; 7) establishment of business fundamental measures. The first 3 steps of this process are handled by top management, with the defined over-all goals supported by the rest of the organization through steps 4-7. HPSSdefinedGlobal Opsdefined
- 38. Rationale of Sales planningTo have systematic, planned and methodical way to set HPSS biz and sales strategic priorities
- 39. Clear implementation / action plan for FY11
- 40. To get input from all HPSS stakeholders and to define strategic initiatives in much more planned way
- 41. Strategic initiatives in line with EB
- 42. To communicate a clear plan on 1st Nov.HPSS SALES PLANNING – HIGH LEVEL PROCESSStageRevisiting Strategic Plan – Establishing process stepsTop level ASPIRE / Growth targetsStrategic PlanQuota by accountCommunicating and Executing StrategyFormulatingCoverage ModelBU StrategyConducting external and internal analysisInputActivitiesOutputMilestone
- 43. Appendix
- 44. Strategy Planning Flow – Global OpsLong term strategyFY 2011 PlansPrioritized ProgramsResource needs1234HPSS Overall strategy and Sales strategiesGlobal Ops Hoshin plansDepartmental prioritized programs / initiativesPersonnel, Money, Resource, and Training