Orange Earth

10 Steps to Bridge the Execution GapTurn Strategy into Actionable ResultsAdapted from Whiskey and DecisionsAll rights Reserved: Distribution and modification is permitted with creditMichael A. Lucky LaChance

I am a "high-intensity" planner and operator who builds bridges across the planning - execution gap.

I have 28 years of Operational Planning experience from the smallest units of the military to some of Americas finest corporations and everything in between.

I hope you enjoy this primer. Feel free to use any of the material in your own efforts. I have a much more detailed treatment of this material at:

Whiskey and Decisions

I freely volunteer my skills and experience via teleconference to anyone or company who might be struggling with optimizing their plans.

Cell: 615.509.0749 www.linkedin.com/in/luckylachance/

About the Author

Adapted from: Whiskey and Decisions

All rights Reserved: Distribution and modification is permitted with credit BackgroundMost companies that struggle to realize their strategy suffer from the same patterns:Solid strategyGood PeopleWell trained expertsSolid technologyAND Most importantlyPOOR OPERATIONAL PLANNING PRACTICES!I offer these steps and methods based on years of observation and practice in multiple environments and organizations; practice in peaceful and turbulence times;practice in winning and losing times;practice with skilled and unskilled planners;practice, practice and more practiceIt isnt difficult but it requires discipline and PRACTICEFeel free to use the material as you or your company wishes and please do me the honor of forwarding this on to your friends and co-workers.If you modify this, which I encourage, I ask that you place your name on it and make it your own and provide me with the appropriate referential credit.Adapted from: Whiskey and Decisions

All rights Reserved: Distribution and modification is permitted with creditOperational TerminologyOperations : A process or series of acts involved in a particular form of work with the intent to generate profit.

Operational Planning : The process of organizing, aligning, and synchronizing subordinate unit organizations, programs, projects, actions and people to the strategy with actionable tasks, purposes and measureable outcomes

Functional Area of Operation : A finite subset of similar operational activities (e.g. Accounting, Legal, Project Management, IT)

Business Unit: A formally organized group of assigned people with an assigned leader, mission, and responsibilities to the larger company. most typically aligned with a functional area. However, business units could (and should) be organized around tasks, projects, programs or any other necessary means

Task Organization or Task Organized : An ad hoc group of personnel organized and authorized by the company with a designated Leader, assigned to a temporary group such as Projects or Programs with finite or special missions.

Subordinate Unit : Any organizational unit hierarchically assigned to a parent unit where Mission : Simply put the Primary Task and Purpose of any organization formal or ad hoc.

Mission Alignment : The symbiotic relationship and effects of one units or persons mission to another's in creating the specified effects for the higher unit to achieve success. Think of a pyramid or building blocks

Operational Tempo or Decision Cycle Velocity (measured in days) : The notional speed in which the organization is able to observe, orient, decide, and act (OODA) to create a desired outcome. Most companies operate a 365 day strategic OPTEMPO. Operational OPTEMPOs are typically 90. Agile companies who are ABLE to operate inside the 90 day cycle theoretically have much greater learning curve and subsequent market advantage over slower companies.Adapted from: Whiskey and Decisions

All rights Reserved: Distribution and modification is permitted with credit10 Steps to Operational Achievement Designate a Cross Functional Operations Planning Team with bi-directional command and control mechanismsConduct a Mission Analysis Conceptualize Programs, Projects, Services, ProductsValidate the Task OrganizationValidate Budgets and CapabilitiesDecide & Determine Key Performance IndicatorsEstimate Change Velocity Times and DecisionsIssue the Operational Plan(s)Operational Review on a weekly basis Observe, Orient, Decide Act to shore up the desired vision and mission continuously.Adapted from: Whiskey and Decisions

All rights Reserved: Distribution and modification is permitted with creditCross-Functional Operations TeamPurpose The Operational Planning Team identifies, aligns, coordinates, reduces inefficiencies, and synchronizes inter-departmental activities for the company, and directs/coordinates and plans subordinate business unit actions to accomplish the agreed upon missions and projects within their assigned areas of operation. COO or Chief of Staff is the Traditional Decision Maker Core Membership usually made up of: Controller (the Budget authority)Dir/VP IT (Infrastructure Person)Dir/VP of Development (Software Development)Director/VP of Product/Service Management (Operations)Dir/VP of Acct Mgt (Voice of the Customer)Full or Extended Membership might include:Dir/VP of Project Management (If organized this way)Dir/VP of SalesDir/VP TrainingDir/VP HROthers as needed

Adapted from: Whiskey and Decisions

All rights Reserved: Distribution and modification is permitted with creditMission AnalysisThe purpose of the Mission Analysis is to ensure:

Complete OPT understanding of the Strategic Mission, imperatives and directivesVerify the Operational Environment since Issuance of the Strategic PlanVerify the groups collective understanding of the CEOs Vision and IntentSet the groundwork for Operations Concept DevelopmentSet the foundation for Operational Linkage and Alignment in Projects, Programs, and Business Unit Actions

Remember Mission is the Task and Purpose (It can usually be written into a couple of sentences with Who, What, When, Where, and Why)Adapted from: Whiskey and Decisions

All rights Reserved: Distribution and modification is permitted with credit7Strategic Plan - OPT Mission Analysis Determine the FactsDetermine the AssumptionsBack Brief CEOValidate Missions and IntentDetermine LimitationsValidate Centers of GravityTasks to Subordinate UnitsValidate Unit OrganizationIdentify Risks to MissionEnvision End StatesValidate Mission Nesting1* Specify Facts that affect how you or your business units will necessarily achieve their mission * Budget and Market Facts* Only generate Necessary Assumptions to develop options, programs or programs* Assumptions automatically qualify as a Priority Information Requirement and KPI* Missions of Company and Major Subordinate Units * Intent for Company and Major Subordinate Units* Resources: People, Money, Equipment etc.* Organization: Functional, Creative, Skillsets etc.* Identify the Services, Products, or Market Conditions from which Your Company Gains and Retains Significant Market Advantage and/or power and wealth* Specified in the Strategic Plan or CEO Vision and Guidance* Implied in the Strategic Plan or CEO Vision and Guidance* Business Units Organized sufficiently* Functional, Task, Mission, Headcount, Skills,* For each Risk Consider Actions/Tasks to Mitigate* Conditional Risks can be avoided in COA Dev* State what success and failure looks like for Company and each unit in the Strategic plan* Generate Nesting/Linking Diagram with Mission, Vision* Review Analysis * Guidance and Direction1 Nesting is explained on the coming slidesInputs: CEO Vision Strategic Plan Planning Guidance Budget (Rough Cut)

Outputs:Adapted from: Whiskey and Decisions All rights Reserved: Distribution and modification is permitted with credit8Validating Missions - Linkage ExplainedEach subordinate unit is assigned a task and purpose that directly supports the parent unit task and works in unison with the overall unit goalOne subordinate unit is critical to mission accomplishment and they are designated the main effort

Each unit is linked laterally to achieve the maximum affect possibleConnecting Link = main effort Because --It Achieves the higher Mission (Task and Purpose of the Chain) -- Without the connector we cannot have a chainAll other units are supporting efforts

Adapted from: Whiskey and Decisions All rights Reserved: Distribution and modification is permitted with credit

TechCo XRM will be the operational development and delivery platform of choice for complex business processes

Strategy: TechCo Maintains the lowest cost to market subscription based relational database (XRM) through continuous SDLC MgtMaintainCustomerSatisfactionTo PreventBusiness Unit DistractionTo support the DevelopmentBudget To Provide our customers the greatest possible synergy of their enterprise systemsTo provide the Optimal Financial Resource allocationTo enable optimal business Decisions by Business UnitsTo Retain Customers and Refer new onesMAIN EffortSupportBusinessUnitsSell 25 M New SalesCreate New IntegrationPlatform on XRM Provide FinancialStabilitySupportDecision MakingTaskPurposeAdminSalesFinanceBusinessIntelAcct SvcTech SupportUnitStrategic Concept: In order to reduce the technical requirements of small companies, TechCos is committed to delivering an organic integration platform by the end of 2016. In order to accomplish this, TechCo will use the first half of 2014 to make the build, buy or partner decision, and begin the execution in the second half. Thus we will operate on a 90 day Strategic OPTEMPO. Product ManagementLinking Affects An ExampleAdapted from: Whiskey and Decisions All rights Reserved: Distribution and modification is permitted with creditTask and Purpose : Implied Develop Marketing strategy and plans for the new integration platform to drive salesTask and Purpose : Specified -Build, test and deploy quality products in order to meet technical specificationsand business requirements Task and Purpose: Specified: ID and analyze critical benchmarking data sets for analysis in order to measure the effectiveness of operations.Task and Purpose: Implied - Implement, maintain and support delivery of products and services in order to retain current customer base.Task and Purpose : Implied - Establish and maintain quality metrics and scoring for reporting inside of the software so as to provide customer satisfaction through a real time quality assessment and satAcct ServicesFinance/BIQASoftware DevelopmentProduct Management (Company Main Effort) Mission AnalysisTask and Purpose:Develop, maintain, and coordinate the product roadmap executing against the business case and requirements within SDLC to ensure the delivery of timely, high quality productsIntegration EngineTask and Purpose : (Decisive Task)Specified Deliver quality Software Products to the customer in the form of an integration Platform to improved customer efficiencies without a large IT infrastructure or Budget .

Task and Purpose : Implied - Partner with internal and external stakeholders to develop business requirements so that Product Development generates the best possible software solution to meet those requirements.

Task and Purpose : Implied - Facilitate cross functional corporate level decision making throughout the PDLC process so that optimal solutions are developed in a timely manner. Corporate ResearchTask and Purpose : Implied - Identify and validate Market threats, opportunities, requirements for consideration by the PMT and the product managers so as to ensure the right product at the right price at the right time to the right segment.Company Decisive Task: Develop Integration Application Restated Mission: TechCo Product Management (Company Main Effort): Product Management integrates an Integration engine and Platform into the XRM To Provide our customers the greatest possible synergy of their enterprise systemsSupporting Tasks and Supporting UnitsProduct ManagementSalesAdapted from: Whiskey and Decisions All rights Reserved: Distribution and modification is permitted with creditConceptualize Programs & ProjectsBased on Mission Analysis:Create Programs or Projects aligned to Mission Critical TasksGenerate a rough nested scope statement that identifies project interrelationsAssign Business Unit Owner and have the Business Unit assign a Project / Program ManagerEstimate very rough scope, sequence and timelines for each program or projectDetermine rough resourcesDetermine Limitations Think of AlternativesAssess Risks Consider mitigationsEstablish Detailed Program/ Project Planning backbrief scheduleBack Brief CEO on Program and Project ConceptsGain CEO Approval, Adjust as DirectedAdapted from: Whiskey and Decisions

All rights Reserved: Distribution and modification is permitted with creditProgram and Projects ConceptsIntegration Program: VP Product Management General Release Date: DEC 2015 NLT 1 Feb 2014NLT 1 Apr 20143CEOExecuteDecision Window1Start Decision: COO2VP PMDecision WindowAdapted from: Whiskey and Decisions All rights Reserved: Distribution and modification is permitted with credit13Continuous Operational Planning OODA QuicklyAdapted from: Whiskey and Decisions All rights Reserved: Distribution and modification is permitted with creditShore Up PlansIdentify Limitations: Program or Project Detail Back briefsProject MissionProject Task Organization, Roles and ResponsibilitiesProject ObjectivesScope SequenceKey Milestones and DecisionsDeliverablesResourcesPeopleTechnologyBudget TimeProgress AssessmentShortfallsObstaclesOpportunitiesMake Decisions as NeededDirect energy to sure up success

Adapted from: Whiskey and Decisions

All rights Reserved: Distribution and modification is permitted with credit

Michael A. Lucky LaChanceCell: 615.509.0749 www.linkedin.com/in/luckylachance/