decision making leadership practices applications step up, step back collaboration culture of trust...

decision making

leadership

practices applications

step up, step back

collaboration

culture of trust

problem solving

managing risk

collaborative leadership

and

decision making

what do we do?

when do we do it?

when do we decide?

leaders must …

Build Trust?

deliver

the right

product

Always or Often Used:

20%

Never or Rarely Used:

64%

Standish Group Study, reported by CEO Jim Johnson, XP2002

Sometimes16%

Rarely19%

Never45%

Often13%

Always7%

and …

consistently delivers

business

value

deliver

value?what’s

that?

Business Value

Benefits

Value Calculation

Costscalculation

Business Value

Guess

Value Calculation

Estimate calculation

we need some help !

Purpose

Considerations

Costs and Benefits

where

do

we

start?

Mission Vision Values

Strategic Intent ~ Strategy ~ Purpose

Long-Range Goals

Annual Objectives

Action Plans (what, who, when)

Individual Business ObjectivesTac

tica

lS

trat

egic

SWOT / 5Q

Mission Vision Values

Strategic Intent ~ Strategy ~ Purpose

Long-Range Goals

Annual Objectives

Action Plans (what, who, when)

Individual Business ObjectivesTac

tica

lS

trat

egic

SCO / 5Q

Start Here

MarketDifferentiating

High

Low

Mission CriticalLow High

Differentiate

Parity

Partner?

Who cares?

Purpose Based Alignment Model

MarketDifferentiating

High

Low

Mission CriticalLow High

Innovate,Create

Do we take this on?

Minimize or

Eliminate

Achieve andMaintain

Parity, Mimic,Simplify

Purpose Based Alignment Model

How about an example?

financial documentation system

3,000 functions!

MarketDifferentiating

High

Low

Mission CriticalLow High

What goes

here?

Anything here?

Anything here?

Most are usually here.

Purpose Based Alignment Model

350 differentiators

simplified the rest

focused

on

differentiators

results:

better product

cut time by 50%

60% cost reduction

Sustainable Competitive advantage

strategy = sustainable

competitive advantage

MarketDifferentiating

High

Low

Mission CriticalLow High

Differentiate

Parity

Partner?

Who cares?

Strategy?

strategy

equals

decision filters

the 5 questions:

1. Whom do we serve and what do they want and need most?

2. What do we provide to help them?

3. What is the best way to provide this?

4. How do we know we are succeeding?

5. How should we organize to deliver?

the “billboard” test…

You Think My Products Are Good?

You Should See My Chart of Accounts!

We invest more in our WMS than we do in product development

“To be the low cost airline.”

- Southwest Airlines

“Will this help us be

the low cost airline?”

- Southwest Airlines

cascade decision

filters

throughout organization

decision filters:

make daily decisions

schedule projects

what

to develop

single purchase,

multiple credit cards

How about another example?

requirescustomization

MarketDifferentiating

High

Low

Mission CriticalLow High

Differentiate

Parity

OR

MarketDifferentiating

High

Low

Mission CriticalLow High

Differentiate

pass the “billboard” test?

A fist full

of credit cards

Give Me Your Tired, Your Poor, Your Maxed Out Credit Cards

treat exceptions as exceptions

caveats

Managing Risks

List Three Professional Optionscommon sense not common

practice

parity IS mission critical

Differentiating

changes over

time

Leadership Influence

innovate!

Purpose

Considerations

Costs and Benefits

Business Value Model

other

considerations ?

time

to

market

risks

Collaboration Model flexibility

Collaboration Model

dependencies

team size and experience

market uncertainty

domain knowledge

team capacity

technical uncertainty

Costs and Benefits

Purpose

Considerations

conversation

resolve differences

group chunks high – medium - low

Costs and Benefits

Purpose

Considerations

at the end

of the

“chunk”

did model inputs

change?

adjust BV model

run features thru model

now you can ask…

Do we have enough business value to go to market?

Should we continue?

If so, what goes in the next iteration?

adjust BV model

run features thru model

re- prioritize

Let’s give it a go….

Start Up

Exercise: Pick a project.Practicum

Pick an objective, a brand, or a project.

MarketDifferentiating

High

Low

Mission CriticalLow High

Differentiate

Parity

Partner?

Who cares?

What is the purpose?

your

decision

filter?

the 5 questions:

1. Whom do we serve and what do they want and need most?

2. What do we provide to help them?

3. What is the best way to provide this?

4. How do we know we are succeeding?

5. How should we organize to deliver?

What’s On Your Billboard?

Purpose

your considerations?

prioritize

costs

and

benefits

?

Purpose

Considerations

Costs and Benefits

Business Value Model

resolve differences

group chunks high – medium - low

Transaction

Costs

add what to

make better decisions ?

“build” some

chunks…

at the end

of the

“chunk”

did

the

value inputs

change?

market

window moves

out

summary

Purpose

Considerations

Costs and Benefits

Business Value Model

it’s

a

conversation

what do we do?

when do we do it?

when

do we decide?

Protect Team Boundaries

using the value modelo

bje

cti

ves

/ p

roje

cts

/ id

ea

s

Value Model

Va

lue

Mo

del

pri

ori

tize

d c

hu

nk

s

build highest value chunks

adjust VMif inputs changed

discuss value and value to

date

Enough value to go to market?

~ Yes? Deploy

~ No?

Continue?

~ No? Stop.

~ Yes?

ideas that work?