digitalnow 2011 - leadership takeaways - macpa
Post on 17-Oct-2014
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Tools presentataion - Tom Hood, CEO of the Maryland Association of CPAs talks about 4 major projects inspired by the Digital Now Conference (since 2000) and how his organization successfully implemented them using a collaborative strategic planning process with all of hos key stakeholders (Volunteer leadership, MACPA team, and members). He includes several tools for strategic thinking and alignment to existing or new strategies.TRANSCRIPT
Special Bonus Session: digitalNowBoard Presentation
Tom Hood, CPA.CITPCEO
Maryland Association of CPAsBusiness Learning Institute
Grand FloridianDisney WorldApril 9, 2011
Why are we here?
The tornado of changes from CPA Vision Project circa 2000
And to avoid this…
Associations:Road Kill on the
InformationSuper Highway
We chose to learn how to harness the winds of change
Structure is about alignment
• Engagement• Alignment• Commitment• Accountability
“First I get all of my men facing the same direction.”- Napoleon
The Stakeholders
Grassroots
Leadership ‐ Board
Staff – Your Team
Members
The Projects
1. Structure & Governance & New services to members
2. Business Learning Institute + on-site training
3. Social media strategy4. Learning Management
System – Learning + Compliance + Careers
MACPA Actual Results
The Learning
• O’ say can you see? –Make your thinking visible to others
• The power of We –collaborative, participative, engaging
• Innovate by finding your edge
• Jim Collins & David Sibbetwere right - Strategy as process
Humans are fundamentally “sight” creatures
And the power of making our thinking visible to others…
We need longer sightlines during periods
of rapid change
Vision Prioritization GridWhere is your portfolio ?
Vision A
ligned
Strategic Fit
Importance / Value to members
1 5 10
1
5
10
Board Planning Sessions
MACPA Gross CPE Revenue
2,309
1,8622,028
2,147 2,081 2,0412,145
2,318
2,489
35 68154 181 238
485640
761
1,071
-
500
1,000
1,500
2,000
2,500
3,000
1999 2000 2001 2002 2003 2004 2005 2006 2007
Fiscal Year
Gro
ss R
even
ue $
's (0
00)
All Other CPEIn-House
35 68
154 181238
485
640
761
1071
0
200
400
600
800
1000
1200
1 2 3 4 5 6 7 8 9
Series1
TotalMaryland
TotalMaryland
Market Size $39,800,000 Market Size $9,950,000
On‐site Training
34
MACPA’s Social Media Map
45,000 views
43,000 views
450 members2,943 followers
900+ connections
450 connections
Top 75 Business Blogs ‐ 2010
Top 10 AccountingBlogs
MACPA/BLI Team work
Core EnhancementLaunches
Opportunity Portfolio
Source : Discovery‐Driven Growth – HBSP reprinted with permission
SteppingStones
ScoutingOptions
Positioning Options
LMS ProjectLMS Project
XBRL
Market & organizational uncertainty
Technical &
executio
n un
certainty
Platform Launches
KPIs
AMS
BLI expansion
Community
Social Media
Engaged People
Real results
The Tools1. Big Ideas from our i2a –
Strategic Thinking System2. Vision alignment grid3. Portfolio from Rita McGrath &
Ian MacMillan
I2a: Big Ideas Worksheet
Download your copy using the QR code
Vision Alignment Grid
Opportunity Portfolio
I2a: Insights to Actiona Strategic Thinking System
• Look back• Look around
• Look inside• Look outside
• Look ahead
Sight - Insight
Create – Communicate –Inspire!
Engagement – Alignment Commitment ‐ Accountability
Turn your Flywheel
1. Make your thinking visible to others2. Collaboration and the power of we3. Find your edge and focus on opportunities
and build on your strengths4. Strategy as process – replicate and focus
on stakeholders
“It is hard to plan for the long term future when you don’t know what is going to happen five minutes from now.
Today, a competitive edge is thin and temporary; the edge quickly becomes the margin. The ability to define the edge, and the ultimate competitive advantage, is found in the smarts, heart and ingenuity of your people - that's your powerhouse. Tap that, train it, focus it and mobilize it; now you've engaged a network and inspired a sustainable shift.
Insight to action, one without the other is either useless or destructive.”
-Tom Hood & Gretchen Pisanoco-authors of the i2a: Insights to Action
Strategic Thinking Systemhttp://www.bizlearning.net/live/i2astrategicplanning
Vision Alignment GridVi
sion
/ Stra
tegi
c Pla
n Al
ignm
ent
10
5
0Value / Importance to Members
5 10
http://www.bizlearning.net/live/i2astrategicplanning
An Opportunity PortfolioTe
chni
cal a
nd ex
ecut
ion
unce
rtai
nty
Market and organizational uncertainty
Low Medium High
Low
Positioningoptions
Platformlaunches
Core-enhancement
launches
Medium
High
Steppingstones
Scoutingoptions
Reprinted with permission from the Harvard Business School of Publishing.
GLOSSARY OF TERMS
Discovery-Driven Growth – A Breakthrough Process To Reduce Risk & Seize OpportunityBy Rita Gunther McGrath and Ian C. MacMillan
Core-Enhancement Launches – Core-enhancement launches are projects that improve the profit streams and growth of the core business. Although these launches may be highly innovative, they are building upon or enhancing a business with which your firm is already successful. . (McGrath & MacMillan, 2009, p. 53)
Platform Launches – Platform launches are major initiatives, often requiring substantial investment, to establish your firm in a new growth area at scale. The goal of a platform project is, as the name suggests, establishing a platform for significant growth in future revenues & profits. (McGrath & MacMillan, 2009, pp. 54-55)
Positioning Options – Positioning options represent initiatives in areas in which your firm is fairly confident that a long-term customer demand exists. The unknowns might have to do with how that demand will be addressed. (McGrath & MacMillan, 2009, pp. 58-59)
Scouting Options – Scouting options are useful when you have a capability or technology that you think might have value to a set of customers, but you don’t really know for sure. Scouting options are then used to experiment with different approaches to the business to find out which might work best. (McGrath & MacMillan, 2009, pp. 60-61)
Stepping Stone Options – Stepping-stone options represent the highest uncertainty category of option, because the eventual capa-bilities or technologies needed are unknown, as are the eventual market demand and the form it will take. A company invests in such stepping-stone opportunities because it believes that the technologies or markets will be important in the future and it doesn’t want to risk being left behind. (McGrath & MacMillan, 2009, pp. 61-62)
http://www.bizlearning.net/live/i2astrategicplanning
Tom Hood, CPA.CITPCEOMaryland Association of CPAsBusiness Learning Institute(443) 632‐2301E‐mail [email protected] http://www.macpa.orgBlog http://www.cpasuccess.comBlog http://www.bizlearningblog.com
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Second Life avatar name: Rocky Maddaloni