Turning Vision into Reality:
The Strategy Deployment Course builds the critical skills to translate vision into strategies and objectives, and those into aligned, tactical implementation plans. As a Strategy Deployment Professional, you will be able to effectively lead your team through the strategic planning and strategy deployment process. Key learning points of this online course include:
Strategy Deployment Pyramid
The Strategy Deployment Pyramid helps the strategy-deployment team to translate aspirations and ambitions into mission and implementation plans. The pyramid consists of 5 layers:
- Values – the fundamental believes that do not change over time.
- Vision – the ambition or ideal future to be realised within 5-20 years.
- Mission – the reason for being, what to achieve over the next 3-5 years.
- Objectives – the priorities, budgets, roadmaps, projects for the year.
- Actions – the milestones, tasks, resources, dates, measures, outcomes.
Strategy Deployment Model
The Strategy Deployment Model connects corporate, mid-level, and frontline to ensure full alignment across functions and organisational levels, to point to “True North”.
- Corporate – defines vision, mission, key objectives for the organization.
- Sites – translate corporate objectives into local strategies and goals.
- Functions – define functional objectives, roadmaps and projects.
- Teams – develop improvement actions for lines, groups, and teams.
- PDCA – ensure continuous alignment, vertically and horizontally.
Strategy Deployment Process
The Strategy Deployment Process consists of 7 steps:
- Establish organisational values, vision, and mission.
- Define strategic plans and long-term goals or breakthrough objectives.
- Derive annual objectives, x-matrix, and implementation roadmap.
- Deploy roadmap to teams, develop programs and projects, set targets.
- Implement plans, track progress, and measure impact on scorecard.
- Review progress: weekly sprint, monthly result, and quarterly impact.
- Summarize annual results, reflect and apply learning to the next cycle.
Catchball Target Setting
The Catchball Process is a critical part of strategy deployment to cascade goals down, while aligning people across functions and hierarchical levels of the organization. Catchball is a term derived from a children’s ball game, but instead of a ball, an idea or goal is thrown from person to person. Each Catchball cycle involves three steps:
- Translate an objective into a strategy (throw ball).
- Make this strategy the objective of the next level (catch ball).
- Refine and adjust until both levels are fully aligned (prepare ball).
What it does:
The Strategy Deployment Course builds the critical skills you need to effectively lead a cross-functional team through the process of strategy planning, stakeholder alignment, and implementation management.
How long it takes:
The course takes 2 days to learn the theory and 1-3 days to apply your learning, total 3-5 days. The course must be completed within a one-month period, where you will develop the strategy pyramid, planning matrix, and deployment roadmap.
Why you want it:
Learning strategy deployment and applying those principles will help your organization to meet its breakthrough objectives with fewer issues and course corrections, while you become proficient in the tools and practices and a better leader overall.
How to apply your skills:
As a Strategy Deployment Professional, you will guide your team through the strategic planning workshop, where you clarify the vision and mission, analyze internal strengths and weaknesses, as well as external opportunities and threats. You will identify gaps and issues that need to be addressed to achieve the mission. You will formulate goals and strategic objectives to build the X-Matrix, which serves as a blueprint to develop the organization and ensure its long-term growth and sustainability. Using the X-Matrix as a base, you will guide your team to create the Strategy Deployment Roadmap, specifying key initiatives, detailed activities, resources requirements, and monthly goals and deliverables.
Why this matters:
Building the Strategy Deployment System is one of the most important, exciting, and also challenging exercises and organization can undertake. It therefore requires the full engagement of the entire leadership team and a capable leader, the Strategy Deployment Professional, to moderate the workshop and lead the team through the planning and alignment process.
The X-Matrix is the Key Tool for Strategy Deployment
Policy Deployment or Strategy Deployment (Hoshin Kanri) requires full alignment between people, purpose, priorities, and processes. The degree of alignment is mapped visually in the X-Matrix, a tool that links strategic objectives to operational targets, and those targets to functions and processes. This planning matrix translates breakthrough objectives into strategies and operational targets. The Strategy Deployment Team works then bottom-up to identify required resources, skills, and structures to achieve those strategic objectives. As a final step, detailed roadmaps are being developed for each entity and team, specifying targets, tasks, timelines and ownership for implementation.
X-Matrix Development Process in 6 Steps
The X-Matrix connects an organisation’s purpose (Mission) to its long-term or goals (Objectives), and those to annual objectives (Strategies), to programs and projects (Tactics), to performance metrics and targets (Targets), and those to the people responsible for the implementation and accountable for the impact (Owners). Here are the 6 steps to develop the X-Matrix:
Define the purpose and principles, how to act every day to achieve ambitions someday:
- “Provide access to the world’s information in one click.” (Google)
- “Think differently and challenge the status quo.” (Apple)
Define long-term goals, breakthrough objectives for the next 3-5 years. Examples:
- Achieving same-day delivery.
- Creating drawings right first time.
- Implementing end-to-end flow.
- Maturing to Lean Gold level.
Define changes to implement, objectives and key results (OKR) for the year. Examples:
- Rationalize the product portfolio.
- Develop strategic partners.
- Develop new product line.
- Reduce design errors in half.
Define improvement priorities, projects and programs for the year. Examples:
- Top5 root-cause elimination.
- Set up sales office in Shanghai.
- Eliminate non-moving items.
- Certify 50 Lean White Belts.
Define performance metrics, baselines and targets for the year. Examples:
- Productivity from 28 to 40 per hour.
- On-time delivery from 78% to 95%.
- Sales from $216M to $281M.
- Portfolio margin from 15% to 20%.
Define people responsible for implementation and impact. Example:
- Mark Morrison to implement design rule checker for auto-validation.
- Bob Brenson to eliminate root causes of top-5 complaints.