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IBM Team Workplace as a platform to drive Strategy Execution

IBM Team Workplace as a platform to drive Strategy Execution. www.Plansin2Actions.com. www.Plansin2Actions.com. Agenda. Introduction Choosing IBM Team Workplace Our S trategy E xecution T ool Application Typical Users Customer Feedback Questions. Introduction. Our Business

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IBM Team Workplace as a platform to drive Strategy Execution

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  1. IBM Team Workplace as a platform to drive Strategy Execution www.Plansin2Actions.com www.Plansin2Actions.com

  2. Agenda • Introduction • Choosing IBM Team Workplace • Our Strategy Execution Tool Application • Typical Users • Customer Feedback • Questions

  3. Introduction • Our Business • We are a strategic management consultancy focussed on ensuring that high quality strategies are developed and successfully executed in our client’s organisations • My Background • Finance, corporate strategy & business development • Transport, Manufacturing & Hospitality industries • New ventures in Asia, business turnarounds, IPOs • Facilitated strategic planning & development activities in Australia, Asia, the USA and Europe • Developed plans for major strategic and operational change in large corporations and implemented systems to help make them happen

  4. Facts about Strategy Execution • Fortune magazine observed that nine out of 10 companies are unable to effectively carry out their corporate strategies • A survey of portfolio managers reported that "the ability to execute strategy was more important than the quality of the strategy itself." • The failure to execute strategy results in 70% of CEO Flameouts • Of over 300 CEOs surveyed 70% agreed that companies do a better job of developing corporate strategies than implementing them. Only 13% believed that strategic outcomes were being realised.

  5. OPTIMISE / IMPROVE STEPPEDCHANGE Growth / Profitability No Action Key Issue • Executing Strategy Requires …. • A commitment to making long term & “stepped change” improvements in the business • Generally we Report on and Reward …. • Day-to-day issues (& crisis) in the business • Short term (daily / monthly) numerical targets

  6. CULTURE Our Process A SELF REINFORCING CYCLE Plans that are acted upon & deliver positive results increase the credibility of the planning process (and people’s desire to be involved) PLAN Define Vision & Values Objectives & Goals Key Strategies TAKE ACTION Work with others on projects & initiatives MONITOR RESULTS Set tangible targets and monitor performance vs. the plan

  7. Software - what we were looking for • A place where people could …. • Plan • Store key planning documents • Manage the planning process • Communicate the plan to others • Take Action • Drive change through key change projects • Bring geographically disperse teams together to focus on driving stepped change improvements • Monitor Results • Report by doing (ie. reduce the reporting burden) • Track numerical targets AND what was being done to fix poor performance • Security • Absolute faith that no-one could find out about sensitive activities • A structure that could mimic organisational policies on access to data

  8. Why IBM Team Workplace • Delivered a solid baseline of tools to support: • Team Collaboration - document sharing, discussion, scheduling and task management • Logical document storage -> full text searchability • Tight integration with familiar Microsoft Office applications • Iron-clad security • The Notes / Domino infrastructure gave us a level of confidence we couldn’t get elsewhere • Could be easily customised to deliver: • Alignment of Projects with strategic goals & objectives • Numerical reporting using Balanced Scorecards & KPIs • Linkages between Projects, Tasks and KPIs / Scorecards • Personalised views of all relevant data • Easy set up and access / rapid user take up • Browser Based driving rapid user take-up & easy accessibility for mobile users • Hosted solution enabled trial and use in smaller organisations • Requires little internal IT support

  9. Introducing SET - our integrated Strategy Execution Tool

  10. Project Rooms Where teams collaborate & share information

  11. Plans Room Communicate Strategy & Monitor Progress

  12. Plans Room Clearly show alignment with Strategy

  13. Results Room Track tangible outcomes via KPIs & Scorecards

  14. Actions Folder Personalised views of key data

  15. Typical Client Applications • Multi-site Operations • Operations with numerous sites throughout Australasia and / or across the globe • Numerous strategic improvement projects under-way at any one time driven by a central management team • Need to track status of projects and their impact on KPIs • Benefit from collaboration amongst sites and sharing of best practice • Joint Venture Activities • Multiple independent partners collaborating on projects and charged with achievement of common objectives • Partners do not share common IT platforms and JV activities are only a small part of each partner’s overall operations • Need a common place to store and work together on project documents and tasks • Have reporting requirements driven by achievement of project milestones and KPIs

  16. What people like most • The Space • A user friendly place to store key information • Create ad-hoc spaces for • Market intelligence gathering • Best Practice sharing • Notifications • Automatic emails notifying users of tasks & new content • Weekly newsletter showing what’s happening • Personalised view of strategy • Focuses individuals on what they have to do to execute strategy • Flexible Reporting • Monthly reports and strategy summaries extracted into Excel

  17. What our customers are saying Paul Mracek, Managing Director, Fasco Asia Pacific We thought we did a good job of identifying projects and driving performance through scorecards but SET has taken us to the next level. Everyone can see in real time where their projects are up to and whether they are driving the correct results. It’s a powerful tool to drive the right outcomes. John Buckley, GM Technology & Dev’t, Viscount Plastics Viscount has over a dozen sites throughout Australia, New Zealand, and Asia. The Lean Journey for Viscount has been about how do we ensure that we make mistakes only once and repeat the successes. SET gives Viscount a tool that will allow this to happen. We monitor projects, outcomes and share safety and technical information in the libraries. After 18 months of operation there is clear evidence to link success with projects with real improvement for the customer and the shareholder.

  18. BEFORE Strategy sits on the shelf Knowledge of strategy is low Little faith that change will happen Reporting on day-to-day issues & fire fighting A culture focussed on short term / incremental AFTER People work on strategy every day Clear understanding of strategic direction Commitment to creating a better organisation Reporting focussed on improving the future A strategy focussed culture driving stepped changes in performance The difference we make

  19. Thank you for your time www.Plansin2Actions.com www.Plansin2Actions.com CONTACT US: Level 50, 101 Collins Street. MELBOURNE, VIC, 3000 Web Site : - www.Plansin2Actions.com In New Zealand Strategic Improvement Limited PO Box 28-479, Remuera AUCKLAND Phone : +61 3 9653 9279 Fax : +61 3 9653 9307 e-mail : info@Plansin2Actions.com Phone : +64 (0)9 520 0487 Fax : +64 274 422 010 e-mail : iain.valentine@plansin2actions.co.nz

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