Strategy Planning Team Design Proposal
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©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
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Speaker Name – TitleSeptember 22, 2010
Strategy & Planning
Team Design and Functions
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Executive Summary
– Overview of Strategy and Planning Shared Service across Global Sales Ops • Improving co-ordination and communication• Helping to prioritize and focus• Provide key personnel and resources for:
− Strategy− Analytics− Planning− Project Execution
– Strategy and Planning linkages outside of Global Sales Ops• HPSS Business Planning• HPSS Sales Strategy / Planning• HPSS Business Unit Strategy / Planning• Regional Planning
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Organizational Alignment
WW Strategic Prog & Readiness
Strategy & PlanningStrategy creation & clarification - Global Ops-with BU and Sales- Prioritization-Hoshin Process?
Analytics- Customer- Field
Annual Planning- Planning Design-Planning Execution
PMO- Key project design-Key project execution-Process improvement
BU Strat & Plan Biz Planning VP Sales
Chief of Staff Executive AssistantShared Services- Infrastructure- Data base (s)- Tools- Development- Operations
Sales Comms Sales Readiness
Dev & Delivery
GTM / Sales Programs
Perform Mngmt
HPSS CoE
Region Planning
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Strategy and Planning to work across Global Ops to help create a common vision and list of priorities
– Impacts Include:• Better targeting of Programs to top customers and sales programs
• Align resources to improve Revenue growth
• Less wasted resource / slack in organization translates to higher productivity
• Employee morale improvement via clarity and consistency of roles throughout fiscal year
– Resources needed
• Improvements in Analytics data
• Based on priorities possibly more PMO resources to help guide faster project execution
• Personnel to drive cross-org Hoshin planning
– Implementation timeline
• Get agreement on high level outline – October
• Begin implementation Q1
Recommended Action
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– Get agreement on high level outline of Strategy & Planning Role in Global Ops
– Obtain cross-management team input on Strategy and Planning key value points (provide more detailed outline including)
• Hoshin tools and process
• Skills team can provide across org
• Synergies with Shared Services team
– “Flesh-out” detailed team roles and inter-connection points based on input across Global Ops and outside Global Ops
Next Steps
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Benefits and Potential Risks
Benefits Potential Risk
– Department resistant to planning
– Department “Turf” issues
– Change resistance
– Stretch Strategy and Planning too thinly
– Missing key talents on Strategy team
– Improve linkages between strategy, annual plans, execution
– Create clearer, cleaner process for business planning Use valuable Strategy personnel in more creative ways
– Increase Strategy team talents and satisfaction
– Help org focus on most important / most productive programs
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Strategy & Planning
– Problems include:• Unclear alignment between Business Unit / Sales Strategy and Global Ops
Plans and Execution
• Need prioritization of initiatives and programs combined with scarce resources
• Un-clear decision making process and roles / owners in flow of strategy, planning, and execution
– Opportunity for change:• Start Q4/1 allows alignment of strategy and plans with execution and
resources / personnel earlier in FY 2011
• 2011 - Second time through Sales Planning provides visibility to process now
– Why is change important?• Need to make sure money and people are devoted to the most important
HPSS strategies
• Little or no increase in money or people in 2011 so need to be highly productive
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Global Ops Hoshin Planning
Global Operations Business Plan
Mission
Breakthrough Projects
Deliverables
Results and Metrics
2 YearTimeframe
Annually
HPSS Business and Sales Plan 2+ YearTimeframe
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Hoshin Planning Steps– 1) identification of critical business issues that the
organization faces;
– 2) establishment of business objectives to address these issues;
– 3) definition of the HPSS over-all goals;
– 4) development of strategies that support the over-all goals;
– 5) definition of sub-goals or tactics that support each strategy;
– 6) establish metrics for measuring process performance;
– 7) establishment of business fundamental measures.
– The first 3 steps of this process are handled by top management, with the defined over-all goals supported by the rest of the organization through steps 4-7.
HP
SS
definedG
lobal Ops
defined
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Rationale of Sales planning
• To have systematic, planned and methodical way to set HPSS biz and sales strategic priorities
• Clear implementation / action plan for FY11
• To get input from all HPSS stakeholders and to define strategic initiatives in much more planned way
• Strategic initiatives in line with EB
• To communicate a clear plan on 1st Nov.
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Stage
Input
Activities
Output
Milestone
Revisiting Strategic Plan – Establishing
process steps
Conducting external and internal analysis
Top level ASPIRE / Growth targets
Formulating
Strategic Plan
Coverage Model
Quota by account
Communicating
and Executi
ng Strateg
y
May June July August Sept Oct
•Previous years work planOverall and BU specific previous 2 years financial results; previous 2 years strategy•Industry market analysis input from ext. consultants
•Set of internal/external assumptions•End evaluation of performance against current strategy•Growth ideas; preliminary set of strategic alternatives
• Strategic planning tools /templates
• HPSS Planning Team defined targets and goals• Coverage model and HQ guidance•Planning guidance
•Final BU strategic and operational plan•Quota by account
• Final plan tie off with EB and HPSS WW teams• Finalise Strategic Initiatives for FY11
BU Strategy
•HPSS Planning team & management review previous year’s financial results; use as baseline for new strategy•BU reviews on previous years performance•Pre-planning dialogue•HPSS Planning Team establishes rules for the planning process•Conduct external market research on industry
• Customers, economic factors and competitors identify key changes, SWOT analysis, BUs to support analysis• HPSS Planning Team evaluates core competencies• HPSS Planning Team examines portfolio for growth opportunities• HPSS Planning Team identifies objectives/common assumptions• Planning Dialogues between corporate, Sub-regions and BUs
• Quarter end; less involvement of sub-regions/BUs• Preparation of templates and plans for August
•HPSS Planning evaluates alternatives and decides on strategy, with active participation from MD/VP•Centre works with individual BUs develop BU specific targets and goals •Provides coverage model guidance
•Finalise quota by accountsCoverage triangle by sub-regions and by BU
•Final changes and communication of strategic plans• Communication of Strategic Initiatives for FY11
• Work plan (process steps) for upcoming planning cycle• Preparation for the management meeting
• SWOT analysis• Assessment of Strategic Initiatives •Preliminary list of Strategic Initiatives• Preliminary Coverage Model
• Templates and Planning Guidelines ready
• Coverage Model communicated to Sub-regions/Bus
• Adjusted BU plans• Business plans for all sub-regions/BUs
• preparation of companywide communication
• Current years analysis – performance and pitfalls• Preplanning for the management meeting in June
• 2 days off site management workshop•Discussion and approval of preliminary Coverage Model and Strategic Initiatives
• Sub-regions / BUs submit plans for approval• Sub-regions / Bus submit their first draft of quota by account
• Final sub-region / Bus coverage model and Business Plan
• Pre-plan communication for FY11• Pre-plan issue of sales letters
HPSS SALES PLANNING – HIGH LEVEL PROCESS
©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
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Appendix
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Strategy Planning Flow – Global Ops
1 2 3 4Long term strategy FY 2011 Plans Prioritized Programs Resource needs
HPSS Overall strategy and Sales strategies
Global Ops Hoshin plans
Departmental prioritized programs / initiatives
Personnel, Money, Resource, and Training
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