NNHRA Workshop Strategic Planning, Clarity & Alignment in ...€¦ · 2. Narrow the Focus & Being Agile > Roadmaps & 90-Day Goals/OKRs 3. Performance with a Different Mindset > Health

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NNHRA Workshop

Strategic Planning, Clarity & Alignment

in Times of Uncertainty

The world is changing and so is strategy & organizational development.


Presenters Erica Olsen: CEO/Co-Founder

[email protected]

Jeff Brunings: Senior Strategist

[email protected]


The world has changed.

So should the way organizations

manage & lead.

Agile. Adapt. Survive. Thrive.

Today’s Session

Adapt quickly to the changing business environment and discover

ways to reassess your 2020 organizational strategies and goals, all

while maintaining motivation and morale.


What has fundamentally changed?

1. New business models & “ways of working” > Strategic Changes

2. Narrow the Focus & Being Agile > Roadmaps & 90-Day Goals/OKRs

3. Performance with a Different Mindset > Health Metrics

4. Compressed timeframes > Assessing results and aligning teams weekly

Creating an agile approach to planning & results management =

Responsive strategic decision making & resource alignment



#1 Changing Business Models &

Ways of WorkingWhat temporary shifts should you make permanent?


This crisis has result in significant and positive shifts to our business

model. Many of these forced shifts can be permanent because it is a

better use of resources, improved quality of life for staff and enhanced

impacts to your customers.

Questions to Ask:

• What shifts were we forced to make that we should make

permanent because..

• Customer value is increased

• Employee satisfaction is higher

• Productivity is better

• Other?

• How will we make the shifts permanent?

• What are some ways we can replace revenue?

Permanent

Shifts


Continue partial work from home

Use of telecommuting/work-from-home, implement new policy.

Commit to digital delivery

Continue digital delivery of services specifically….

Controlled urgency w/ a faster pace of work

Deadline-driven work; Less ‘stretched out’ goals and fewer moving

goalposts; More deliverables

Asynchronous working

More use of Slack; Show off tangible results of our work.

More engagement with stakeholders

More open communication & a form for partners to request content

changes and additions

Examples


Ways of

Working


#2 Agile Roadmapping &

90-Day FocusNarrow the focus & recalibration of team priorities.


• Now it's about the essential fundamentals based on newly established

priorities.

• There’s no room for nice-to-haves.

• Preservation & resilience mode, instead of growth mode.

• Shifting planning from timelines to trigger events.

• Roadmaps are phase based vs. calendar based.

Narrow

the Focus


Agile Roadmap

Critical Phase Stabilizing Phase Recovery Phase

Tri

gg

ers

Ex: Shelter-in-place is required. Ex: Travel ban is liftedEx: Orders grow for 3 consecutive weeks

in a row

Sh

ifts Shift all staff and customer processes to

online/virtual delivery.

Pri

ori

ties 1. Ensure all staff is connected and has clear

priorities.

2. Assess the status of all customers.

3. Engage with all customers.


Setting Team Priorities

Likely, your current plan has a lot of team-level goals and initiatives. Some

may be relevant, some may not be.

• Keep team goals, key results or initiatives that are directly focused

on improving health metrics. Metrics don't move themselves!

• Keep or develop one strategic initiative per team or team member

that is focused on building the future.

• Pause or delete all items that are not doing one of the two items

above.

• Make sure everyone on your team has at least 2-3 goals, key results,

or initiatives for the next 90 days.

Staying

Aligned


#3 Establishing Health

Metrics

Performance with a different mindset.


1

5

Shift Your Focus

From Growth to

Viability

To do that, think differently in

the following three aspects:

Jettison Target

Setting in Favor

of Thresholds

Instead of putting forth

and aspirational goal,

you are communicating

good organizational

performance is staying

above a threshold.

Mission-Critical

Drivers Instead of

Lagging Metrics

You want to see early

warning signs to allow you

to take action quickly.

Example: Operational

breakeven

Get Rid of Your

Organization’s

Glam Metrics

Glam metrics make

everyone feel good, but

in no way drive business

performance.

Example: Facebook likes


Financial Viability: The shift here is to really look at financial metrics that

indicate viability not profit creation.

New Customer Acquisition: This is the area with the most leading

metrics related to health. Steer away from glam metrics to focus on those

that actually lead to new business.

Current Customer Retention: Managing a current client base is very

company specific. Work on finding metrics that you can watch weekly

instead of the standard monthly metrics.

Operational Efficiency: Remembering these are intended to be health

metrics not operational stats, it's important to just pull out those that are

directly leading indicators of team and resource efficiency.

Team Health & Wellness: Probably the hardest of the bunch to measure,

consider putting new methods in place to take a temperature check of

your team's health.

Examples


Examples

Strategic Priorities Health Metrics

Financial Viability

• Operating Surplus/Gap (Revenue - Operating Expenses)

• Cash Reserves

• New Sales Revenue to Goal or Previous Month (New revenue acquired in the period)

New Customer

Acquisition

• Website Traffic (CAUTION: This can be a glam metric.)

• New Leads (Number generated by marketing activities)

• SEO/ Ad /Social Campaign Conversion (Number of new leads by campaign)

• Sales Growth Year-to-Date (Month over month change in new revenue or deals)

• Qualified Leads (# in the pipeline meeting qualifications & have a likelihood to close)

• Dollars in Pipeline (Total contract value of qualified leads)

• Lead-Conversion or Close Rate (Number of leads/number of new customers)

Current Customer

Retention

• Committed Customers (Number of active, contracted customers)

• Engaged Customers (Based on purchase frequency or product use)

• Retention Rate (# of customers at end of a month-# of new customers/# of customers at

beginning of the month)

• Backlog (Dollars contracted but not used)

Operational

Efficiency

• Delivery Times (Committed time to delivered)

• Sprint Commitments (% of tasks delivered to those committed)

• Error Rates (% of defective product to total)

• Billable Hours (% of time spent delivering work to total)

Team Health and

Wellness

• 1:1s Held (Number of 1:1s to of employees)

• Sentiment Check (Weekly 1-question survey)

• Goals/OKRs on Track/Achieved (% of items on track or achieve across all staff)


Pulse

Survey

ScorecardTo monitor weekly

Health Metrics Threshold FY20 Goal

Cash Reserves (thru FY) $1,XXX $1,XXX

Operating Surplus/Gap Breakeven

Expenses

Monthly Operating Expenses (adj.) $140,000 $140,000

Wish Costs/Need $33,000 $5,500/per

Revenue Needed - Total $685,000

Over the Edge $300,000 $450,000

Walk for Wishes $55,000 $88,500

Fund-a-Wish (5-6 wishes/month) $135,000 $135,000

Wishes Granted

Wishes in Pipeline

Wish Cost

In-Kind Raised

Committed Revenue in Pipeline

Returning Revenue in Pipeline

Major Donor Contacts

Gifts Per Week 60 262

Social Media Engagement (# per week) 500 1000

Campaign Open Rates (Weekly average) 20% 26%

Website Traffic (weekly) 750 Sessions 1250 Sessions

Staff Priorities thru Aug

Development:

• Re-engage current donors (LYBUNTS).

• Apply for grants.

• Steward and engage donors.

• Ask for increase from private and community foundation FY20

grants

• Build prospects - donor-advised funds & companies not adversely

affected

• Create charity streaming fundraisers.

• Raise cash to grant non-travel wishes.

• Build development volunteer resources

Communications:

• Launch Messages of Hope campaign.

• Maintain media coverage.

• Engage wish families and constituents digitally (i.e. Home

Gatherings)

• Create high-quality digital content.

Wish/Program:

• Shift wish processes to digital.

• Grant non-travel wishes where possible.

• Secure sponsors & in-kind for non-travel wishes.

• Assess wish family, volunteer, and medical partner status.

Events:

• Secure Over the Edge building.

• Try to shift Prosource online.

• Support external events.

Ops/Finance/Admin:

• Facilitate staff transition to virtual.

• Microsoft Teams Implementation

Secured LOC & SBA Disaster Loan -secured

• Maintain Galaxy Initiative schedule

• Budget/Project for FY20 and FY21

• Implement VOIP phone system

Cover $1XXK per month

(operating expenses & 5-6 wishes/month).


#4 Weekly Health Checkin

Assessing and reviewing results weekly.


Overview

Use discussion flow and talking points for those reporting on results.

Importantly, the meeting needs to be fast-paced and conclude with clear

calibration of priorities for the week.

Tip: Once you have a good rhythm, rotate the meeting lead so that

everyone on your team facilitates MetricMondays.

MetricMonday Agenda

• Frequency: Weekly for 60 mins

• Attendees: Executive Team and/or whole team

• On the Screen: OnStrategy Dashboard

• Metric and Goal Owner Talking Points: How are you performing against your

established threshold? If you are on target, are there any actions for the week? If you are

off target, what is the proposed action?

Weekly

Health

Checkin


Weekly

Results

Dashboard


Protect the Health of Your Business Toolkit

https://onstrategyhq.com/products/protect-your-business/

Ways of Working Poster

https://onstrategyhq.com/resources/downloadable-recovery-guide/

Protect the Financial Health of Families

http://www.opportunityalliancenv.org/

More

Resources

https://onstrategyhq.com/products/protect-your-business/

https://onstrategyhq.com/resources/downloadable-recovery-guide/

http://www.opportunityalliancenv.org/


[email protected]

NNHRA Workshop Strategic Planning, Clarity & Alignment in ...€¦ · 2. Narrow the Focus & Being Agile > Roadmaps & 90-Day Goals/OKRs 3. Performance with a Different Mindset > Health

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