IMA IT Webinar from Aug 13 2013

7/30/2019 IMA IT Webinar from Aug 13 2013

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Inside Talk Webinar Series 2013 Institute of Management Accountants. All rights reserved .

Inside Talk

1

Best Pract ices in Strategic Planning -Learn how to bui ld your playbook to

thr ive in peri lous t imes

Bob Paladino

August 13, 2013


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Inside Talk Webinar Series 2013 Institute of Management Accountants. All rights reserved .3

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Moderator

5

Steve Shannon

Director

Business Development

IMA


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Featured Presenter

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Bob Paladino, CPAManaging Partner

Bob Paladino & Associates, LLC


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Bob Paladinos Biography

Bob Paladino is the Founder and Managing Partner of his firm, which focuses on advisingexecutives and their teams on implementing and integrating CPM competencies includingestablishing a CPM function, Strategic Planning, Performance Management/BalancedScorecard, Quality Improvement, and Knowledge Management competencies.

He has authored the three of the top four best-selling books in the Corporate PerformanceManagement (CPM) field: Five Key Principles of Corporate Performance Management,

Innovative Corporate Performance Management and Corporate PerformanceManagement Best Practices.

As a former Chief Performance Officer of Crown Castle International in the Office of theCEO, Mr. Paladino directed the global CPM/Balanced Scorecard program to win both thecoveted international Hall of Fame Balanced Scorecard Award and American Productivity& Quality Centers (APQC) Best Practice Partner award. Wall Street Journal ranked CrownTop 20 Most Improved in Shareholder Value.

In his formative years, Bob was a global consultant for PricewaterhouseCoopers, theBalanced Scorecard Collaborative, and Towers Perrin; he is a Wharton dual MBA inFinance and Management, a CPA and a member of the AICPA.

Mr. Paladino donates book royalties to the United Flight 93 Memorial near his home. He ispublished in leading journals and is among the highest rated speakers at corporate andindustry events in over 60 cities globally.

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Upon completing this webinar, you will be able to:

1. Learn practical tools, methods and templates to

create value2. Acquire best practice models from successful

companies

3. Gain insights into the changing frequency of strategic

planning4. Understand strategic planning integration with

performance management

Learning Objectives


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How Can We Help You Achieve Results?

Years of Live Case Studies to Close the Strategy Gap(Page 1 of 3)

9

Please [email protected] secure your comp l imentary cop ies of top 5 art ic les

1. AICPA, (American Institute of Certified Public Accountants) How Can the CFO Contribute to the Top Line? atM7/Elbit Aerospace

2. APQC (American Productivity Quality Center), Crown Castle International's Corporate PerformanceManagement (CPM) System

3. APQC Magazine, Integrating Balanced Scorecard, Six Sigma, and Knowledge Management to Drive Value atCrown Castle International

4. APQC Magazine, Integrating Balanced Scorecard, Sarbanes Oxley and Knowledge Management (NadiaUpley)

5. APQC Research Reports: Enterprise Risk Management Reports I & II Executive Summaries only (BestPractice Company Cases)

6. ASMI (American Strategic Management Institute), Realizing Strategies Through Balanced Scorecard BasedBudgeting

7. ASMI, Innovative Corporate Performance Management, Boy Scout of Americas Journey to Excellence8. Better Management, Integrating the Balanced Scorecard and Total Rewards to Drive Value9. Business Finance Magazine, Fitting the Balanced Scorecard into BPM10. Business Finance Magazine, Retaining Knowledge Capital (TVAs response to an Aging Technical Workforce) 11. Business Performance Magazine, A New Brand Value: Integrating Branding in Corporate Performance

Management12. Business Performance Magazine, Moving Strategy Forward: Merging the Balanced Scorecard and Business

Intelligence To Drive Value
mailto:[email protected]:[email protected]


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10

Please [email protected] secure your comp l imentary cop ies of top 5 art ic les

13. Business Performance Magazine, Performance Promotion: Why CPM needs it Own Office, (with Gary Cokins)14. Business Week Research, The Payoff of Pervasive Performance Management, (Joe Mullich)15. Certified Management Accountant (CMA Institute), 5 Key Principles of CPM 3 Article set City of Coral Springs16. Coach (Russia), Excellence in Corporate Performance Management at Intercomp Global Solutions

(HR Outsourcing Firm)17. CFO Magazine Research, What CEOs want from Their CFOs Today18. CIO Insights, Corporate Performance Management and Metrics that Matter19. CorVu, Crown Castle International Case Balanced Scorecard Hall of Fame case summary20. Executive Insight, Finance Strategies & CPM for the New Normal, Co-author with CFO, MidMichigan Health21. HBS, (Harvard Business School Publishing), Balanced Scorecard Hall of Fame Case Crown Castle International

#1 HBS case22. HBS, How to Conduct a Balanced Scorecard Review to Create Alignment23. HBS, Survival Strategies for Unmerciful Markets: The Telecom Experience

24. HBS, The Challenge of Global Alignment, Crown CEO Shares his Perspectives25. HBS, Global Alignment: A Telecoms Tale Crown Castle International26. xxx IIE (Institute of Industrial Engineering ), 5 Key Principles of CPM, Strategic Product Development at Bayer/Medrad27. JCAF (Journal of Corporate Accounting & Finance Wiley), What is Strategic-Operational Misalignment Costing your Firm

Each Year?28. JCAF, Enterprise Risk Management, a Best Practice Approach, (with Sebastian Francis)29. JCAF, Missed Opportunities in Strategy and Enterprise Risk Management,(with DePaul Dr. Frigo & Federal Reserve

Banks CIO)30. JCAF, Strategic Financials: What Does the CFO Need in the Rapidly Changing Utility Market?


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Five Key Principles of CPMTraining, Consul t ing , Speaking c ontact

[email protected]

Please [email protected] secure your comp l imentary copies of top 5 art ic les

31. JCAF, Innovative Corporate Performance Management (Office) at Omaha Public Power District32. JCAF, Innovative Corporate Performance Management at Delta Dental of Kansas33. JCAF, Improve Earnings by Shifting Finance Dept. Resources to CPM Services at MidMichigan Health34. Knowledge Management Review, Taking its Knowledge Mgt Portal to the Next Level at Crown Castle

International35. Strategic Finance (Institute Management Accountants), Balanced Forecasts Drive Value36. Strategic Finance, (IMA), Strategically Managing Risk in Todays Perilous Markets at United Illuminating37. Strategic Finance (IMA), 5 Key Principles of Corporate Performance Management- 3 Article set on Bronson

Methodist Hospital38. Strategic Finance, (IMA), Innovative Corporate Performance Management 3 Article set on Sharp Healthcare

System39. Strategy Magazine, The Role of the Chief Performance Officer During these Perilous Times




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Five Key Principles of CPM: 26 Award Winning

Public, Private & Government Organizations

2013 www.paladinoassociates.comBob Paladino & Associates, LLC


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The Five Key Principles of Corporate Performance

Management Consists of Over 30 Best Practices

13

1. EstablishCPM Office &

Officer

2. Refresh &Communicate

Strategy

3. Cascade& ManageStrategy

4. ImprovePerformance

5. Leverage& ManageKnowledge


Source: Bob Paladino, Innovative Corporate Performance Management, Wiley Publishing, 2011


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PRINCIPLE 1.

ESTABLISH CPM OFFICE & CPM OFFICER

PRINCIPLE 2.

REFRESH & COMMUNICATE STRATEGY

1.2 Organization Reporting Level

1.1 Executive Sponsorship

1.3 CPM Office Staff

1.4 Leadership, Ability to Influence

1.5 CPM Process Ownership

1.6 CPM, Industry & Co Knowledge

1.7 Collaborative Maturity

1.8 Ability to Learn

2.2 Core & Adjacent Products/Svcs

2.1 Strategic Planning

2.3 Strategic Plan

2.4 Map Strategy

2.5 Link Strategy & Budget

2.6 Communication Plan

PRINCIPLE 5.

MANAGE & LEVERAGE KNOWLEDGE

PRINCIPLE 3.

CASCADE & MANAGE STRATEGY

PRINCIPLE 4.

IMPROVE PERFORMANCE

5.1 Develop KM Processes

5.2 Leverage Technology

5.3 Develop Expert Locator System

5.4 Link KM to Improve Performance

5.5 Link KM to Strategic Planning

5.6 Maintain Virtual KM Network

3.1 Partner with Business Owners

3.2 Level 1 Balanced Scorecard

3.3 Leverage Scorecard Design

3.4 Cascade to Lower Levels

3.5 Align Support Services

3.6 Align Teams & Individuals

3.7 Link Rewards & Recognition3.8 Manage Using Measures

3.9 Automate Measures4.1 Prioritize Improvement Projects

4.2 Leverage Customer Processes

4.3 Leverage Process Improvement

4.4 Benefit from Benchmarking

4.5 Create a Performance Improvement Culture

CPMAWARD WINNING

BEST

PRACTICES

5 Key Principles of CPM Core Best Practices

The Five Key Principles of CorporatePerformance Management:

Best Practices Pentagon




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CFOs Provide StrategicLeadership

15 2013 www.paladinoassociates.comBob Paladino & Associates, LLC


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Finances Strategic Leadership isEnabled byThe Five Key Principles ofCorporate Performance Management


Officer


Strategy



5. Leverage &Manage

Knowledge




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a) Growing

b) Holding steady

c) Declining

17

How would you characterize your enterprise

performance (revenue) in the past two years?

Polling Question 1


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Polling Question 1 Results

a) Growing

b) Holding steady

c) Declining

48%

38%

14%

How would you characterize your enterprise

performance (revenue) in the past two years?


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M7 Aerospace: Strategic Growth

19

M7 Aerospace LP has beenbought out by Israeli defenseelectronics company Elbit

Systems Ltd. for $85 millionin cash.

Haifa, Israel-based Elbit(NASDAQ: ESLT) specializesin developing aerospace,land and naval systems;

communications; computers;intelligence surveillance andreconnaissance; unmannedaircraft systems and airbornewarning systems

San Antonio Business Journal




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M7 Aerospace: Best Practice Case

20

Executive Views on Corporate Performance Management

CPM has literally transformed M7 from a start-up organization that was operating inbusiness unit silos with limited communication among the management team into anintegrated company with a full understanding of cause and effect across the entireorganization. Aiding the management team in fully understanding and reviewing the keyaspects of its business on a continual basis is essential for any high-performanceorganization.

Kevin Brown, (CFO Promoted to) President and Chief Executive Officer

The whole strategic evaluation process has been a great opportunity to get some of ournew personnels ideas and strategies on the table as well as rekindle our legacyemployees thoughts and perspectives. The BSC has given us a consistent perspectiveof how other departments are doing and how their capabilities could potentially assistupcoming ventures.

Steve Leland, Vice President, General Manager, Government Programs

The BSC has allowed us to do the analysis necessary to put the proper resources inplace to improve our business.

Mark Provost, Director, Engineering

The Balanced Scorecard has been instrumental in driving M7 Aerospace toward best inclass processes and procedures.

Brian Dannewitz, VP Supply Chain Management and Spares Sales




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a) Yes

b) No

c) I dont know

21

Does your organization have a CPM function or

at least a person who acts in this capacity?

Polling Question 2


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a) Yes

b) No

c) I dont know

33%

45%

22%

Does your organization have a CPM function or

at least a person who acts in this capacity?


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23

Awards & Honors Northrop Grumman World Class Team Supplier For the third consecutive year M7 Aerospace was awarded a supplier

award from Northrop Grumman Corporation. M7 Aerospace was selectedto receive a World Class Team Supplier award for its consistentlydemonstrated outstanding achievements and support of Northrop

Grumman programs. Institute of Supply Management (ISM) Excellence in Innovative Supply

Management (EISM)Award For the third year in a row M7 was one of just six companies to win this

award which is given annually to recognize and reward organizationalexcellence in the purchasing and supply management field.

The Boeing Company Supplier Quality Award The Boeing Company honored M7 Aerospace for its manufacturing

support of Boeings C-130 Avionics Modernization Program (AMP). Workperformed by M7 includes fabricating sheet metal parts, building hydroform parts; painting and priming; building cable assemblies and bendingtubes for precise applications.




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Inside Talk Webinar Series 2013 Institute of Management Accountants. All rights reserved

.


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Highlights, Notable Performance Results Financial (lagging indicators) M7 Aerospace has increased consolidated revenue by over 500% during

the past five years M7 Aerospace has increased consolidated EBITDA by over 1,000% in the

past two years

C23 BU maximized cash flow by reducing accounts receivable over 60days past due from $140,000 to zero

Engineering Services BU maximized cash flow by reducing accountsreceivable over 60 days past due from $160,000 to zero

Customer (lagging indicators) Customer: C23 BU achieved customer provided Customer Performance

Assessment Report (CPAR) Card ratings of very good for most of year Customer: Engineering Services BU achieved Boeing customer Best

Rating for Quality for most of year Customer: Engineering Services BU achieved Boeing customer Best on

Schedule Rating for Quality for most of year




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.


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Highlights, Notable Performance Results

Process (leading indicators)

Supply Chain: BU response time to provide parts to C23 BU program wasgreen, under 30 minutes for the entire year.

Process/Productivity: Government Business Development BU increased

the number of new Programs Identified for Evaluation from four to 32 inone year, an increase of 800%. C26 Peru program inventory accuracy exceeded agreed target of 98%, a

key customer requirement, for most of the year. Supply Chain Management BU response time to provide parts to C23 BU

program was green, under 30 minutes for the entire year. MRO BU amount of backlog booked exceed target for six consecutive

months. MRO BU on time delivery of services to internal customers or other M7

BUs was at or above target of 97% for the year. MRO BU on time delivery of services to external (outside M7 family of

BUs) customers was at or above target of 97% for the year.




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Process (leading indicators) MRO BU amount of backlog booked exceed target for six consecutive months MRO BU on time delivery of services to internal customers or other M7 BUs

was at or above target of 97% for the year MRO BU on time delivery of services to external (outside M7 family of BUs)

customers was at or above target of 97% for the year Parts/Spares BU secured more new customers than target for most of the year Quality BU increased percentage of in-bound parts cleared in 24 hours from

78% to 90% Finance Support provided necessary business analytics within 12 days after

month end consistently throughout the year

Contracts SU maintained all contract terms as current over 90% of the timefor the entire year Corporate Development SU provided timely quotes and modeling services

over 95% of the time for the whole year Development SU provided delivered Consolidated Scorecards on time 100%

of the time all year




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People (leading indicators)

People: HR SU improved selection and hiring process, thepercentage of employees successfully completing hiring

probationary period (30/60/90 day appraisals) increased to90 percent.

Information Technology: IT SU completed 100% of targetedtraining and certifications for the entire year.

Representative Lean Six Sigma team results: Dock to StockSpan Time Reduction project team successfully reduced

work-in-progress from 206.1 jobs to 38.3 jobs, an 81%decrease; and reduced process Lead Time from 30 hours to5.2 hours, an 82% decrease!




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.

The Five Key Principles of Corporate Performance

Management Consists of Over 30 Best Practices

28


Officer


Strategy



5. Leverage& ManageKnowledge




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.

a) Annually

b) Every six months

c) Quarterly

d) As needed

e) Never

29

How often do you conduct strategic planning?

Polling Question 3


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2013 Institute of Management Accountants. All rights reserved .


a) Annually

b) Every six months

c) Quarterly

d) As needed

e) Never

8%

15%

24%

4%

49%

How often do you conduct strategic planning?


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Strategic Planning Approach Used by BUs,Support Functions to Create a Strategic Plan

CPM Principle 2: Refresh and Communicate Strategy (Formulate)

Input Strategic Input

Documents Annual Report Industry Reports Market Research Industry Experts

AnalysesCore and AdjacencyAnalyses

Risk RewardMatrices

Business CasesFive ForcesSWOT

Pro FormaStatements

Strategies Products,

Services Geographies Customers Competencies Processes

Technologies Others

Strategic Plan Strategy Map Strategic

Objectives Draft BSC

Measures Draft BSC Targets Major Initiatives Budgets




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Principle 2: Refresh andCommunicate Strategy

Process Stage Approach Deliverables By BU Corp Rollup

Input Review company documentsand prepare strategic inputdocuments

Strategic Input Documents Templates for completion by team Draft core and adjacency map

X X

Analyses

Workshop 1Prepare Vector Maps,Identify Opportunities

Work shop 1 materials Core & Adjacency Maps X X

Workshop 2Prepare Opportunities Risk /Reward matrices +

Work shop 2 materials Risk reward matrices Five Forces SWOTs Business cases

X X

Strategies Workshop 3Formulate strategies

Facilitation Workshop 3 Customer, Financial, Process, Market,

Product, Service, People, Technology,Engineering Strategies

X X

Strategic plan Update Strategic Plan(ongoing)

Strategy Maps Strategic Objectives

Draft BSC Measures Draft BSC Targets Major Initiatives Capital and Operating Budgets

X X

Refine StrategicPlanning Process

Refine Strategic PlanningProcess (ongoing)

Flow chart of strategic planning process Process steps defined Work instruction level Source documents/ templates used

X X



Process to Build a Strategic Plan

S i


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Strategic InputDocuments

Strategic Plan Element Primary Leader Contact Secondary Leader ContactExecutive Summary

History

Markets- Regulatory

Markets- Competitors

Markets - Customers

Products/Services

Strategic Processes

Suppliers / Providers

Strategic Technologies

Facilitates

People & Competencies

Financial Condition




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Markets/Customers U.S. Military UAV/ISR SpendingUAV (Unmanned Aerial Vehicle) and ISR (Intelligence, Surveillance and Reconnaissance vehicle)

The Teal Group estimates that UAV spending will double in the next ten years. That amounts to a spendof $62 billion over the next decade. Over that same Timeframe, the United States will account for 72% ofResearch, Development, Testing and Evaluation (RDT&E) and 61% of all procurement expenses.


http://images.google.com/imgres?imgurl=http://www.air-attack.com/MIL/predator/predator_header.jpg&imgrefurl=http://www.air-attack.com/page/53/RQ-1-Predator.html&usg=__LsT-6LeuvWS1l19un0noGfMeOL0=&h=231&w=360&sz=9&hl=en&start=37&sig2=65yNbewSxuxLNN1YZs4diQ&tbnid=tGttU8LMOIgifM:&tbnh=78&tbnw=121&prev=/images?q=RQ+1+predator+uav&gbv=2&ndsp=20&hl=en&sa=N&start=20&ei=nNbUSvuVH4qcMMLX3JUDhttp://images.google.com/imgres?imgurl=http://ubisurv.files.wordpress.com/2009/03/hawk.jpg&imgrefurl=http://ubisurv.wordpress.com/2009/03/27/flying-into-trouble/&usg=__zPx8KVKJruuV4Dpkij1UneYrfUU=&h=347&w=550&sz=45&hl=en&start=5&sig2=a3jqgl2bYmvx8WetMEhfOw&tbnid=SFsW30cDemxi6M:&tbnh=84&tbnw=133&prev=/images?q=globle+hawke+uav&gbv=2&hl=en&sa=G&ei=XdbUSuz3PJHQNIHqtJQDhttp://images.google.com/imgres?imgurl=http://www.barnardmicrosystems.com/a_Shadow_200_2.jpg&imgrefurl=http://www.barnardmicrosystems.com/L4E_shadow_200.htm&usg=__hqFTYWhMIakikrpJQ1Jdz4x-voA=&h=934&w=1563&sz=67&hl=en&start=12&sig2=cHaPlGGp6bq5bxlJvWZg0g&tbnid=6Eumipe9_QMlfM:&tbnh=90&tbnw=150&prev=/images?q=rQ+7+shadow+uav&gbv=2&hl=en&sa=G&ei=AdbUStHUH5HkNcKr_ZQDhttp://images.google.com/imgres?imgurl=http://upload.wikimedia.org/wikipedia/commons/thumb/e/e9/MQ-1C_Warrior.jpg/180px-MQ-1C_Warrior.jpg&imgrefurl=http://en.wikipedia.org/wiki/MQ-1C_Warrior&usg=__8ljtjVAbgbG6SEKwjVONFyC5744=&h=129&w=180&sz=5&hl=en&start=8&sig2=sckC9eoBP92rvhGPuk3kLA&tbnid=3h8vBk9b8LhP-M:&tbnh=72&tbnw=101&prev=/images?q=1C+warrier+uav&gbv=2&hl=en&sa=G&ei=w9XUSvavGpGiMduuqZQDhttp://images.google.com/imgres?imgurl=http://fotogaleri.hurriyet.com.tr/LiveImages/Foto%20Haber/MQ-9%20Reaper/071127-F-2185F-105.jpg&imgrefurl=http://www.militaryphotos.net/forums/showthread.php?p=3857929&usg=__L-EFuo2Y_YTl6t3EnbnhSWeignU=&h=392&w=550&sz=14&hl=en&start=16&sig2=k1DvS5X1wiceUoRWEHKDjA&tbnid=Fuc7YCJJgVWPmM:&tbnh=95&tbnw=133&prev=/images?q=reaper+uav&gbv=2&hl=en&sa=G&ei=j9XUSr-UMJzUNISMqZQDhttp://images.google.com/imgres?imgurl=http://images.pennnet.com/articles/mae/thm/th_0701mae_sr04.jpg&imgrefurl=http://mae.pennnet.com/articles/article_display.cfm?Section=ARCHI&C=Feat&ARTICLE_ID=281659&KEYWORDS=ADS-B&p=32&usg=__kylcNjeaqvH-TKW6DDyBEFrbnzU=&h=235&w=300&sz=6&hl=en&start=31&sig2=B0Bue8s874z_L0h2s62VjQ&tbnid=PE4FybM5VsfdeM:&tbnh=91&tbnw=116&prev=/images?q=raven+uav&gbv=2&ndsp=20&hl=en&sa=N&start=20&ei=c9XUSvrULoTKNdPjtJQD


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Vector Map to Determine Current Business Profile

Regulators

CustomersTechnology

Channel Markets

People Skills,Capabilities

Processes

Strong

Core

Current

Future

Geography

ProcessDocuments

CDRLSubmittals

ProgramManagement

Databasecollectionsystem

EVMS Module

BAESystems

Web BasedApplications

CONUSOperations

USAF

NAVAIR

State Dept.

FAA 135Structure

FAA 145 RS ArmyRegulatoryCompliant

WeaponsSystemDCMACompliant

Army FixedWing

OCONUSOperations

SpaceOperations

Fixed WingLCCS

Rotor WingLCCS

ISR /UAVInstallations

WeaponsSystem CLS

MaintenanceLogistics

Field Repairs

Rotor Wing

FieldModificationsProgramManagement

Maintenance

Program Management

Quality Control

Configuration Management

Maintenance ForecastingDepot Mods

Products / Services

InternationalDirect

DCAA

(CAS)

Sr. Program Mgmt

ISR: Intelligence Surveillance and Reconnaissance

UAV Unmanned Aerial Vehicles

1




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.36

Vector Map to Determine Future Growth:#1 New Market for UAV and ISR

Regulators

CustomersTechnology

Channel Markets

People Skills,Capabilities

Processes

Strong

Core

Current

Future

Geography

ProcessDocuments

CDRLSubmittals

ProgramManagement

Databasecollection

system

EVMS Module

BAESystems

Web BasedApplications

CONUSOperations

USAF

NAVAIR

State Dept.

FAA 135Structure

FAA 145 RS ArmyRegulatoryCompliant

WeaponsSystemDCMACompliant

Army FixedWing

OCONUSOperations

SpaceOperations

Fixed WingLCCS

Rotor WingLCCS

ISR /UAVInstallations

WeaponsSystem CLS

MaintenanceLogistics

Field Repairs

Rotor Wing

FieldModificationsProgramManagement

Maintenance

Program Management

Quality Control

Configuration Management

Maintenance ForecastingDepot Mods

Products / Services

InternationalDirect

DCAA

(CAS)

Sr. Program Mgmt

ISR: Intelligence Surveillance and Reconnaissance

UAV Unmanned Aerial Vehicles

1

CurrentCapability

Adjacency

GameChanger



i i i k d


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.37

Opportunities Risk andReward Matrix:

1d

1. ISR/UAVa) Structural

Engineering

b) SystemsEngineering

c) AircraftSystems Mods

d) StructuralModification

e) Installation

Risk

Reward

High Risk/ High RewardGame Changers?

Plums

Why do It?

1c

2b

4

1b

12a

10

9

8b

7c

13

14

16

17

18

19

20

7b

8a

11b

11a

4b

2c

4b 1a

4e

4c

5b

5c

5d

Easy Wins

Current Capability Adjacency Game Changer Processes

1e

High

Low

High Low



Opportunity #1 has five key sub opportunities

R i St t C & Adj


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Inside Talk Webinar Series

2013 Institute of Management Accountants. All rights reserved.

38

Review Strategy: Core & AdjacencyVector Definitions

Implications for IT

Growth Vector Core Business(current business)

Potential Adjacencies(potential growth

opportunities)

Implications for IT Comments(for IT Portion of

Strategy Map)

ExpandChannel andMarkets

Fixed Wing,maintainexistingcustomer baseand servicebacklog

Expansion intoRotary Wing, ISRand UAV

Likely enter theseopportunitiesthrough JV tier 1customer as JVpartner

Core: Service maintenanceof accounts

Adjacencies:

Expand engineeringsystems for design, newcertifications, newdrawings

Update source transactionregisters to accommodatenew vendors, newcustomers, new partnumbers, new bills of

materials, and severalother new requirements

New JV partner and datasecurity in sharing files,access, clearances,numerous IT implications

Create newobjectiveson StrategyMap for theimplicationson IT



Strateg Map


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39

Strategy Map

Learning&

Capabilities

Customers

InternalProcess

Financial Stability

Financial

F2 Drive RevenueGrowth

F5 ContinuouslyImprove

Profitability

I10 ProduceQuality Products

P1 MeetTraining

Commitments

P2 MaintainRegulatory EPA Safety

& Govt SecurityRequirements

I15 SellIntegratedServices &Solutions

I4 MaximizeExisting

Account

P3 DevelopHigh Performing

Organization

Government Services

C0 ATP Ratings

I14 ImproveProcesses and

Procedures

I12 Deliver

Products OnTime

P4 EstablishBalancedScorecard

Accountability

Grow the Business New and Sustainment Operational Excellence

Voice of the Custom er

I6 Closing Sales

(Bids intoAwards)

F4 OptimizeWIP

I3 JV, Partner with Tier1 Supplier on UAV/ ISR

Program Pilot

I1 Win AdditionalBAE CMWS Design /

Installation Fixed

Wing Program

I2 Win initial rotorwing BAE CMWS

program



Ch t Y P th U i th 5


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40

Chart Your Path Using the 5Level Maturity Model

CPM Principles 1-5 Roadmap and Maturity Year 1 Year 2 Year 3

Key Supporting Processes Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

Principle 1: Establish & Deploy CPM Office

1.1 Executive Sponsorship (example) 1 2 3 4 5

1.2 Org Level, Reporting Level

1.3 CPM Office Staff

1.4 Leadership, Ability to Influence

1.5 CPM Process Ownership

1.6 CPM, Industry, Co Knowledge

1.7 Collaborative Maturity

1.8 Ability to Learn

Principle 2: Refresh & Communicate Strategy

2.1 Strategic Planning

2.2 Core, Adjacent Products2.3 Strategic Plan

2.4 Map Strategy

2.5 Link Strategy to Budgeting

2.6 Communication Plan

2013 www.paladinoassociates.com




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a) Vector mapb) Risk reward matrix

c) SWOT (Strengths, Weaknesses, Opportunities & Threats)

d) Five Forces

e) Other

41

What primary strategic planning method does your

enterprise rely on?Polling Question 4


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a) Vector map

b) Risk reward matrix

c) SWOT (Strengths, Weaknesses, Opportunities & Threats)

d) Five Forces

e) Other

2%

6%

26%

8%

58%

What primary strategic planning method does your

enterprise rely on?

Leverage Level 5


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Leverage Level 5Best Practice Cases

Page Organization Key Point

91 Chapter 5 Principle 2 Refresh and Communicate Strategy

92 Summary Best Practice Table

94 Cargill (104) Leadership System, Strategy Formulation, ERM

104 City Coral Springs (111) Strategic Planning Process (SPP), KIOs, Customer Inputs

112 Delta Dental (120) SPP year round, LR Plan, Budgeting, Strategy Map

120 Lockheed Martin (128) PESTEL, CCM CMU, Strategy Map/Themes diagram

129 M7 Aerospace/Elbit (136) SPP, Core/Adjacency, Five Forces, SWOT, Strategy Map

136 Mueller(144) Culture Maturity Model, Strategy Map, Budgeting

145 NStar SPP, Budgeting, CPM

148 Omaha Public Power(156) SPP, Strategy Map, Communications Plan

157 Poudre Valley Health System (165) Path to Success, 7 Steps, Objectives Table

165 PSE&G (170) SPP, Strategic Initiatives, Strategy Map diagram

170 Sharp Healthcare System (181) SPP Diagram, Pillars table, Comms Plan table,

2013 www.paladinoassociates.com




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[email protected] Wiley Publishing

Available on www.amazon.com


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Questions & AnswersUse the Q & A Panel to send your questions to our panelists

Bob PaladinoManaging Partner


Steve ShannonDirector

Business DevelopmentIMA


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Thank You to Our Featured Presenter!

Bob Paladino, CPAManaging Partner

Bob Paladino & Associates, [email protected]


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Final Reminders Complete the Evaluation poll on your screen

Access to your CPE Certificate 2 Options

Click the CPE icon at the bottom of your screen

or

Click the link in your post-event email

Please print or save a copy of the CPE certificate

Your CPE credit will be automatically recorded in yourtranscript.

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Notification of Future Webinar SchedulesNextWebinar:

Elevate Your Financial Processes in the Cloud

Wednesday, August 21, 2013 1 p.m. EDT

For Upcoming Events:

Visit IMAs website at

www.imanet.org/programs_events/webinars.aspx

Log-in with your User Name & Password Remember to check IMAs Learning Spotlight for

upcoming webinar events

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Thank You!

IMA IT Webinar from Aug 13 2013

Documents

Transcript of IMA IT Webinar from Aug 13 2013