Leveraging the words of that great philosopher Wayne Gretzky€¦ · By leveraging the words of...

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Leveraging the words of that great philosopher Wayne Gretzky

DAMA Chicago Meeting

December 2018

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Situational analysis● In speaking with data people . . .

○ Many feel like they are currently treated

■ Like punch presses

■ We get a request for a report, we generate the report, we deliver the report

■ We are chronically brought in too late, on projects

○ How we should be treated

■ We should be treated like the valuable internal consultants we are or can be

■ Like the strategic contributions

■ We should be brought in early on projects, to highlight opportunities and challenges

● In speaking with the C-suite

○ Many talk in a series of isolated data dots

○ Trying to leverage KPIs, scorecards and dashboards

○ Yet never really showing how all of the dots, KPIs, metrics all fit together

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People are happier, faster and more productive when . . . ● They can see the flow of the business (from potential to profitability)

● See where they fit into the flow

● How they link up

● And how they impact the whole

By the end of this deck you should know how to do this for your company.

Note: The good news is that it doesn’t cost anything, take much time, and it isn’t that hard

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Challenges

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● Things have been this way since the beginning of time

● This is almost universal across all companies

● How much are business schools part of the problem?

○ We can teach people how to split atoms

○ We can teach people how to transplant hearts

○ But we can’t teach people how marketing, finance and operations all fit together?!?!

■ That is just intellectual malpractice

■ It all fits on a restaurant placemat and is suitable for coloring

● The good news is, the solution:

○ Doesn’t really cost anything

○ Doesn’t take much time

○ Doesn’t require new systems or people

○ It does however require a slightly new way of thinking about things (is that too scary)

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How do we solve for all of this?By leveraging the words of that timeless philosopher Wayne Gretzky!

When Wayne was asked why he is such a great hockey player, he answered

“I skate to where the puck is going to be, not to where it has been.”

In order to do this, Wayne does three things:

1. He sees where all the dots are

2. How all of the dots fit together

3. And then positions himself in the right place, to do the right things,

given steps 1 and 2

Isn’t this what we want to do with our companies?

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Here is a list of dots

Thought exercise to illustrate the value of organized thinking Connecting the dots

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Here is a list of dots Here is where they live

Thought exercise to illustrate the value of organized thinking Connecting the dots

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Thought exercise to illustrate the value of organized thinking

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Connecting the dots

Here is a list of dots Here is where they live Here is what this means

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Thought exercise to illustrate the value of organized thinking

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Connecting the dots

Here is a list of dots Here is where they live Here is what this means

Which set of dots would Wayne find the most useful?

How does your company understandyour dots?

Integrated thinking

95th/Dan Ryan

Ashland/63rd Cottage Grove

Midway

54th/Cermak

Forest Park

Harlem/Lake

O’Hare

Kimball

Dempster

Howard

Linden

Loop

95th/Dan Ryan

Ashland/63rd

Cottage Grove

Midway

54th/Cermak

Forest Park

Harlem/Lake

O’Hare

Kimball

Dempster

Howard

Linden

Loop

54th/Cermak95th/Dan RyanAshland/63rd

Dempster

Cottage Grove

Kimball

O’Hare

Forest Park

Howard

Linden

MidwayHarlem/Lake Loop

If Wayne is trying to get from Dempster to Midway, which is the most useful?

Same number of elements

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Integrated thinking

95th/Dan Ryan

Ashland/63rd Cottage Grove

Midway

54th/Cermak

Forest Park

Harlem/Lake

O’Hare

Kimball

Dempster

Howard

Linden

Loop

95th/Dan Ryan

Ashland/63rd

Cottage Grove

Midway

54th/Cermak

Forest Park

Harlem/Lake

O’Hare

Kimball

Dempster

Howard

Linden

Loop

54th/Cermak95th/Dan RyanAshland/63rd

Dempster

Cottage Grove

Kimball

O’Hare

Forest Park

Howard

Linden

MidwayHarlem/Lake Loop

Same number of elements - but which data is the most usefulBehold the power of integrated thinking

It’s not just about knowing about the number of things in your environment, but also about knowing how they all fit and work together

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Take three groups of people --

have each group assemble the exact same jigsaw puzzle

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Thought exercise to illustrate the value of organized thinking Puzzle Box Lid

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● The first group with the puzzle pieces face down

● The second group with the puzzle pieces face up

● The third group with the pieces face up

and with a copy of the puzzle box lid

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● The first group with the puzzle pieces face down

● The second group with the puzzle pieces face up

● The third group with the pieces face up

and with a copy of the puzzle box lid

Which group is going to be the happiest, the fastest, the

most productive? The group with the puzzle box lid.

Does your company know what their puzzle box lid

looks like!

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Some business people can’t understand the value of having the left-hand know what the right-hand is doing.

These people should really choose another profession.

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The power of data people● Being data people, you are closer to the data than anyone else

● If you apply a thin veneer of business knowledge over the top of the data . . .

(not a very thick one, just a thin one)

● You now know how all of the data fits together

● Knowing not just the data, but how it all fits together means that data people

are now the smartest people in the company!

● As the smartest people in the company, you can now go on to crush all of

those who oppose you!!! Or at least be more like Wayne.

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It all started when, a CEO asked . . .CEO:

“How do we best grow the company?”

Manager:

“We need to do some of this, and some of that.”

< 30 second pause >

CEO:

“What I really need to know is how do I best invest in the

company?”

Manager: “That is a different question.”

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WWWD (What would Wayne do?)

Business flows from potential to profitability

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Profitability for both the company and the customer

Both need to win. Because if one doesn’t win, then neither wins. One will walk away from the other!

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It's just a conversation WITH WHAT WE ARE GIVEN . . .

● Define the Subject to drive

● What does Playing Field look like

● Business/Customer Objectives

● Customer Perceived Value

● What is the Potential given above

WHAT DO WE DO ABOUT IT?

● What do we Offer given above

● Hook Customers to Value Delivered

● What are the Key Learnings

WHAT ARE THE RESULTS?

● What are the Revenues

● What are the Costs

● What is the Profitability

HOW SUCCESSFUL WERE WE?

● What are Perceived Future Trends

● What Value to Shareholders

● What is the Balancing Point

between Value to Company and

Value to the Customers

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The power of knowing how it all fits together - Kring Strategy Mapping

From the book:Business Strategy Mapping - The power of knowing how it all fits together

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The power of knowing how it all fits together - Kring Strategy Mapping


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Kring Strategy Mapping


Product Development

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How to best invest marketing

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Area of Focus #1

Area of Focus #2

Area of Focus #3

1 - Objectives

2 - Measures

1 - Objectives

2 - Measures

1 - Objectives

2 - Measures

KPIs, Scorecards and Dashboards, oh my!KPIs (Key Performance Indicators)

Dashboards

Is this number supposed to be 5X larger than the others?

How do all of these numbers relate to each other?

How do we prioritize all of this?

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Leveraging this knowledge

This isn’t an academic exercise.

This is to be proactively used for:

● Strategy development

○ Marketing strategy

○ Financial strategy

○ Operations strategy

○ etc.

● Portfolio management

● Change management

● For everything

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Strategy developmentSwitching up metaphors, it is much

easier to build when you know

what your business blueprint looks

like


Patients / Shoppers

B 2 C

Customers

Strategy development

One company ACME Corporation (name changed for privacy reasons)

had a jumbled mess on their hands.


Patients / Shoppers

B 2 C

Customers




Everyone at ACME was trying to optimize their piece of the

company, but little if anything was aligned.


Patients / Shoppers

B 2 C

Customers




Everyone at ACME was trying to optimize their piece of the

company, but little if anything was aligned.

This gave competitors an edge.


Patients / Shoppers

Patients

Is an input into

Is an input into

B 2 CB 2 B 2 C

Customers

Customers

Bomb Co.

Bomb Co.


Things got worse

when they added

their B2B clients

into the mix


Patients / Shoppers

Patients

Is an input into

Is an input into

Customers

Customers

Bomb Co.

Bomb Co.


And since some of

their B2 C customers

were the same as their

B2B2 C customers,

the disconnects were

causing real damage

B 2 CB 2 B 2 C

= sometimes the same people


Patients / Shoppers

Members Patients

Is an input intoIs an input into

Is an input intoIs an input into

B 2 CB 2 B 2 C

Customers

Customers Customers

Anvil Co.

Anvil Co.

Bomb Co.

Bomb Co.



And the

damage got

worse as their

business grew


Patients / Shoppers

Members Patients Patients

Is an input into Is an input intoIs an input into

Is an input intoIs an input into Is an input into

B 2 CB 2 B 2 C

Customers

Customers Customers Customers

Anvil Co.

Anvil Co.

Bomb Co.

Bomb Co.

Trap Co.

Trap Co.



Without understanding their

business blueprint, they weren’t

able to build together

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Patients / Shoppers




B 2 CB 2 B 2 C

Customers


Anvil Co.

Anvil Co.

Bomb Co.

Bomb Co.

Trap Co.

Trap Co.



Without understanding their

business blueprint, they weren’t

able to build together.

Giving competitors a bigger edge!

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Patients / Shoppers




B 2 CB 2 B 2 C

Customers


Anvil Co.

Anvil Co.

Bomb Co.

Bomb Co.

Trap Co.

Trap Co.

Strategy developmentOnce they built and saw this,

their business blueprint, it fixed a

lot for them: alignement, etc.


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Patients / Shoppers




B 2 CB 2 B 2 C

Customers


Anvil Co.

Anvil Co.

Bomb Co.

Bomb Co.

Trap Co.

Trap Co.

Strategy developmentAnd routinely using the business

blueprint fixed even more! = sometimes the same people

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Portfolio management


Portfolio management● ACME had $100 million in projects

for the year



for the year

● But only had $10 million in the

budget, for new projects for the year



for the year



● They needed to make some tough

investment decisions



for the year



● They needed to make some tough

investment decisions

● The good news is that by using KSM

and lining all of the projects up, it was

much easier to see what paid off, and

the synergies between the projects

Project #1

Project #2

Project # X

Customers

Anvil Co.

Customers48

Change management


Change management

Customers

We are here


Change management

Customers Customers

We are here

We want to be here

1

2

3


Change management

Customers Customers

We are here

We want to be here

● We only need to

change 3 things

1

2

3


Change management

Customers Customers

We are here

We want to be here

● We only need to

change 3 things

● How do we want to

close the gap?

1

2

3


Change management - success factors

Customers Customers

We are here

We want to be here

1

2

3Change management is so much easier when people can visually see:


Customers Customers

We are here

We want to be here

1

2


● Given the flow of business



Customers Customers

We are here

We want to be here

1

2



● Where they fit, how they link-up, how they impact the whole



Customers Customers

We are here

We want to be here

1

2




● And typically the small number of things that need to change



Customers Customers

We are here

We want to be here

1

2




● And typically the small number of things that need to change

Without this, the fear of uncertainty dooms many change

management initiatives before they even start



Betty and change managementI was just about to present the results of a site expansion, due diligence, opportunity

evaluation, when Betty stopped me on the way in, to ask what I was going to present.

I told her, and she immediately let me know about the challenges between her department

and my department. The conversation had a strong, “Us-vs.-Them” feel to it.

15 minutes into the presentation Betty said “We need to do this”, and We need to do that”

After the meeting I asked Betty why things had shifted from Us-vs.-Them to We.

She told me that once I showed her the flow of the business, where she fit into it, how she

linked up into it, and how she impacted the whole, that it was now easier for her to see, that

when I get a hole in my section of the boat, her ankles get wet!

That WE need to work together! (Go Betty go.)

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What some use it for . . . ● Marketing and brand strategy

● Portfolio optimization

● Workforce alignment

● Data integration (including big data)

● Product development

● Operational optimization

● Strategic planning

● The list goes on

Once you know how it all fits together, everything gets easier

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You now have choices to makeThe world (which includes your competitors) are getting better at leveraging

integrated thinking

You can:

1. Do nothing and wait until it might be too late for you and the company

=== OR ===

2. You can leverage integrated thinking for yourself, and get others to do it

The choice is yours. I can help you if you would like to do it more quickly.

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What would Wayne do?

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