develop your service strategy - hdi conference
TRANSCRIPT
This session is designed to assist senior service leaders in creating and aligning
their organizational service strategies with their businesses' goals, objectives, and
values.
What is Strategy?
Stra-teg'-y (n.)
A systematic plan of action to achieve a goal.
STRATEGIC TACTICAL OPERATIONAL
Creating long-term vision, goals and
objectives based on achieving a desired
end result
Implementing projects or continuous improvement activities moving you closer to
achieving your strategic goals / objectives
Repetitive activities that are the day-to-day
core processes that achieve the tactical performance goals, objectives and SLAs
Why Develop a Strategy?
In order to…
• Provide Direction and Momentum
• Communicate Value
• Differentiate from your competition
• Engage your workforce
is a force multiplier for the IT leadership team, creating:
Commitment, Consistency, Confidence
Source: Gartner
A Good IT Strategy
We’ve All Seen Bad Strategies…
A bad strategy is…
…fluffySource: Gartner
• Good strategy is…
…decisiveSource: Gartner
Why is Strategy Such a Challenge?
Current Condition
Target Condition
Strategy
Why is Strategy Such a Challenge?
Current Condition
Target Condition
Why is Strategy Such a Challenge?
Adapted from Toyota Kata by Mike Rother
Current Condition
??
?
?
Target Condition
Next Step
Strategy Development Ground Rules
1. Do not create your Strategy in a vacuum
2. Keep it simple
3. Understand the business context
4. Understand the current state – the good, bad and ugly of your team/performance
5. Clearly understand where you want to be
6. Define your timeframe (try to target 3 years)
7. Strategy is NOT ‘one and done’
1. Who Creates the Strategy?IT Leadership – but not in a vacuum
How Does IT Fit In?
4. Understand the Current State -SWOT AnalysisPoint in time analysis of current stateBody copy
SWOT ExampleHelpful Harmful
Inte
rnal
Exte
rnal
5. Understand Where You Want to Be
Tools in your Toolbox: Vision, MissionOrganizations summarize their goals and objectives in mission and vision statements. Both of these serve different purposes for a company but are often confused with each other.
While a mission statement describes what a company wants to do now, a vision statement outlines what a company wants to be in the future.
Vision: To create the most compelling car company of the 21st century by driving the world’s transition to electric vehicles.
Mission: To accelerate the world’s transition to sustainable energy.
Tools in Your Strategic Toolbox
Goals, Objectives and your Strategy
A goal is a broad primary outcome.
A strategy is the approach you take to achieve a goal.
An objective is a measurable step you take to achieve a strategy.
A tactic is a tool you use in pursuing an objective associated with a strategy.
A Note on Goals…
Vision, Mission, Goals Example
ProficiencyResponsive Consistent
Strategic Objectives
Our Vision: We will shape the future of ABC Corp through rock-solid services, innovation, technology leadership and strong community collaboration.
Our Mission: We deliver the highest level of service possible to internal and external customers and demonstrate technology leadership that furthers the Corporation’s mission.
Institute KCS
Financial CustomerInnovation
and Learning
Internal
Processes
Strategic Measures
Strategic Goals
Tools in Your Strategy Toolbox
Measures
6. Timeframe – Why 3 years?
Strategy without tactics is the slowest route to victory.
Tactics without strategy is the noise before defeat.
-Sun Tzu
Tools in Your Strategy Toolbox
Roadmap
Workplace
and
Collaboratio
n Services
Capabilities Service 2018 2019 2020
FA Service Desk & SMS Support
Desktop & Facilities Services
Print Optimization& AV Services
Collaboration Platforms
Automation & Self-Service Technologies
IT Facilities, M&A Onboarding
Office Outreach as a Service
Secured Print & Optimization Rollout
Wireless
Mobility
Office 365 (Exchange Online, Teams)
Business Collaborative Workplace (UC)
Soft Phone POC
Transition Wireless Service/Provider
Business Functionality Mobile Apps
Audio/Visual Services
Tech Bar - Campus
7. Defining Your Strategy is Just the Start!A good strategy provides clear direction. Then the real work
begins:
– Understanding
– Buy in
– Intentionality (target condition grey area)
– Capability
– Empowerment
– Motivation
Primary Obstacles of Strategy Execution
• Lack of direction (where are we heading?)
• Understanding
• Buy in
• Intentionality (target condition grey area)
• Capability
• Empowerment
• Motivation
RACI ChartHelpful Harmful
Inte
rnal
Exte
rnal
Strategy on a Page
Strategic Objectives
Our Vision: To be…
Our Mission: We are…
Financial CustomerInnovation
and Learning
Internal
Processes
Strategic Measures
Strategic Goals
Tools in Your Strategy Toolbox
Roadmap
<Insert
Capability>
Capabilities Service 2018 2019 2020
Insert Service A
Insert Service B
Insert Service C
Insert Service D
Insert Initiative Name
Insert Service E
The last strategy
Our successes — for example- What did we do well?- What did we achieve/deliver?- How did we contribute to the
wider enterprise, society?
The next strategy
Our challenges — for example- Where did we struggle?- Was there something we did not
succeed with? Why?
Our focus- What do we need to do more?- What do we want to be known for?- How do we see ourselves
"punching above our weight"?
Our choices - What do we want to do less?- Is there anything we want to
stop doing — or have other do for us?
Balanced Scorecard