Strategic Planning. Building on the Positive Core

Transcription

1 Strategic Planning Building on the Positive Core Brian Gabbard January 20, 2009

2 2 Agenda Welcome Personal Background Cargill and Value Services The CVS Challenge The CVS Strategy Planning Approach Action Wheel and Appreciative Inquiry Overview Overview of CVS Strategic Planning Process Accomplishments Questions

3 3 Personal Background BA Organizational Leadership Bethel College (St. Paul, MN) Sr. thesis on Emotional Intelligence 15 years of Leadership Experience The Pillsbury Company Best Buy Company US Cellular Cargill Joined September 2007 Personal Leadership Journey that has focused on: Servant Leadership Vocation not Occupation Celebrating and Nurturing Strengths

4 4 Cargill Background An international provider of food, agricultural and risk management products and services Cargill established in 1865 Largest privately held company in US 160,000 employees in 67countries Commitment to using its knowledge and experience to collaborate with customers to help them succeed

5 5 CVS Background Cargill Value Services (CVS) was created in 2004 to act as a shared service provider for the business units within the Risk Management and Financial Services (RMFS) platform. Partnering for success by delivering Trading and Financial Solutions. Aspirations by CVS to serve external customers (non-cargill). CVS was broken into five Product Lines Business Solutions G/L Solutions Financial Solutions Trading Solutions Technical Solutions

6 6 The CVS Challenge Value Services business partners strategies changed significantly between 2004 and the launch of CVS strategy planning process in fall of Platforms within Cargill re-organized. RMFS platform no longer exists. Key business partners began working with external investors. Cargill beginning major process and system re-engineering effort. Team morale and engagement concerns as a result of business unit, platform and company changes. New CVS leader from outside of the company joined (Brian Gabbard). Need for CVS to align their vision, mission, and business strategy with current and future market needs.

7 7 Strategy Planning Approach Servant and Strengths based Leadership Frame of Mind Honor and engage all associates in the process. We will create our future together not just the leader or leadership team. We will focus on our strengths (positive core). Combining an Authentic Leadership Framework with Appreciative Inquiry Action Wheel Appreciative Inquiry

8 8 Acknowledgements Ron Hultgren, Ph.D. President, ATL International Teacher, mentor and executive coach Authentic Leadership Framework Action Wheel Robert Terry, Ph.D. Thomas J. Griffin, Ph.D. Organizational Learning and Chief Teaching Officer US Cellular Appreciative Inquiry Dream Summit David L. Cooperrider Barb Gurstelle VP Practice Development, the Willow Group, Inc. Thought leadership, business knowledge, strategic planning acumen and process facilitation Nancy Dunnigan Principal Consultant, Cognis Consulting Appreciative Inquiry knowledge and process facilitation

9 9 Strategy Planning Framework Strategy Development Strategy Development INPUTS People Process Technology Market Survey Findings Competitor Research Findings Future Trends Existence What is our current reality? PROCESS Meaning What are our values? Purpose? Mission Were are we going? Provocative Propositions Gap Analysis Organizational Objectives SMART Goals

10 10 Strategy Planning Framework Strategy Execution Strategy Execution CATALYST Provocative Propositions Organizational Objectives SMART Goals PLAN TO IMPLEMENT BUSINESS INITIATIVES TRANSFORM THE ORGANIZATION Power Structure Resources Who is driving? How will we do it? What do we need? THE NEW REALITY

11 11 Change Management Approach How do we build the inputs for defining our current existence? How do we agree upon a meaning and mission? How do we plan to move forward? How do we go about changing?

12 12 Change Management Approach Many strategic change management approaches tend to focus on fixing what s wrong: Felt need Identification of problem Analysis of causes Analysis and possible solutions Action planning (treatment) Basic Assumption: An organization is a problem to be solved

13 13 Change Management Approach One of the most comprehensive surveys ever conducted on approaches to managing change concluded that most schools, companies, families and organizations function on an unwritten rule: Fix what s wrong and let the strengths take care of themselves. Cooperrider, David L; Diane Whitney (2005) Appreciative Inquiry A Positive Revolution in Change. Berrett-Koehler Publishers, Inc. San Francisco, CA.

14 14 Change Management Approach There are cultural consequences to this deficitbased approach to change: Fragmentation Few New Images of Possibility Exhaustion & Visionless Voice Spirals in Deficit Vocabularies

15 15 Appreciative Inquiry Appreciative Inquiry (AI) is a Shift No problem can be solved from the same level of consciousness that created it. We must learn to see the world anew. There are only two ways to live your life. One is as though nothing is a miracle. The other is as though everything is a miracle. Albert Einstein

16 16 Appreciative Inquiry What is AI? It is the discovery of the best in people, their organizations, and the relevant world around them. It is an art and the practice of asking the unconditional positive questions that strengthen a system s capacity to apprehend, anticipate and heighten positive potential. Instead of negation, criticism and spiraling diagnosis, there is discovery, dream, design and destiny. AI assumes that every organization has many untapped and rich accounts of the positive what people talk about as past, present, and future capacities or the positive core. AI links the energy of the positive core directly to any change agenda to dramatically mobilize change.

17 17 Appreciative Inquiry Key Concepts Organizations grow in the direction of what they study (Heliotropic Effect) Words are tools Positive images drive positive actions

18 18 Appreciative Inquiry Problem Solving vs. Appreciative Inquiry Problem Solving Identify Problem Conduct Root Cause Analysis Brainstorm Solutions and Analyze Develop Action Plan Metaphor: Organizations are problems to be solved Appreciative Inquiry Appreciate what is Imagine what might be Determine what should be Create what will be Metaphor: Organizations are a solution/mystery to be embraced

19 19 Appreciative Inquiry The Appreciative Inquiry 4-D Cycle Discovery What Gives Life? (The best of what is) Appreciating Dream What Might Be (What the world is calling for) Envisioning Destiny What Will Be - How to Empower, Learn, And Adjust/Improvise? Sustain Design What Should Be The Ideal Co-Constructing

20 20 Strategy Planning Framework Strategy Development Strategy Development INPUTS People Process Technology Market Survey Findings Competitor Research Findings Future Trends PROCESS Existence Meaning Mission Discover The best of what is. Dream What could we be? Design What should we be? Destiny What will we be? Provocative Propositions Gap Analysis Organizational Objectives SMART Goals

21 21 Strategy Planning Framework Strategy Execution Strategy Execution CATALYST Provocative Propositions Organizational Objectives SMART Goals PLAN TO IMPLEMENT BUSINESS INITIATIVES Destiny sustaining how to empower, learn, adjust and improvise. Power Structure Who is driving? How will we do it? TRANSFORM THE ORGANIZATION Resources What do we need? THE NEW REALITY

22 22 CVS Strategy Planning Process Roadmap Discovery (Oct 07- Nov 07) Dream (Nov 07 Dec 07) Design & Destiny (Dec 07 Apr 08) Execute(Jun 08) Activities: Conduct Discovery Interviews (ELT) Define Current State (internal) Perform Competitor Analysis Dream Summit Prepare & Distribute Interim Report Design ELT Values Vision Mission Provocative Possibilities Map Design/Destiny LT Finalize: Vision Mission Strategy Map Destiny Associate Action Teams Write Provocative Propositions Execute Re-Org Business Plan Collect BU Partner Data Communication: Ongoing Communication Activities (Project Related): Project Status and Information communication (once every 2 weeks) Lunch n Learns (as scheduled - open sessions)

23 23 Discovery The Best of What Is Discovery phase activities focus on identifying the current reality and the best of what is (positive core). AI Interviews with Extended Leadership Team One-on-One meetings with all associates Business Partner Feedback Competitor Analysis Draft of Positive Core Map Dream Summit with all associates

24 24 Dream Summit Good to Grow What Could We Be? Celebrating What s Right with the World Then and Now Discovering the Positive Core Enhancing the Map of the Positive Core What must our Future Address? Envisioning the Future (What could we be?)

25 25 Design What Should We Be? The Design phase focuses on reviewing the Dream Summit output and narrowing the focus from What could we be to What should we be. Mission Statement Vision Statement Design Elements for Strategy Map Provocative Proposition

26 26 Destiny What Will We Be? The Destiny phase focuses on reviewing Design phase outputs and narrowing our focus from What should we be to What will we be. Finalize: Mission Vision Strategy Map Provocative Propositions (PP s) PP Mind Maps PP Mind Map Gap Analysis Functional Roadmap based on PP s

27 CVS Strategy Map By 2010, Value Services will deliver expanded global services across Cargill in the areas of accounting, trading, operations, risk and controls. We will achieve this by continually enhancing our operational and delivery processes. We foster a culture that honors our people, partners, and commitments. We are empowered by talented, high performing and engaged associates. Allow BU Partners to focus on their Core Business Functions Operations Project Delivery Engage Cargill Bus (acct, trade, risk& controls) Business Perspective Efficiency and Quality Quick response Reliable Fulfilling Quality Planning and Execution Scope Management Time Management Cost Management Resource Management Consultative BU Relationship Valued Product/Service Expertise Global Support Process Implementation Perspective Service Delivery Core Business Processes/Workflow Risk Control & Compliance Project Management SDLC Business Analysis Service Management Business Development Mgmt Relationship Management Products/Services Strategy New Product/Service Development Creating Alignment & Readiness Job Families (IT/Fin) Cargill SI2015 Tartan Cargill Process Strategy Org Chg Mgmt Learning And Growth Perspective People Process Structure Culture Skills & Knowledge Assessment Talent Management Demand Planning Succession Planning Metrics/Performance Quality Assurance Functional Areas of Expertise Organization Chart Systems Leadership Recognition Culture & Code of Behavior Global presence 27

28 28 Provocative Propositions Provocative propositions are uplifting statements about how we want our organization to be designed to fulfill our dreams. To write a great provocative proposition, ask yourself: Is it provocative? Does it stretch, challenge, or interrupt the status quo? Is it grounded? Are there examples that illustrate the ideal as real possibilities? Is it desired? If it could be fully actualized, would the organization want it? Do you want it as a preferred future? Is it stated in affirmative and bold terms?

29 Quality Assurance - PP Value Services effectively employs an inclusive quality assurance approach to not only project delivery but also business as usual. Quality assurance is the activity of providing evidence needed to establish quality in work. It includes the regulation of the quality of products and components, services related to production, and management and inspection processes. The three main functions of Quality Assurance are quality planning, perform quality assurance and manage customer satisfaction. The Quality Assurance group is engaged during all phases of the product and project life-cycle development. Appropriate time is allocated to quality assurance activities. The Quality Assurance group establishes the methodology that is leveraged based on the nature, complexity and the scope of the work. All Value Services associates are advocates for the Quality Assurance function to our BU partners, and internally within Value Services, stressing the importance of quality deliverables and the need for doing it right the first time.

30 Quality Assurance PP Mind Map Project Management Inspection Plan Scope Standards & Methodology Business Analysis Test Plan Quality Plan Quality Advocacy Service Management Perform Inspection Quality Assurance Facilitate Communication Create Test Scripts Perform Quality Assurance Customer Satisfaction Understand & Manage expectations Execute Test Scripts Metrics & Performance Continuous Improvement????? Verify Results & Sign-off

31 31 Strategy Execution The Destiny phase continues during Strategy Execution (how to empower, learn, adjust and improvise): Mission Further definition of what do we intend to do beyond Vision Statement and Strategy Map? Power Who is going to drive? (Governance and Accountability) Structure How will we do it? (Process and Structure) Resources What do we need? Act Check CSI Plan Do

32 32 Accomplishments CVS Strategy Execution began June Since then CVS has: Restructured Organization into Functional Areas PMO Created Project Review Meeting Implementation of Cargill PPM best practices Established pipeline review process Implemented improved BA processes for requirements analysis System Quality Assurance Practice launched All ELT V3 ITIL foundations certification Quarterly Business Engagement Meetings ITIL best practices implemented for Incident Management Change Management Service Catalog Proof of Concept Service Assessment Template Developed Technology Assessment Template Developed

33 33 Accomplishments Ability of group to run business of CVS through continuous change at Cargill Unit Leader given additional responsibilities Project Tartan Provocative Propositions have helped clarify direction and onboard new leadership A critical mass of people making changes that they all believe are needed Change is perceived as real work SMART goals, CSI A team that is TRANSFORMING.

34 34 Final Thoughts First we shape our structures and then our structures shape us -Winston Churchill Questions?

35 35 For Additional Information Barb Gurstelle, The Willow Group Nancy Dunnigan, Cognis Consulting Brian Gabbard, Cargill