Strategy Deployment with the X-Matrix

STRATEGY DEPLOYMENT WITH THE X-MATRIX Karl Scotland

Karl Scotland @kjscotland http://availagility.co.uk #LKNA16 #StrategyDeployment

Read the questions below, and choose one to ask three or people in the room who you don’t know. Record their answers and be ready to share the results of your survey with your table. • What is the most important fact you already know about Strategy Deployment?

• What is something you want to learn about Strategy Deployment?

• Why is Strategy Deployment relevant for this conference?



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But while some clubs work in silos, Leicester's backroom teams have drawn together to help turn the club into winners, despite competing with clubs with far greater resources.

http://www.bbc.co.uk/sport/football/36189778

Agenda

Strategy Deployment

Catchball

The X-Matrix

Getting Started


Doing Agile is a tactic

Being Agile is an outcome

Having Agility is a strategy

All to have business impact


STRATEGY DEPLOYMENT The need



I always encourage people to try new things and experiment to find what works best for them. Dean Karnazes


Jason Little

Ship in a storm going in the right direction

Direction Management


https://flic.kr/p/ncXP2D

Any form of organisational improvement in which

solutions emerge from the people closest to the problem


https://flic.kr/p/ncXP2D


David Snowden


Governing constraints guide what should not be. Enabling constraints guide what could be.

On your tables, discuss how Strategy Deployment relates to the Kanban Method’s change management principles. • Start with what you do now • Agree to pursue improvement through evolutionary change

• Encourage acts of leadership at every level, from individual contributor to senior manager



Catchball

X-M

atrix

Intent

Action Autonomy

Alig

nmen

t

Von Moltke

Dan Pink


Outcomes

Plans Actions

Knowledge Gap: The difference between what we would like to

know and what we actually know

Alignment Gap: The difference between what we want people to

do and what they actually do

Effects Gap: The difference between

what we expect our actions to achieve and

what they actually achieve

Stephen Bungay


Outcomes

Plans Actions

Knowledge Gap: More detailed

information

Alignment Gap: More detailed

instruction

Effects Gap: More detailed controls

Stephen Bungay


Outcomes

Plans Actions

Knowledge Gap: Limit direction to

defining and communicating the

intent

Alignment Gap: Allow each level to define how they will achieve the intent of the next level up,

and ‘backbrief’

Effects Gap: Give individuals freedom to adjust their actions in

line with the intent

Stephen Bungay

CATCHBALL Towards Autonomy



Catch

Reflect

Improve

Pass


Plan

Do

Study

Adjust

Plan

Do

Study

Adjust

Plan

Do

Study

Adjust




THE X-MATRIX Towards Purpose



Results

Tactics

Outcomes Strategies

generate

generate

implemented by

implemented by

lead to

Impacts Lagging Economic Model

Indicators Leading Capability Model

Activities Experiments Investment Model

Constraints Enabling Decision Model

Correlation Coherence Contribution







Increase revenueResult 2

Result 3

Fitne

ss fo

r Purp

ose

Seco

nd St

rateg

y

Third

Strat

egy

Fourth TacticThird TacticSecond TacticMetrics

Impro

ved NP

S

Third

Outc

ome

Seco

nd O

utcom

e

Fourt

h Outc

ome

Fifth

Outco

me

x%


Create an X-Matrix on a sheet of flipchart paper and populate it using a selection of the items below. •  Aim to have 2-3 Results, 2-3 Strategies, 5-7

Outcomes and 5-7 Tactics. •  Add your own qualifiers (e.g. increase, lower,

more) and rephrase to be more specific if appropriate.

•  Complete the correlations between your choices.


It’s the memory of what was said and felt that creates alignment,

not the final piece of paper. Thomas L. Jackson

“it is a communication tool for dialog between individuals to support collaborative problem-solving and mentoring processes. And the process of creating the report becomes the real value of the thing.” Durward Sobek


GETTING STARTED Towards Mastery





• Use X-Matrix to determine improvement initiatives

Alignment

•  Form cross-organisational teams to play Catchball

Autonomy

• Define and run a portfolio of experiments

Assessment


Cadence is the use of regular, predictable rhythm within a process. This rhythm transforms unpredictable events into predictable events.

Don Reinertsen



Not quite yet

One the way

Ready to roll


Think about what you have learned today and assess your readiness to get started. Move to the part of the room that represents your readiness.


Form standing pairs or triads and answer the relevant question for your level of readiness. • “Not quite yet” – what will it take for you to be “on the way”?

• “On the way” – what will it take to be “ready to roll”?

• “Ready to roll” – what will it take to remain “ready to roll”?


Listen to everyone, follow no-one. Dean Karnazes

Form standing groups of three to five people made up of people from different tables. Share your answers to the following questions in your standing group.

• What are the most important concepts you learned in the workshop?

• How will you use what you have learned?

• What is one question you still have about Strategy Deployment and how will you find the answer?



THANK YOU! Questions?


Business

Strategy Deployment with the X-Matrix