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The Art of the 1-Page Strategy:
Storytelling Enables Business
Growth
Heather Colella
VP Analyst
4 © 2021 Gartner, Inc. and/or its affiliates. All rights reserved.
What Are You Trying to Achieve with Your 1-Page Strategy?
Polling Question 1 of 2How to participate in our polling
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Q. Polling Question
(please choose 1 answer)
A. Answer
B. Answer
C. Answer
D. Answer
E. Answer
A. Help my organization respond to current market uncertainties by using a common story
B. Change the perception of how information and technology are perceived in the organization
C. Get agreement on the (undocumented) business strategy
D. Guide investment decisions
E. Use as a communications vehicle across the enterprise to drive resources to the right outcomes
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The Ability to Accelerate Strategy is More Urgent Than Ever
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When Your Peers Hear “Digital”What Do They Think?
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“Digital? Must have something to do with our CIO, s/he has it
under control”
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“Buzzword!”
“I hear the word allof the time, but what
does that really mean?”
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“The bottom line: I just want business growth”— Board of Directors
CEO
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The Power of 11
Story1
Plan1
Ongoing Chat
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The Power of 11
Story1
Plan1
Ongoing Chat
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Example: The Smarter Digital City
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Example: A Security Story Wrapped in a Process View
Concept
▪ Assess Local Market Requirements to Ensure Product Relevance
▪ Anticipate and Solve Design and Production Challenges
Design
▪ Identify Critical
Safety Performance
Requirements
▪ Help Plan
Development Process to
Reduce
Prototype
▪ Test Product
Safety and Performance
▪ Assess Design Against Market
Requirements
▪ Identify Issues Early in Cycle
Planning
▪ Sourcing Data
Clearinghouse
▪ Assess
Production requirements
▪ Certify
Products for Market
Compliance
Manufacture
▪ Assess
Ongoing Production
Against Requirements
▪ Provide Analytics on
Manufacturer Quality
Strategy: Help Customers Bring Better, Safer Products to Market Faster
Security Strategy: Ensure Employees and Customers Can Securely and
Efficiently Collaborate by:
Managing Information
Access to Protect
Customer Data
Building a More
Secure and Flexible
Infrastructure to
Support New Services
Quickly Detecting and
Responding to
Threats
Securing Digital
Strategy Platforms for
Future Growth
Cu
sto
mer
Pro
du
ct
Deve
lop
men
t
Pro
cess
We are growing our individual
practice performance
Our NPS is increasing
Our teammate engagement is
improving We are retaining patients &
attracting new ones
We understand our practice &
service l ine performance
We have common, robust
processes and systems to help
us work together efficiently
We are integrating practices quickly
and with high satisfaction
I can easily find all the
information I need
I am able to serve our
patient’s needs
I feel I am valued and my work
matters
Healthcare Partners: An Integrated Business and IT Vision
I am able to spend high quality time with my patients
and provide quality care
I can easily co-manage my
patients when they have
serious medical issues
It is easy to schedule and
collect all of the information I need
for a patient
They are easy to do business with, provide quality care and have
what me and my family need
They are easy to do business with and
provide quality care
It is easy to schedule, be
productive and provide quality care
We operate safely and with care
It is easy to schedule and
collect all of the information I need
for a patient
Integrated, Intuitive, Resilient & Informative
Today
Pain of Today’s Systems and TechnologyOur current systems and mostly manual processes have created a drag on our daily operations limiting our ability to scale to handle larger volumes of business with current staff. Strategically
investing in technology will enable us to modernize our operations adding efficiency and scalability to our daily work.
Technology as a Competitive AdvantageUpdated processes and systems allow our employees to learn systems faster, increases employee satisfaction, enables scalability without adding overhead, and improves customer satisfaction.
Tomorrow
How can we plan? We
don’t know what is
coming and when.
Why do we make it so hard
for our customers to do business
with us?
I have no visibility into my performance,
how can I tell what customers to focus
on?
I have no visibility into the operation of my lab without doing a ton of manual work.
You want me to call? Most companies
have websites to handle these things!
Why do I have to fax an order in? It’s
so hard to purchase from this company!
Multiple systems to use and inconsistent
data, it’s impossible to get things done!
Executive Team
Lab Managers
SalesOffice Personnel
Customers
Technicians
If customers have special
requirements, it's almost impossible
to do it right.
Decisions are made by gut; I can’t make the right call based
on data.
How am I supposed to make
decisions if I am are constantly
surprised?
On sites are
painful!
How can I properly price
for our customers?
Example: A Test & Measurement Company
Today
Pain of Today’s Systems and TechnologyOur current systems and mostly manual processes have created a drag on our daily operations limiting our ability to scale to handle larger volumes of business with current staff. Strategically
investing in technology will enable us to modernize our operations adding efficiency and scalability to our daily work.
Technology as a Competitive AdvantageUpdated processes and systems allow our employees to learn systems faster, increases employee satisfaction, enables scalability without adding overhead, and improves customer satisfaction.
TomorrowDigital Transformation
Data & AnalyticsProactively manage by fact, data driven organization
Systems & ERPAll divisions integrated on a common platformSystems meant for both segments of our businessSingle source of truth for all data
ProcessStreamlined, scalable, documented processes
I can see trends coming and
make decisions based on fact
My customers are happy
because I can respond to
them quickly
I can track my performance and
know what accounts to focus on
I know what work is coming in and
when it should be completed
Having information in the same system
makes my job so much easier to do
I see customer requirements at the correct time, it's easy to meet customer needs
I can handle anything
without calling the main office, our customers
love it
Finally! A company that
makes it easy to do business with
them
Executive Team
SalesLab Managers
Office Personnel Technicians
Customers
it's so much easier to hit our goals and keep our customers
happy
it's easy to schedule work to get it done quickly and efficiently
It's easy to see what it costs to do work and I know how to
price
I can get more done and I'm making less
mistakes
I can easily schedule
service and purchase
online
How can we plan? We
don’t know what is
coming and when.
Why do we make it so hard
for our customers to do business
with us?
I have no visibility into my performance,
how can I tell what customers to focus
on?
I have no visibility into the operation of my lab without doing a ton of manual work.
You want me to call? Most companies
have websites to handle these things!
Why do I have to fax an order in? It’s
so hard to purchase from this company!
Multiple systems to use and inconsistent
data, it’s impossible to get things done!
Executive Team
Lab Managers
SalesOffice Personnel
Customers
Technicians
If customers have special
requirements, it's almost impossible
to do it right.
Decisions are made by gut; I can’t make the right call based
on data.
How am I supposed to make
decisions if I am are constantly
surprised?
On sites are
painful!
How can I properly price
for our customers?
Example: A Test & Measurement Company
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Value-added
solutions
Remove duplication and complexity
Deliver value for the money
Example: This Services Company Moves From Delivering Value for Money in IT to Providing Value-Added Solutions to Customers
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How to
Create a
1-Page Strategy
1. Know how you succeed
2. Understand your differentiators
3. Choose an approach
4. Draw a picture
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The First Step Is to Understand How Your Company Succeeds or Achieves Its Mission
Ask: Do we as an executive team know how our enterprise achieves success?
Companies that focus on one of these strategic approaches make more money than those who select two or more approaches to “winning.”
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The Second Step Is to Use That Strategy as a Lens for Delivering the Story
Ask: Do we as an executive team understand what differentiates the enterprise?
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The Third Step is to Choose a Viewpoint and Answer a Question (or Two)
Viewpoint Answer a Question (or Two)
Stakeholder view …
including
customers/clients/
taxpayers
Tell a story from the stakeholder perspective:
• Customers: “Every time I call in, I’m on hold forever.”
• Executives: “How can we determine our strengths if we don’t know
our revenue and profits by products?”
• Customer Service: “It takes me 10 minutes to boot up my system
every morning.”
• Distribution: Do we have enough product to meet our
daily forecast?
Process What end-to-end issues exist with the current process?
How do you know? When the process is “perfect,” what will happen?
A picture of your product or
place of business or a
statement of your mission
List the capabilities required to be successful.
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The Final Step is to Draw a Picture…
• The “art” lies in an iterative process.
• Most people are better editors than creators: Resist the urge to make your draft “perfect.”
• Listen to the mantras used, and stories and metaphors told by your business peers —those will lead you toward a viewpoint and a picture.
• Use this picture as a starter for every conversation about strategy, every change that has taken place and every success to date.
• There are stories and storylines. This is a story, use it as part of the storyline you want to tell. (Covered in part 3 of our session today)
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The Power of 11
Plan1
Story1
Ongoing Chat
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BusinessObjectives
Profitable Growth
Operational Excellence
Customer Experience
Compliance Excellence
(Digital) Business Capabilities
• Business Capability
• Business Capability
• Business Capability
• Business Capability
(Digital) Key Performance Indicators
• KPI
• KPI
• KPI
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Cross-Enterprise Dependencies or Risks or Both
Enabling
Capabilities
and
Initiatives
4Q20## 1Q21## 2Q21## 3Q21##
Strategic Roadmap
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
IT Strategic
Actions
Initiativ e
BusinessObjectives
Profitable Growth
Operational Excellence
Customer Experience
Compliance Excellence
(Digital) Business Capabilities
• Business Capability
• Business Capability
• Business Capability
• Business Capability
(Digital) Key Performance Indicators
• KPI
• KPI
• KPI
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Cross-Enterprise Dependencies or Risks or Both
▪ Channel sales capability require program management from marketing
▪ Warehouse optimization requires supply chain participation in pilots
▪ Data classif ication coding must be ow ned by
corporate risk team
▪ Customer data initiatives require training and adoption from sales and finance teams
▪ Product-centric delivery requires new w ays of w orking and organizational structures across multiple business functions
Digital Key Performance Indicators
▪ 20% year-over-year grow th in channel sales orders
▪ Increase digital profit margins by 30%
▪ Decrease backorders by 15%
▪ Increase click-through rate on product recommendations by 30%
▪ 10% decline in compliance issues
▪ Decrease ERP cost per user by 20%
Enabling
Capabilities
and
Initiatives
▪ Transition to a product-centric delivery model to support a more responsive customer experience
▪ Restructure IT organization to enable product-centric delivery
▪ Increase cloud-based infrastructure capacity to support profitable growth
▪ Update to latest version of ERP to support integrated customer data platform
4Q20## 1Q21## 2Q21## 3Q21##
Strategic Roadmap
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
Initiativ e
BusinessObjectives
Profitable Growth
Operational Excellence
Customer Experience
Compliance Excellence
Digital Business Capabilities
• Develop executive decision-making tools that enable grow th
• Optimize lab processes creating end-to-end transparency
• Create sales pipeline management capabilities
• Improve the accuracy of product recommendations by 15%
• Create customer self -serve tools that include special orders
• Integrate all sources of customer data to one platform
• Achieve Full Audit Compliance
IT Strategic
Actions
Develop a product add-on
recommendation engine
Create real-time inv entory system
Integrate customer data across all communication
channels
Implement data classification tools
Initiativ e
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The Power of 11
Ongoing Chat
1Plan
1Story
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The 1-Page Strategy Has Multiple Purposes
Communicate Results —Celebrate Success
“Yes!We did it!”
Explore the
Business Model
Customer
Finance
Capabilities
Value
Proposition
Determine Investments
Connect ITto the
Strategic Story
Create Strategic Conversations
Translate Strategy into Plan
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What is Possible Next
Engage Them With
The Title
“Will our manual processes crush us after all?”
There are Stories and Storylines–The Anatomy of a Ongoing Chat
Business Context
Context ➔Implication
“In our traditional industry efficiency is more important
than ever”
SWOT
Strengths
Opportunities
Weakness
Threats
SWOT
1 Page Strategy
Shape the remainder of the presentation based on its purpose … these topics
could include …
Gaps between vision
and current capability
Path Forward
Status
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As a result of this webinar, what will your next steps be?
Polling Question 2 of 2How to participate in our polling
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Please click the box to make your selection. Once selected, you will then be able to see audience participation results.
Thank you for your participation
Q. Polling Question
(please choose 1 answer)
A. Answer
B. Answer
C. Answer
D. Answer
E. Answer
A. Work on my business story and follow-up with a Gartner inquiry
B. Request a Gartner (virtual) workshop to help me develop my business story
C. I will use Gartner’s more traditional strategy frameworks
D. I would like Gartner to reach out to me to help me define my next steps
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Recommendations
Resist the urge to build a strategic plan first…create your story
Use the story to determine investments and priorities
Then create the strategic plan
Have ongoing chats throughout the process that:
– Explore the business model
– Identify how success will be achieved
– Refine the story
– Secure investment dollars
– Lead the organization to great outcomes
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