Date post: | 15-Apr-2017 |
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Leadership & Management |
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Agenda1. Strategy
• Getting started• Building a framework• Measurement• Accountability
2. Technology3. Questions
Strategy is what connects the present
to the future!
Objectives
Mandate
Mission Goals
Organization
Objectives Objectives Objectives Objectives Objectives
Policies & Strategic Directives
Operational Plans & Targets
Where do we start?
How can you connect to specific stakeholder needs, and demonstrate real value in supporting your organizations objectives?
What needs to change? Is change needed or
desired?
What is driving the need for change and biggest pain?
Who benefits from change?
You must know your stakeholder needs.
You must be connected to the business.
Link to other change initiatives.
What is your vision?
What is the scope of the change?
What are the desired Outcomes? Are there company
initiatives or projects that needs IG?
Has there been an information failure where IG could have made a difference?
Have senior management articulated desired future outcomes where IG can play a role?
Tie your ideas to well articulated, desired outcomes by senior management.
Make the connection to the benefits of good IG, and The Principles.
Integrate your Outcomes to other initiatives or projects to ease their acceptance. You need to be Outcomes focused!
Understanding Strategy
Strategy: A strategy is a high level directed plan of action designed to achieve a specific goal.
Strategy drives the required tactics needed to win or succeed.
Tactic: A tactic is a conceptual action or plan implemented as one or more specific tasks.
Tactics are selected or designed to support a strategy.
Focu
s on
the
top
thre
e O
bjec
tives
Connecting the Strategy Levels of Objectives
GoalThe higher big picture strategic or program Objective to which your IG initiative/project/program contributes.
PurposeThe impact or behaviour change you anticipate by undertaking the initiative/project; the expected result of producing outcomes.
Outcomes The specific results that your initiative/project and team must deliver by managing Inputs.
Definition
InputsThe activities and tasks your team must undertake and the resources necessary to produce outcomes.
Source: Strategic Project Management Made Simple – Practical Tools for Leaders and Teams, Terry Schmidt, 2009
Business Strategy ExamplesCost reduction example Production example
• Increased profits
• Reduce fixed costs
• Streamline production
• Eliminate waste
• Increased market share
• Diversification
• Add new product line
• Build new facility
Goal
Purpose
Outcomes
Inputs
IG Supporting Strategy ExamplesCost reduction example Production example
• Increased profits
• Minimize management cost
• Reduce volume of records
• ???
• Increased market share
• Simplification of process
• Process Automation
• ???
Goal
Purpose
Outcomes
Inputs
Selecting the right Inputs to support Outcomes Some Examples:
Stop Searching & Start Finding!A single, secure, intuitive central repository makes it easy to find documents in no more than three clicks.
Share Securely!Share one or many documents with internal or external stakeholders.
Achieve Full Compliance!Manage the document lifecycle according to your retention policy.
Environmental FitStrategic Hypothesis
Tact
ical
P
ersp
ectiv
eS
trate
gic
Per
spec
tive
Connecting Assumptions to the Strategy
Goal
Purpose
Outcomes
Inputs
Objectives Assumptions
Then
Then
Then
The Implementation Hypothesis:If we complete Inputs and have valid Assumptions, Then we can achieve Outcomes
If we deliver Outcomes and valid Assumptions, Then we can achieve PurposeIf we achieve Purpose and have valid Assumptions, Then we can reach our Goal
Source: Strategic Project Management Made Simple – Practical Tools for Leaders and Teams, Terry Schmidt, 2009
If
If
If
and
and
and
Turn our Assumptions+ into Risks-
When the (positive) Assumptions are not realized they turn into potential (negative) risks to your strategy. One needs to determine the level of business risk attached to your project or initiative, and your organizations ability to effectively implement your initiative, project or program.
Risk Category Assumption Types Risk ExamplesGovernance
Legal & Regulatory
Operational
Compliance
• Sponsorship• Organizational structure• Accountability framework
• Management disengagement• Policy misalignment• Employee turnover
• Evidentiary Integrity• Internal Controls • Legal Hold process
• Investigation• Litigation• Claims
• People• Process• Technology
• User resistance to change• Process degradation• Hardware/Software failure
• Regulatory landscape• Program maintenance• Organizational maturity
• Outdated citations• Budget cutbacks• Downsizing of operations
Success must be measured
Do you know what to measure?
Can the delta substantiate the need for change and be embedded in the organizational culture, sustainably? Success
ThresholdTrend
History
Baseline
Trend
Goal Achievement Success Matrix
Objectives Success Measures Verification
Goal
(What?)
Purpose
(Why?)
Outcomes
(What?)
Inputs
(How?)
How close are we to achieving our desired success Goal?
What practices or tools can be used to verify the Goal achievement?
How much has the impact or behavior changed in the business?
What practices or tools can be used to verify the Purpose achievement?
Which Outcomes have contributed the most to achieving our goal?
What practices or tools can be used to verify the impact of Outcomes?
How do we measure the progress of each defined task?
Do we know the impact of performing specific tasks?
Measuring Success with Key Performance Indicators (KPIs)
A Key Performance Indicator (KPI) is a business metric used to evaluate factors that are crucial to the success of an organization or an initiative/project. Connect these to “The Principles” to assist with maturity assessments.
The Principles KPI Measure examples
Accountability
Integrity
Protection
Compliance
Availability
Retention
Disposition
Transparency
Completeness of roles, distribution and participation
Completeness of process, procedures and systems
Systematized security model and access controls
Conduct reviews, audits and surveys to gather information
Completeness of records and extensibility of search
Up-to-date Schedules, reviewed regularly and approved
Numbers of certificates, holds, and shredding volumes
Policy availability to employees, and training records
What Internal Controls are needed to Manage and Verify Success
Align your programs framework with COSO to take advantage of the corporate governance objectives relating to operations, reporting, and compliance, and to align with your Internal Audit view of “Internal Controls”.
Control Category Source Examples
Control Environment
Risk Assessment
Control Activities
Information & Communication
Monitoring Activities
• Corporate Objectives• Authorities & Standards• Policy Framework
• Program Objectives Alignment• Accountability/Delegation • Role definitions and assignment
• Risk Register• Defined Thresholds• Mitigation Strategies
• Committees & regular meetings• Reviews & assessments• Management plans
• Preventative• Detective• Manual or Automated
• Segregation of duties• Authorizations & approvals• Training & incentives program
• Reporting Dashboards• Systems Data Collection• Employee Surveys
• Regular reporting• Trending analysis• Deficiency and Action Register
• Internal Auditing• Performance Reviews• Maturity Assessments
• Due Diligence Reviews• Check Lists & Audit Reports• Continuous Improvement Plans
Tact
ical
Per
spec
tive
Stra
tegi
c P
ersp
ectiv
e
Strategic FrameworkObjectives Success Measures Verification Assumptions +
Goal
Thenand
Purpose
IfThen
and
Outcomes
IfThen
and
Inputs
If
Strategy Internal Controls Risks -KPIs
This Strategic Framework supports…
Stakeholder Engagement Strategy
Major Outcomes and Key Deliverables
Risk Management Strategy
Key Success Factors and KPI Strategy
The Business Case
The Project Charter and Execution Plan
Internal Controls Strategy
The Operational Readiness Plan
Management of Change Strategy
Communications Strategy
This Strategic Framework supports…
You have a initiative or project and need a winning strategy.
Need to bring stakeholders together to build a common strategy.
You are in a new job or role as a Records Manager and need a strategy.
The business environment has changed & your old strategy simply does not work.
Your program or project is failing due to the lack of a strategy and needs rescuing.
You need to refresh your existing paper-based records management program.
You need an imaging program, an ECM system, SharePoint, a digital archiving system, an e-mail archiving solution, and do not know where to start.
IT has an initiative and needs IG and RIM to give the system the structure and business rules it needs to build for a sustainable and viable implementation.