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NNHRA Workshop
Strategic Planning, Clarity & Alignment
in Times of Uncertainty
The world is changing and so is strategy & organizational development.
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Presenters Erica Olsen: CEO/Co-Founder
Jeff Brunings: Senior Strategist
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The world has changed.
So should the way organizations
manage & lead.
Agile. Adapt. Survive. Thrive.
Today’s Session
Adapt quickly to the changing business environment and discover
ways to reassess your 2020 organizational strategies and goals, all
while maintaining motivation and morale.
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What has fundamentally changed?
1. New business models & “ways of working” > Strategic Changes
2. Narrow the Focus & Being Agile > Roadmaps & 90-Day Goals/OKRs
3. Performance with a Different Mindset > Health Metrics
4. Compressed timeframes > Assessing results and aligning teams weekly
Creating an agile approach to planning & results management =
Responsive strategic decision making & resource alignment
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#1 Changing Business Models &
Ways of WorkingWhat temporary shifts should you make permanent?
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This crisis has result in significant and positive shifts to our business
model. Many of these forced shifts can be permanent because it is a
better use of resources, improved quality of life for staff and enhanced
impacts to your customers.
Questions to Ask:
• What shifts were we forced to make that we should make
permanent because..
• Customer value is increased
• Employee satisfaction is higher
• Productivity is better
• Other?
• How will we make the shifts permanent?
• What are some ways we can replace revenue?
Permanent
Shifts
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Continue partial work from home
Use of telecommuting/work-from-home, implement new policy.
Commit to digital delivery
Continue digital delivery of services specifically….
Controlled urgency w/ a faster pace of work
Deadline-driven work; Less ‘stretched out’ goals and fewer moving
goalposts; More deliverables
Asynchronous working
More use of Slack; Show off tangible results of our work.
More engagement with stakeholders
More open communication & a form for partners to request content
changes and additions
Examples
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Ways of
Working
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#2 Agile Roadmapping &
90-Day FocusNarrow the focus & recalibration of team priorities.
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• Now it's about the essential fundamentals based on newly established
priorities.
• There’s no room for nice-to-haves.
• Preservation & resilience mode, instead of growth mode.
• Shifting planning from timelines to trigger events.
• Roadmaps are phase based vs. calendar based.
Narrow
the Focus
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Agile Roadmap
Critical Phase Stabilizing Phase Recovery Phase
Tri
gg
ers
Ex: Shelter-in-place is required. Ex: Travel ban is liftedEx: Orders grow for 3 consecutive weeks
in a row
Sh
ifts Shift all staff and customer processes to
online/virtual delivery.
Pri
ori
ties 1. Ensure all staff is connected and has clear
priorities.
2. Assess the status of all customers.
3. Engage with all customers.
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Setting Team Priorities
Likely, your current plan has a lot of team-level goals and initiatives. Some
may be relevant, some may not be.
• Keep team goals, key results or initiatives that are directly focused
on improving health metrics. Metrics don't move themselves!
• Keep or develop one strategic initiative per team or team member
that is focused on building the future.
• Pause or delete all items that are not doing one of the two items
above.
• Make sure everyone on your team has at least 2-3 goals, key results,
or initiatives for the next 90 days.
Staying
Aligned
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#3 Establishing Health
Metrics
Performance with a different mindset.
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1
5
Shift Your Focus
From Growth to
Viability
To do that, think differently in
the following three aspects:
Jettison Target
Setting in Favor
of Thresholds
Instead of putting forth
and aspirational goal,
you are communicating
good organizational
performance is staying
above a threshold.
Mission-Critical
Drivers Instead of
Lagging Metrics
You want to see early
warning signs to allow you
to take action quickly.
Example: Operational
breakeven
Get Rid of Your
Organization’s
Glam Metrics
Glam metrics make
everyone feel good, but
in no way drive business
performance.
Example: Facebook likes
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Financial Viability: The shift here is to really look at financial metrics that
indicate viability not profit creation.
New Customer Acquisition: This is the area with the most leading
metrics related to health. Steer away from glam metrics to focus on those
that actually lead to new business.
Current Customer Retention: Managing a current client base is very
company specific. Work on finding metrics that you can watch weekly
instead of the standard monthly metrics.
Operational Efficiency: Remembering these are intended to be health
metrics not operational stats, it's important to just pull out those that are
directly leading indicators of team and resource efficiency.
Team Health & Wellness: Probably the hardest of the bunch to measure,
consider putting new methods in place to take a temperature check of
your team's health.
Examples
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Examples
Strategic Priorities Health Metrics
Financial Viability
• Operating Surplus/Gap (Revenue - Operating Expenses)
• Cash Reserves
• New Sales Revenue to Goal or Previous Month (New revenue acquired in the period)
New Customer
Acquisition
• Website Traffic (CAUTION: This can be a glam metric.)
• New Leads (Number generated by marketing activities)
• SEO/ Ad /Social Campaign Conversion (Number of new leads by campaign)
• Sales Growth Year-to-Date (Month over month change in new revenue or deals)
• Qualified Leads (# in the pipeline meeting qualifications & have a likelihood to close)
• Dollars in Pipeline (Total contract value of qualified leads)
• Lead-Conversion or Close Rate (Number of leads/number of new customers)
Current Customer
Retention
• Committed Customers (Number of active, contracted customers)
• Engaged Customers (Based on purchase frequency or product use)
• Retention Rate (# of customers at end of a month-# of new customers/# of customers at
beginning of the month)
• Backlog (Dollars contracted but not used)
Operational
Efficiency
• Delivery Times (Committed time to delivered)
• Sprint Commitments (% of tasks delivered to those committed)
• Error Rates (% of defective product to total)
• Billable Hours (% of time spent delivering work to total)
Team Health and
Wellness
• 1:1s Held (Number of 1:1s to of employees)
• Sentiment Check (Weekly 1-question survey)
• Goals/OKRs on Track/Achieved (% of items on track or achieve across all staff)
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Pulse
Survey
ScorecardTo monitor weekly
Health Metrics Threshold FY20 Goal
Cash Reserves (thru FY) $1,XXX $1,XXX
Operating Surplus/Gap Breakeven
Expenses
Monthly Operating Expenses (adj.) $140,000 $140,000
Wish Costs/Need $33,000 $5,500/per
Revenue Needed - Total $685,000
Over the Edge $300,000 $450,000
Walk for Wishes $55,000 $88,500
Fund-a-Wish (5-6 wishes/month) $135,000 $135,000
Wishes Granted
Wishes in Pipeline
Wish Cost
In-Kind Raised
Committed Revenue in Pipeline
Returning Revenue in Pipeline
Major Donor Contacts
Gifts Per Week 60 262
Social Media Engagement (# per week) 500 1000
Campaign Open Rates (Weekly average) 20% 26%
Website Traffic (weekly) 750 Sessions 1250 Sessions
Staff Priorities thru Aug
Development:
• Re-engage current donors (LYBUNTS).
• Apply for grants.
• Steward and engage donors.
• Ask for increase from private and community foundation FY20
grants
• Build prospects - donor-advised funds & companies not adversely
affected
• Create charity streaming fundraisers.
• Raise cash to grant non-travel wishes.
• Build development volunteer resources
Communications:
• Launch Messages of Hope campaign.
• Maintain media coverage.
• Engage wish families and constituents digitally (i.e. Home
Gatherings)
• Create high-quality digital content.
Wish/Program:
• Shift wish processes to digital.
• Grant non-travel wishes where possible.
• Secure sponsors & in-kind for non-travel wishes.
• Assess wish family, volunteer, and medical partner status.
Events:
• Secure Over the Edge building.
• Try to shift Prosource online.
• Support external events.
Ops/Finance/Admin:
• Facilitate staff transition to virtual.
• Microsoft Teams Implementation
Secured LOC & SBA Disaster Loan -secured
• Maintain Galaxy Initiative schedule
• Budget/Project for FY20 and FY21
• Implement VOIP phone system
Cover $1XXK per month
(operating expenses & 5-6 wishes/month).
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#4 Weekly Health Checkin
Assessing and reviewing results weekly.
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Overview
Use discussion flow and talking points for those reporting on results.
Importantly, the meeting needs to be fast-paced and conclude with clear
calibration of priorities for the week.
Tip: Once you have a good rhythm, rotate the meeting lead so that
everyone on your team facilitates MetricMondays.
MetricMonday Agenda
• Frequency: Weekly for 60 mins
• Attendees: Executive Team and/or whole team
• On the Screen: OnStrategy Dashboard
• Metric and Goal Owner Talking Points: How are you performing against your
established threshold? If you are on target, are there any actions for the week? If you are
off target, what is the proposed action?
Weekly
Health
Checkin
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Weekly
Results
Dashboard
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Protect the Health of Your Business Toolkit
https://onstrategyhq.com/products/protect-your-business/
Ways of Working Poster
https://onstrategyhq.com/resources/downloadable-recovery-guide/
Protect the Financial Health of Families
http://www.opportunityalliancenv.org/
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