Strategy Day
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How to use the Strategy on a Page
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Define your destination.
(It’s the “North Star.”)
From the App Directory
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Map a high-level route
for how we’ll get there.
Secure Unified Workspace
Access to Applications and Content
3
Provide a decision framework to
prioritize our focus, investments,
and tactics.
Intelligent Workspace
Actionable Information
Guide Work
(Simplified Workflows)
Organized Work
(we Are
are here)
(We
Here)
Automate Work
(Assistance)
Secure Digital Perimeter
User Initiated Interactions
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Workspace
Assisted Interactions
How the strategy helped us develop 2019 Priorities
SFC 2020 Goals
Grow Cloud
Drive Adoption
Boost Retention
Be a Great Place
to Work
SFC 2023 Priorities
Increase
Relevance
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Accelerate Cloud
and Subscription
Transformation
Sustain
Momentum
Speed
Innovation
Strategy on a Page Explained
These are the elements of how we change our focus—
from providing special-purpose products to strategically
partnering to optimize work—so we can ultimately reach our
BHAG.
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BHAG: Our Big Hairy Audacious Goal
Be the preferred way to work for one billion people globally.
Redefine Work
The preferred way to work
includes how economies,
networks, markets, and
people work.
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Help Users Work
Simply
End users prefer the unified
experience of Citrix digital
workspace to working on
dozens of disparate apps.
Give IT Simplicity
and Control
IT prefers the Citrix digital
workspace for simple onboarding, integral securing,
and granular control from a
unified and intelligent control
plane.
Boost Productivity
and Security
C-level executives and line of
business leaders prefer the
productivity and security
gains that come from the
Citrix digital workspace.
Strategy: How we’ll get there
Deliver a general-purpose digital workspace that empowers all users with unified, secure, and reliable access to all apps and
content needed to be productive—anytime, anywhere.
Shift From Specialized
to Universal
We’re moving from offering specialpurpose products (like virtualization) that
are appropriate for a select group of
applications, use cases, and users to a
general-purpose product that improves
experience and productivity for all
employees.
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We’ll continue to serve the specialized
use cases and users, and will broaden our
value and relevance to the whole
workforce.
Empower All Users
In a cloud-first world, Citrix digital
workspace provides a better work
experience for every employee by
securely organizing, guiding, and
automating their work.
The Citrix Workspace is secure, intelligent,
and unified—designed to be useful to
every worker—offering secure access to
SaaS apps, web apps, and content.
Chart a Course for Success
As we align together, and focus on the
strategy of evolving from being a
specialized provider of application
delivery products to a strategic partner
for optimizing work, we’ll use the strategy
as the litmus test of what to decide,
prioritize, and develop.
Strategy: How we get to broader relevance
Total Market Opportunity
Average Customer
Employee Base Relevance
“Intelligent Workspace”
Virtualization
Productivity | Integration
(Search, Micro Apps, Virtual Assistance)
Corporate Strategy
Workspace | Secure SaaS
“General Purpose”
2020 Plan
General Purpose
(Untapped)
Analytics | Networking
Security Services
Traditional
VCC | ADC | BFSS
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Priorities: What we need to focus on
Accelerate to Cloud
Unify the Portfolio
Citrix as a Service—Cloud Portability
Workspace—Networking
Deliver full Citrix portfolio as a cloud
service, build for cloud scale, tout cloud
benefits, and sell cloud subscriptions.
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Move beyond products and build, sell, and
deliver solutions that more completely
address the needs of customer
organizations, and that increase our
differentiation in the market.
Expand Growth Areas
Secure SaaS—Analytics—UEM —DaaS —
Next-Generation Networking
Expand on our heritage to deliver new
solutions that meet customer needs for
experience, security, and choice.
Deliverables: What we need to get done first
Grow Cloud
Drive Adoption
Boost Retention
Great Place to Work
XXM Subscribers (XXM New)
XX%+ Active Use
XX%+ Renewal Rate
XX eNPS
Make customers fall in love
with how well organizations
and people work with Citrix.
Focus on people, culture,
and values to power a highperforming workforce and
make it easy to prefer a
career at Citrix.
Amplify the voice of
successful customers so
organizations know—from
the C-suite to the end
user—that Citrix is the
strategic partner for
optimizing work and
infrastructure.
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Transition to a cloud-first
subscription model, and
help IT and users unlock
and measure the value of
their Citrix partnership.
Planning Worksheets: What
the Strategy Means for You
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Working Back from BHAG
IN ORDER TO
be the preferred way to work for
one billion people globally.
WE NEED TO
deliver a general purpose digital workspace solution that empowers all users in any organization
with unified, secure, and reliable access to all apps and content needed to be productive—anytime, anywhere.
Consideration
Goal #1
To reach one billion globally,
we need to…
To be preferred, we need to….
To deliver a general purpose digital
workspace solution, we need to…
To get there, we (as an
organization) need to….
To grow the cloud, drive adoption,
boost retention, and be a great
place to work, we need to…
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Goal #2
Goal #3
Goal #4
BHAG: Critical Success Factors and Barriers
Goal Based on Work-Back from
BHAG
1.
2.
3.
4.
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Critical to Success
Significant Barriers
Start, Stop, Continue
TIP:
To achieve our desired outcomes, we have to:
Start
Options
Top Selections
Implications
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Stop
Continue
What do we think we…
• Must do?
• Can’t do?
• Always do?
• Never do?
Strategy Days Checklist
Strategy Days is a success when we have:
❑ Talked about and understand the core business
strategy
❑ Analyzed what the corporate strategy means for our
❑ Audiences
❑ Programs
❑ Priorities
❑ Partners
❑ Team
❑ Previous plans
❑ Determined KPIs to measure the effect of our efforts
❑ Discussed who we count on and who counts on us, so
we can align with them on our priorities and plans
❑ Outlined the risks associated with our choices
❑ Planned to change expectations, approaches, and
organization to fit into the big picture
❑ Communicated what we will start, stop, and continue
❑ Built an aligned functional strategy
❑ Planned what to do next
❑ Designed objectives and plans to execute on our
functional strategy
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Additional (Optional)
Worksheets
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Contingencies
TIP:
Our plans require the following adjustments:
Process
Our proposal
What it means for
other teams
Their adjustments
What their proposals
mean for us
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Tools
Competencies
Resources
During strategy rollout,
your goals and changes
will create contingencies
for other teams, and their
plans might lead to
adjustments for you, too.
Assumptions
Our plans presume the following, below. Changes to existing structures and systems require revisiting our strategies and goals.
Assumptions
Supporting
Corporate Strategy
•
•
•
•
•
•
•
Cloud and SaaS adoption changes our audience needs
Virtual apps and desktops are add-ons for specialized enterprise roles
Our competitive set will change significantly and co-opetition dominate
Industries will increasingly automate and use IoT
Security will continue as a major driver
Mobile workstyles will accelerate
Our BHAG requires a global approach
• Users’ demand for personalized experiences will shift business priorities
• There will be a global battle for talent based on demographic and
workstyle changes
• Our portfolio is more valuable to IT and LOB when integrated and
simplified
• Hybrid, multi-cloud optimization will be the norm for computation and
storage
Specifics on our functional assumptions about:
Structures and systems (sales models, ops, partners) • Market (audiences, competitors, technologies) • Our functional discipline • Organization/talent
We assume
these will stay
essentially the
same…
If they change, we
will reevaluate the
following…
We assume
these will change
significantly…
When they change,
we will reevaluate
the following…
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