Setting Strategic Direction
09.15 - 09.30
Arrival and Refreshments
11.00 - 11.15
Break
13.00 - 13.45
Lunch
15.00 - 15.15
Break
15.15 - 15.45
Where are we now & next steps?
15.45 - 16.00
Evaluation &Close
Objectives
● Identify the YOT’s Strategy
● Develop the Strategy
● Explore some strategy models
● Clarify the YOT’s purpose
● Look at how to turn Vision into Reality
Strategy Development
Establish direction
Decide on the long term aims and objectives for the YOT
Conduct a strategic analysis
Internal Review = Internal resource, competence and capability
Decide on strategy
Generate options for future action,
Evaluate against potential impact on organisations objectives
Select strategic options
Implement strategy
Develop business plans for implementation of strategic options
Feedback & Monitoring
External Review = Environment, Story of Place and CJS analysis
What is Strategy?
A move towards one ideal position
● “First or Best”
●To provide the greatest ISP in the UK
●Have the world drink Coke
However…..
“Strategy is not the consequence of planning, but the
opposite: its starting point”
Planning doesn’t produce strategy - it produces plans.
Henry Mintzberg
Clarify the strategic imperatives
What are the big strategic issues for ??? Yot?
Clear, concise and concrete
Implementation of the strategy?
What about culture?
Strategy Execution
• Where are we today?
• Where do you want to be?
Level 3Strategy
Aligned
• By when?
Level 2Strategy Aware
Level 1Strategy Blind
Goals
The strategy is a
well-guarded
secret
PM is viewed as a
headache
Goals
Company
strategic goals
are well
communicated at
a high level.
Simple forms
automation. PM
is an event vs a
process
Goals
Managers &
employees set
goals &
competencies &
track progress.
PM is an ongoing
process.
Managers track
progress toward
goals & have
development
plans to achieve
competencies
Level 4Strategy
Connected
Goals
Employees have
clear line of sight
to corporate goals.
Managers &
executive can
track progress
toward
achievement.
Company has
agile strategy.
PM process is
continuous &
optimised. PM is
tightly linked to
the strategy &
system becomes a
predictor of
success – &
ultimately
increases odds of
success.
Shareholder
Value
Time & Cost
Savings
Employee
Engagement
Productivity
A Strategy Focused organisation
● mobilise change
● translate the strategy
● align the organisation
● make strategy continual
● everyone’s job
Strategic Development
Staff awareness
Connected with strategy
Two way
Tracking
Support and development
Link performance to reward
Strategy Development
Principles
• A culture of engagement
• On-going dialogue
• Championed by the top
• Transcends functional barriers
• Continuous questioning and challenging of
assumptions
Levels of Strategy
Corporate Strategy
Business/Unit Strategy
Operational Strategy
SWOT Analysis
To identify changes in the environment and derive the YOT’s
strengths and weaknesses in relation to it
Strengths
Weaknesses
internal
Opportunities
Threats
external
The Gap
VISION
What we want to be
MISSION
Why we exist
STRATEGY
Our game plan
MEASUREMENT
FRAMEWORK
ACTION PLANNING
Translate, focus, align and
measure
The prioritisation of
initiatives
QUALITY IMPROVEMENT
What we must improve
PERSONAL OBJECTIVES
What I need to
achieve
Programme management diagnostic tool
“Why?”
Aligned to the strategic targets
Know where you are
Rationale understood & owned
Clear picture of future
Interactions
Clear steps on the road
Market Performance (customers)
1
2
3
4
5
6
7
8
…
n
3
0
37
6
17
0
1
9
…
4
- - 22
- - - Enables 3
23 113 - 2 14 - 14 - - - 25 - 5 - - - Mandatory
… … … …
…
0.7 - - -
Branch communications
Optimised Scenario Results
Scope
Procurement
Stakeholders
ResourcesCost
Timescale
Risk Management
Impact on Strategy
Percent of Target Achieved
Service Capacity (no of items)
01/02
02/03
03/04
Connected &
Completed calls
Service Quality (rating)
Internal Efficiency (FTE)
Stakeholder communications
Training & Development
Communicati
ons
Customer communications
Equipment management (pool)
Flagship branches
Resource Management (pool)
Priority 1 branches
Priority 2 branches
Resource
Deployment
All other branch types
Branch
Conversion
Branch closures & EBC
Planning other branch types
Business Management Support
Aligning external demands on network
Executive Pen changes (quick wins ?)
Migration
Strategy
Priority 1 & 2 branch migration planning
Loan Ops integration
Call Centre Integration
Branch closure programme
Establishing Regions
Time
Blueprint ownership and management
Business
Model
Solution
Network
structure
Scenario Parameters
NPV (£m)
Candidate Projects
Programme
Infra-structure
Intermediate
performance
targets
Performance
“What?”
Branch
Improvement
Projects
Final
performance
targets
GSM market
share
Clarity of Scope
Dependencies
Technical
Use of New Technology
UMTS population
coverage
500
450
400
350
300
250
200
150
100
50
0
1997
1998
1999
Subscriber acquisition
costs
Social / Culture
Business Model
ARPU
0%
20% 40% 60% 80% 100% 120%
Learning Environment
Emerging Technology
Comment
Capital Flexibility ($g)
1.75
1.5
1.25
1.0
0.75
0.5
0.25
0.0
01/02 01/02 01/02 01/02 02/03 02/03 02/03 02/03 03/04
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Targets & Constraints
Contracted
“What ifs”
Underway, deferrable
Publicly Committed
Underway
Approved, not started
Envelope
Urgency / Pace
Supportive Environment
Delivery Strategy
Support Structure
Level of Industry Regulation
Suitable Resources
Test Facilities
Maturity of the Business Market
Changing Norms
Maturity of the Organisation
Restrictions
Environment
Innovation
Clear & agreed scope
Prioritised & achievable work
Assess complexity, risk & scale
Organise to deliver
Hierarchy of integrated plans
Identify & engage stakeholders
Organisation structure
Operation 2000 Project
Manager
Process Assurance - SSU
Brand/ Customer Experience
Assurance - Marketing
Communications Manager
“How?”
Logistics
administrator
Materials
development
team
Project Controller
Rollout Implementation
Manager
Manager
Event
preparation team
Measurement
process
definition team
Logistics
administrator
Regional
Rollout teams
Review &
Support teams
Measure,
analyse and
report team
Central
Support
team
Sales
Sales Training
Programme
office
Programme
Office
SSU
Sales
Design authority
Sales Support
Sales Training
Compliance
Compliance
IT
Compliance
SSU
Marketing
Rollout teams
Sales
Sales training
Management
development
Sales support
Management
development
Marketing
Sales
Compliance
Regional Rollout
Team
Review & support
team
 Senior
Senior sales
sales person
person
 Sales
Sales Trainer
Trainer
 Senior
Senior sales
sales person
person
Marketing
(2
(2 per
per region)
region)
Proposed Team Leaders shown underlined
Appropriate governance
Sales Performance Dashboard - w/c 14th February 2000
Annual Cumulative API
Priority
Headcount
Weekly API per Salesman
6 0 ,0 0 0
2 ,0 0 0
800
1 ,8 0 0
5 0 ,0 0 0
Programme
Management
Resource
Management
1 ,6 0 0
Cost
Management
1 ,2 0 0
3 0 ,0 0 0
1 ,0 0 0
600
1 0 ,0 0 0
400
F
M
A
M
J
J
A
S
O
N
0
D
J
PLAN
A c tu a l
E s ta b lis h m e n t
200
T a rg e t
200
J
Budget
Issue
Management
T a rg e t
A c tu a l
F
M
A
M
J
J
A
S
O
N
0
D
J
B a s e lin e
Appointments
15
12
10
10
8
8
5
4
4
Op. Project Achieved
Target Target this Week
Key indicator
Number of RSM Field
Accompaniments
Number of ASM Field
Accompaniments
Percentage of planned 1-2-1s
completed (%)
F
M
A
M
J
J
3
3
2
8
8
7
100
100
87
DO
No. of Fact Finds from 1st visit
calls
Appointment to Fact Find
conversion rate (%)
Fact Find to sale conversion rate
(%)
Number of sales
API / sale (£)
Reporting
Assure delivery
Forward-looking controls
7
50
7
50
6
3 ,0 0 0
3 ,0 0 0
40
2 ,0 0 0
50
50


= HI

M

L

= MED

Percentage not Trained
4 ,0 0 0

= LO
2 ,0 0 0
41
1 ,0 0 0
5
3
3
490
490
473
90
90
59
1 ,0 0 0
0
0
J
Error-free Fact Finds (%)
D
Project Expenditure
4 ,0 0 0
£k
Key indicator
COMPARE
N

Cancellations
Op. Project Achieved
Target Target this Week
O
Probability
H 
Seminar Seminar Seminar Seminar Seminar
1
2
3
4
5
Percentage Trained
Sales
S
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Launch
Change
Management
A
Percentage of Rollout Complete
Management
Op. Project Achieved
Target Target this Week
Key indicator
Number of appointments kept per
week
Number of 1st appointments kept
per week
Number of 2nd appointments kept
per week
ACT
400
W e e kly A P I p e r
S M /U M
B udge t
800
2 0 ,0 0 0
0
“How well?”
600
1 ,4 0 0
4 0 ,0 0 0
£k
Risk
Management
F
M
A
M
J
J
A
S
A v. W e e k ly C a n c e lla tio n s
O
N
D
D
J
F
Budget
M
A
M
J
J
A c tu a l
Measures of success
L
M
Impact
H
Active management of risks
Balanced Scorecard
Money: value for money
for stakeholders/Partners
Customers: how
should we appear?
Vision &
Strategy
=
Processes:
what should
the YOT excel
at?
Development: how to we
sustain & improve
ourselves?
Kaplan and Norton
The balanced scorecard
A management & measurement system
A framework for the internal business
Not just financial measures, people, business processes
and customers.
Balanced scorecard
Objectives
Targets
Measures
Initiatives
Profit Chain
Staff
Court
Stakeholder
A great place
to work
A great YOT to
do work with
A great YOT to
be in partnership
with
Attraction
Retention
Motivation
Magistrates’
satisfaction
Court confidence
Justice balanced
& served
LAA/CAA (UK)
CSP/CYPP
(Wales)
What does “good” look like?
Real-time, regular
and robust
performance data
Transparent set of
performance
rewards
and sanctions
Clear performance
management review,
combining challenge
and support
Best
practice in
local
performance
managemen
t
Can-do culture
inspired
by strong
leadership
Agreed lines of
individual
accountability
Real Rewards
What motivates people?
42% achievement
32% recognition
23% interesting work
Management models:
a word of warning
“…models and theories offer not solutions to
organizational problems, but rather ways to reduce the
complexities and uncertainties involved-nothing more,
but definitely nothing less.”
“…simple memory aids, useful ways of ordering reality”
[Have, Have & Stevens, 2003]
But on the up side…?
Models …offer valuable insights and a sound framework
on the basis of which the right choices can be made…”
Purpose and Priorities
Exercise – Purpose 1/2
What is the purpose of ??? YOT (i.e. what is it for)?
PART 1 – In pairs you have 5 minutes to come up with as
many reasons as possible for the purpose of ??? YOT
Using the post-it notes on your table, please only record 1
reason on 1 post-it note
Part 2 – In 2 groups you now have 10 minutes to share your
reasons with the group
Exercise – Purpose 2/2
Please theme your reasons into categories by placing like
reasons together onto the flip chart
Part 3 - You now have 2 minutes to present your categories
to the main group
Part 4 – Now as a main group agree main categories
YOTs are responsible for:
Reducing Offending
Co-ordination
Assessment
Intervention
Management of Risk
Exercise 2 - Priorities
Using the single Red / Amber / Green sticky dots on your
tables, can you please rate the categories in level of priority
as follows:
• Red
• Amber
• Green
= 1st highest priority
= 2nd highest priority
= 3rd highest priority
A.n. Other YOT’s Purpose
In order of priority:
To Reduce Re-offending
Public Protection
Service the Courts
Safe guarding young people
Reassure the community
Translating Purpose &
Priorities into the Vision
What is a Vision?
A description of what the organisation aspires to be, where it
is heading & in the future where it wants to be
Vision focused organisations
Linked to activity
Does the Vision drive the YOT ?
Is the Vision isn’t supported in strategy
Vision Development 1/2
Part 1 - In 2 groups you have 10 minutes thinking about the
vision statement for ??? YOT
Write it down & be prepared to read it to the whole group
Part 2 - In turn, read your vision statement out to the whole
group
Vision Development 2/2
Part 3 - We will now pull together a shared vision
Next steps – The vision statement will be fed back to the
Management Board on ???
YJB vision is of an effective
youth justice system:
more offenders are caught, held to account for their actions,
& stop offending
children & young people receive the support they need to
lead crime-free lives
victims are better supported
the public has more confidence in the youth justice system
A.N Other YOT’s Vision
Better outcomes for young people,
families/carers, victims, community,
courts, partners, staff & managers
A.N Other YOT’s Vision
A.N Other YOT is a committed multi-agency partnership
working to prevent offending, reduce re-offending & protect
the public through:
• Inspiring, motivating & supporting young people to lead
crime free lives
• Providing quality support for victims & involving them in
restorative justice processes
• Promoting personal responsibility for young people & their
families &
• Building public confidence & safer communities
The Review Process
Is the strategy
working?
Communicate
Modify change
Seek feedback from
staff, customers,
suppliers.
Do we need to
change anything?
Generate new ideas /
or methods of
execution
Performance Management Cycle
What is our
service for?
How will we
fulfil our
purpose?
How will we
improve and
develop?
How will we
know it’s been
achieved?