Index
act-learn-build model, 101–102, 110
after-action reviews (AARs), 171–176
before-action planning for, 172
before-action reviews (BARs) and, 173
conducting, 172
five ways to use, 175–176
focus on learning from, 174
mini-BARs and AARs, 173–174
selective use when introducing, 172–173
ways to improve, 172–174
agile methodology, 179, 183, 188
planning using, 212–213
test-and-learn approach in, 208
alignment, 199–221
initiative failure and lack of, 50
kill existing initiatives with lack of, 61
as ongoing process, 4–5
Allen, James, 212
Alphabet, 210–211. See also Google
ambassadors handoff model, in innovation projects, 180
approval process, for proposals, 3
asking for reasons behind decision in, 30–31
lack of resources and decision in, 31
naming and branding, only after approval, 26
“no” decision in, 30–31
partial approval of project in, 34–36
recording votes at every meeting in, 26, 27
tabling a decision in, 31–34
vetting meeting example of last-minute voting changes on, 23–27
“yes, proceed” decision in, 36–37
architect handoff model, in innovation projects, 179–180
Argyris, Chris, 140
Ashford, Susan, 14, 15, 16, 17, 18
Ashkenas, Ronald N., 145–162
Avery Dennison, 158–159
Bain & Company, 207
balancing portfolios. See rebalancing initiative portfolios
band-aid initiatives in, 65–66
before-action reviews (BARs), 173–173. See also after-action reviews (AARs)
Bevan, Helen, 187–189
Bodley-Scott, Sam, 41–52
Brache, Alan P., 41–52
Brown, Joe, 177–181
Brown, Paul B., 99–110
budget negotiations, steering committee for prioritization in, 27
business case
approval of only part of project after presenting, 34–36
building and presenting, 3
“no” decision after presenting, 30–31
rebalancing initiative portfolios using information from, 90–91
tabling a decision after presenting, 31–34
“yes, proceed” decision after presenting, 36–37
Butman, John, 14, 15, 16, 17, 18
Caesars Entertainment, 212
Canadian Blood Services (CBS), 90–91
capability development, versus pressure for results, 204
Caterpillar, 211–212
champions
approval process decisions and, 31, 32
exit champions, 191–198
new ideas and projects with, 20–21
process improvements and, 184, 185–186
project champions, 195–196
change management, 117–118
chaos pilots, on teams, 121–122
Clorox, 104–108
colocation, 133
communication, on teams, 123
conflict, learning from, on teams, 139–140
conflict resolution, in execution, 168–169
Connerty, Michael, 201–205
convergent action, 123
Cook, Mary Jo, 104–108
cost cutting, and process improvements, 188–189
cost myopia, in initiative overload, 66
creativity versus discipline, in execution, 204–205
critical priority, 54–55, 57, 59, 60
C Space, 19–22
Darling, Marilyn, 171–176
deadlines, in execution, 167–168
decide-do/refine-do approach, 208
decision process
asking for reasons behind decision in, 30–31
top-down control versus democratization of change in, 203
See also approval process
Dell Technologies, 208–209
Deming, W. Edwards, 183
desirable priority, 55–56
DiCamillo, Gary, 220
Di Carlo, Rodolphe Charme, 215–221
discipline versus creativity, in execution, 204–205
divergent thinking, 123
Edmondson, Amy C., 125–144
Elbæk, Uffe, 121–122
emergencies, and after-action reviews (AARs), 175–176
entrepreneurs
act-learn-build model used by, 101–102, 110
Clorox example of project of, 104–108
desire as motivator for, 106
first steps in projects of, 102–104
launching projects during uncertainty by, 99–101
linking to business imperative by, 104
managing expectations by, 104–108
momentum building by, 108–110
securing commitment for only the next step by, 103
staying within acceptable loss by, 102–103
using means at hand by, 102
volunteers as team for, 103–104
evaluation process
for projects in initiative portfolios (see optimal project portfolio)
for proposals, 3
evaluation step, in optimal project portfolio, 42, 47–49
execution
alignment of strategy and, 4–5, 199–221
being clear and methodical in, 166–167
capability development versus pressure for results in, 204
closing strategy-execution gap in, 207–213
creativity versus discipline in, 204–205
flexibility in, 215–221
four behaviors to improve, 165–170
four core tensions in, 201–205
handing off innovation projects for, 177–181
importance of skill in, 165–166
inspiring end state versus mid-state targets in, 202
keeping peers and bosses current on, 169–170
positive feedback on, 168
resolving conflict and building team unity in, 168–169
setting stretch goals and deadlines for, 167–168
top-down control versus democratization of change in, 203
execution risk, 146, 151, 153–156
exit champions, 191–198
project champions versus, 195–196
role of, 193–198
expectations, managing, during launch, 104–108
explorers, on innovation teams, 178
execution risk and, 146, 153–156
exit champions and, 191–198
impact on employees of, 145–146
integration risk and, 146, 151, 152, 156
reasons behind, 145–162
teaming (teamwork on the fly) and, 139
white space risk and, 146, 151, 152, 153, 154, 156
feedback
after-action reviews (AARs) and, 173–174
execution and, 168
informal, on new ideas and projects, 15, 18
flexibility, in strategy, 209–210, 215–221
Folkman, Joseph, 165–170
funding
annual reapplication for, 73
initiative portfolio review for, 78
project approval related to, 35–36
Furr, Nathan, 119–124
General Electric (GE), 31, 208
goals, in execution, 167–168
Group Danone, 143
hive model, in innovation projects, 180–181
Hollister, Rose, 61–76
Holweg, Matthias, 183–190
Horan, Simon, 201–205
hospitals, structuring staff in, 133
idea generation, 3
ideas
champions on review committees for, 20–21
difficulties in starting new initiatives with, 14
getting informal feedback on, 15
motivation for proposing, 14, 18
persistence and avoiding discouragement with, 18
pilots for, 17–18
pinpointing by making specific and small, 15
pointers on getting ideas moving, 14–18
principles to remember for, 18–19
selling campaign for, 16–17
shaping story for audience for, 16, 19–21
winning support for, 13–22
impact blindness, in initiative overload, 63–64
implementation, 3
case study of patience in, 21–22
evaluating projects for (see optimal project portfolio)
project approval transition to, 36
See also launching and implementing initiatives
important priority, 55
influential communication, on teams, 123
initiative fatigue, and process improvements, 189–190
initiative inertia, in initiative overload, 66–67
initiative overload, 61–76
across-the-board initiative cuts in, 71
band-aid initiatives in, 65–66
causes of, 63–67
cost myopia in, 66
deciding trade-offs and cuts needed in, 70–71
examples of approaches to fighting, 71–75
impact blindness in, 63–64
ineffective strategies to remedy, 67–71
initiative inertia in, 66–67
multiplier effects in, 64
political logrolling in, 64–65
prioritization by function or department in, 67–70
questions to ask before launching an initiative to prevent, 74–75
retail company example of, 62–63
self-assessment questions for, 68–69
step-by-step process to combat, 73–76
unfunded mandates in, 65
initiative performance review (IPR), 80, 82–84
initiative portfolio analysis (IPA) document, 79, 80–82
initiative portfolio management
investment portfolio management similarities to, 87–89
rebalancing approach in, 88–89 (see also rebalancing initiative portfolios)
initiative portfolio review process, 77–86
benefits of, 78–79
four steps in, 79
frequency and scheduling of, 84–85
function of, 77–78
initiative performance review (IPR) in, 80, 82–84
initiative portfolio analysis (IPA) document in, 79, 80–82
as ongoing process, 4
roles and responsibilities in, 85–86
standardized reporting template in, 79
initiative portfolios, 39–95
alignment of strategy and execution in, 4–5, 199–221
four-step prioritization process in, 56–60
initiative overload in, 61–76
initiative portfolio review process in, 77–86
optimal project portfolio (OPP) methodology in, 41–52
rebalancing, 87–95
reviewing, as ongoing process, 4
types of initiatives and projects in, 43
types of strategic priorities in, 54–55
initiatives
annual reapplication for funding and resources for, 73
definition of, 2
implementation of, 3
launching, 3
learning about, 3–4
pointers on getting ideas moving in, 14–18
principles to remember for, 18–19
reasons for failure of, 50–51
sunset clauses for, 73
winning support for, 13–22
See also strategic initiatives
innovation projects, 177–181
four handoff models for, 179–181
types of teams on, 178–179
integration risk, 146, 151, 152, 156
interdependence of teams, 133–135
investment portfolio management
investment practice using, 87–89
rebalancing approach in, 88–89 (see also rebalancing initiative portfolios)
Johnson & Johnson, 160
Kanter, Rosabeth Moss, 109
Kaospilot, 121–122
Katz, Keith, 77–86
Kiefer, Charles F., 99–110
Knight, Rebecca, 13–22
launching and implementing initiatives, 3, 97–162
act-learn-build model in, 101–102, 110
building a transformative team for, 119–124
Clorox example in, 104–108
desire as motivator in, 106
entrepreneurs and uncertainty in, 99–101
entrepreneurs’ first steps in, 102–104
linking to business imperative in, 104
managing expectations in, 104–108
momentum building in, 108–110
monitoring and controlling your project during, 111–118
rapid-results initiatives and, 147–161
reasons for failure in, 145–162
securing commitment for only the next step in, 103
self-assessment questions in, 74–75
staying within acceptable loss in, 102–103
teaming (teamwork on the fly) in, 125–144
using means at hand in, 102
volunteers as team in, 103–104
See also implementation
Leading Transformation: How to Take Charge of Your Company’s Future (Furr, Nel, and Ramsøy), 120
lean methodology, 179, 184–185, 188
Lidow, Derek, 53–60
management reviews, during monitoring, 115–116
Mankins, Michael, 207–213
Manzione, Travis, 50–51, 77–86
Matta, Nadim F., 145–162
momentum building, during launch, 108–110
monitoring projects, 111–118
analyzing performance against plan in, 114–115
collecting performance data during, 113–114
five steps in, 112
managing changes to plan during, 117–118
meeting objectives in, 111, 118
reporting progress to stakeholders in, 115–117
tracking project activities during, 112–113
Moore, Joseph, 171–176
motivation
execution and, 168
new idea or project and, 14, 18
Motorola
RAZR team at, 133, 138, 139, 141
multiplier effects, in initiative overload, 64
National Health Service (United Kingdom), 187–189
negative capability, of teams, 119–121
Nel, Kyle, 119–124
Networking Attitude program, 143
new business or market entry, and after-action reviews (AARs), 176
“no” decision after presenting business case, 30–31
objectives
monitoring team progress toward, 111, 118
strategic priorities and, 54, 56, 57
optimal project portfolio (OPP), 41–52
evaluation of project portfolio in, 47–49
example of company’s prioritization criteria in, 43–45
example of project priority categories in, 48–49
implement on several levels in organization, 42
information on current and planned projects gathered and organized in, 46–47
ongoing project-portfolio-management process in, 49–50
project-prioritization criteria development in, 43–45
reasons for failure of initiatives and, 50–51
resource capacity development in, 45–46
steps in, 41–42
optimizers, on innovation teams, 178
owner’s manual handoff model, in innovation projects, 179
Parry, Charles, 171–176
performance data
analyzing, 114–115
collecting, 113–114
phase-gate reviews, during monitoring, 116–117
pilot projects, 30
getting ideas moving using, 17–18
rapid-results initiatives versus, 151
pitches, shaping for audience, 16
planned projects, in optimal project portfolio, 42, 46–47
plans. See project plans
plan-then-do approach, 207–208
Polaroid, 220
political logrolling, in initiative overload, 64–65
pooled interdependence of teams, 133–134
Porter, Michael, 61
portfolio management process, 42, 49–50
portfolio review process. See initiative portfolio review process
portfolios. See initiative portfolios
positive feedback, in execution, 168
presentations, shaping for audience, 16
prioritization
deciding trade-offs and cuts needed in, 70–71
example of project priority categories in, 48–49
four-step process in, 56–60
function or department used for, 67–70
initiative failure and inability in, 51
“no” decision for project due to lack of priority, 30–31
optimal project portfolio with criteria for, 41–42, 43–45
proposals and, 3
rank ordering and, 53–54
sorting tasks for execution by teams in, 130–131, 133–135
steering committee in budget negotiations for, 27
three interdependent variables in, 54
types of strategic priorities in, 54–55
process improvements, 183–190
initiative fatigue and, 189–190
interviews with champions in, 185–186
interviews with executives in, 186–188
lean projects study of, 184–185
National Health Service’s experience with, 187–189
product development, and after-action reviews (AARs), 176
progress reports, in rebalancing initiative portfolios, 94
project champions, 195–196. See also champions
project dashboards, 116
project management process
initiative failure and poor quality of, 51
project approval and setting up, 36–37
rapid-results initiatives versus traditional approach in, 147–148, 149
teaming (teamwork on the fly) and, 130
project management systems, data collection in, 113
project plans
analyzing performance against, 114–115
execution risk and, 146
managing changes to, 117–118
rapid-results initiatives and, 147–161
strategy-execution gap and, 207
white space risk and, 146, 151, 154, 152, 153, 156
World Bank Nicaragua agricultural project example of, 152–155
project portfolios. See initiative portfolios
project reviews, in rebalancing initiative portfolios, 94
projects
approval of only part of, 34–36
champions on review committees for, 20–21
difficulties in starting new initiatives with, 14
getting informal feedback on, 15
keeping support from evaporating for, 23–27
motivation for proposing, 14, 18
naming and branding, only after approval, 26
optimal project portfolio and gathering information on, 42, 46–47
persistence and avoiding discouragement with, 18
pilots for, 17–18
pinpointing idea by making specific and small in, 15
pointers on getting ideas moving in, 14–18
principles to remember for, 18–19
selling campaign for, 16–17
shaping story for audience for, 16, 19–21
vetting meeting example of last-minute voting changes on, 23–27
winning support for, 13–22
proposals
approval of, 3
evaluation of, 3
prioritization of, 3
pulse meetings, for performance data collection, 113–114
purpose
importance of clear communication about, 186, 187–188
initiative failure due to conflicts in, 51
initiative failure due to lack of compelling purpose, 202
leadership skill with focus on, 136
nine-cell grid for evaluating theme portfolios using, 92–93
optimal project portfolio and, 41
Ramsøy, Thomas Zoëga, 119–124
rank ordering, 53–54
rapid-results initiatives, 147–161
Avery Dennison example of, 158–159
Johnson & Johnson example of, 160
leadership challenges in, 157–158
managers’ blueprint model versus, 161–162
pilot projects versus, 151
results orientation of, 150–151
shift in accountability to teams in, 153–158
team members and short time frame in, 153
traditional project management approach versus, 147–148, 149
vertical aspect of, 151–153
World Bank Nicaragua agricultural project example of, 148–151, 152–155, 156–157, 158
Zurich North America example of, 159, 161
RAZR team, Motorola, 133, 138, 139, 141
RCA SelectaVision product, 191–192
rebalancing initiative portfolios, 87–95
business case information in, 90–91
case example of, 89–90
developing process for, 94–95
investment portfolio management similarities to, 87–89
nine-cell grid for evaluating theme portfolios in, 91–94
portfolio analysis as first step in, 91
regular, repeated project reviews and progress reports in, 94
reciprocal interdependence of teams, 134–135
Reeves, Martin, 215–221
resource allocation
annual reapplication for, 73
example of project priority categories used in, 48–49
initiative portfolio review for, 78
strategic priorities and, 54, 56, 57–60
resource capacity
entrepreneurs’ using means at hand in new projects and, 102
initiative failure and lack of, 51
“no” decision after presenting business case due to lack of, 31
optimal project portfolio and, 42, 45–46
return on initiative (ROI), 77
review committees, and champions for new ideas, 20–21
review of portfolios. See initiative portfolio review process
review process
as ongoing process, 4
for project failures, 193
Rimm, Allison, 23–27
Royer, Isabelle, 191–198
sales, and after-action reviews (AARs), 176
Sarasvathy, Saras D., 100, 102
scalers, on innovation teams, 178–179
Schlesinger, Leonard A., 99–110
SelectaVision product, RCA, 191–192
selling campaigns, for new ideas and projects, 16–17
Sengelmann, Suzanne, 104–108
sequential interdependence of teams, 134–135
Sheen, Raymond, 20–21, 29–37, 111–118
Simmons Bedding Company, 128
Sougarret, Andre, 136, 138–139
specificity of ideas, 15
Staats, Bradley, 183–190
stage-gate reviews, during monitoring, 116–117
stakeholders
change management and, 117–118
reviews for, 115–117
Starbucks, 100–101
steering committee, in budget negotiations, 27
stoplight charts, 116
stories
case study on using, 19–21
shaping for audience, 16
strategic initiatives
challenges in, 6–7
definition of, 2
evaluating and prioritizing strategic portfolio in, 39–95
examples of, 1–2
from idea to pitch in, 11–37
how to use this book on, 6–10
keeping strategy and execution aligned in, 4–5, 199–221
launching and implementing initiatives in, 97–162
maintaining momentum and overcoming challenges in, 163–198
processes taking place with, 4–6
response mechanisms in, 211–212
steps in, 3–4
test and learn and test some more in, 212–213
winning support for new idea or project in, 13–22
strategic portfolios. See initiative portfolios
strategy
alignment of execution and, 4–5, 199–221
closing strategy-execution gap in, 207–213
decide-do/refine-do approach to, 208
evergreen (continuous process over time) approach to, 208–209
flexibility in, 209–210, 215–221
plan-then-do approach to, 207–208
as portfolio of options, 210–211
tabling an approval decision because the strategy it supports is on hold, 33
stretch goals, in execution, 167–168
support
case study on winning, 19–22
champions on review committees for, 20–21
difficulties in getting, 14
keeping support from evaporating, 23–27
motivation for seeking, 14
pointers on seeking, 14–18
principles to remember for gaining, 18–19
shaping story for audience for, 16, 19–21
vetting meeting example of last-minute changes in, 23–27
winning, for new idea or project, 13–22
tabling an approval decision, 31–34
Taylor, Frederick, 183
teaming, 125–144
behaviors of successful teaming, 137
benefits and rewards of, 141–144
building psychological safety in, 138–139
challenges in using, 127
description of, 126–127
embracing failure in, 139
emphasizing purpose in, 136–137
geographically distributed team with cultural differences and, 129–130
intense collaboration across boundaries in, 129
interdependence of, 133–135
putting conflict to work in, 139–140
situations calling for, 128–129
Water Cube, Beijing Olympic Games, example of, 125–126, 129, 131, 134–135, 139, 140–141
teams
after-action reviews (AARs) with, 171–174
buddy checks to verify tasks done on, 112–113
building transformative teams, 119–124
chaos pilots on, 121–122
convergent action and, 123
divergent thinking on, 123
execution and building unity in, 168–169
handing off innovation projects between, 177–181
influential communication on, 123
interdependence of, 133–135
leaders’ tasks on, 130–131
product/function organizational structure and, 119
scoping out the challenge in, 130, 131
sorting tasks for execution in, 130–131, 133–135
structuring the boundaries in, 130, 132–133
teaming (teamwork on the fly) in, 125–144
tracking project activities of, 112–113
volunteer teams, with entrepreneurs, 103–104
technical reviews, during monitoring, 115, 117
Thompson, James, 133–134
time frame, and strategic priorities, 54, 56, 60
tollgate process, and project approval, 34
tollgate reviews, during monitoring, 115, 116–117
transformative teams, 119–124
convergent action and, 123
divergent thinking on, 123
negative capability of, 119–121
uncertainty
entrepreneurs and launching projects during, 99–101
plan-then-do approach and, 208
unfunded mandates, in initiative overload, 65
U.S. National Parks, forest fire policy of, 218–219
Upton, David M., 183–190
Valentine, Melissa, 132–133
vetting meetings
example of last-minute voting changes in, 23–27
recording votes at every meeting, 26, 27
volunteer team, with entrepreneurs, 103–104
Water Cube, Beijing Olympic Games, 125–126, 129, 131, 134–135, 139, 140–141
Watkins, Michael D., 61–76
white space risk, 146, 151, 152, 153, 154, 156
Whole Foods Market, 109
Williams-Sonoma, 109
World Bank Nicaragua agricultural project, 148–151, 152–155, 156–157, 158
Your Strategy Needs a Strategy (Reeves, Haanaes, and Sinha), 216, 219
Zenger, Jack, 165–170