Pattern-based Strategybased Strategy Strategybased Strategy ... • ProvidiJls mrms fCI: msw: ......
Transcript of Pattern-based Strategybased Strategy Strategybased Strategy ... • ProvidiJls mrms fCI: msw: ......
Pattern-based StrategyPattern-based StrategyStrategically Aligning Information Management for Mission Success
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for Mission Success
3/17/2011
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Report Documentation Page Form ApprovedOMB No. 0704-0188
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1. REPORT DATE 17 MAR 2011 2. REPORT TYPE
3. DATES COVERED 00-00-2011 to 00-00-2011
4. TITLE AND SUBTITLE Pattern-based Strategy. Strategically Aligning Information Managementfor Mission Success
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6. AUTHOR(S) 5d. PROJECT NUMBER
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7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) Idaho National Laboratory,2525 Fremont Avenue,Idaho Falls,ID,83415
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12. DISTRIBUTION/AVAILABILITY STATEMENT Approved for public release; distribution unlimited
13. SUPPLEMENTARY NOTES Presented at the 23rd Systems and Software Technology Conference (SSTC), 16-19 May 2011, Salt LakeCity, UT. Sponsored in part by the USAF. U.S. Government or Federal Rights License
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Standard Form 298 (Rev. 8-98) Prescribed by ANSI Std Z39-18
About Me
• Idaho National Laboratory– Nuclear Programs
N ti l & H l d S it– National & Homeland Security– Energy & Environment
• Information Management– Manager of IM Strategic Planning– Enterprise Architect
Idaho NationalLaboratoryLaboratoryMission • Ensure the nation's energy security with safe, competitive, and
t i bl t d i ti l d h l dsustainable energy systems and unique national and homeland security capabilities.
Vision • By 2015, INL will be the pre-eminent nuclear energy laboratory with
synergistic, world-class, multi-program capabilities and partnerships.
Operational effectiveness and STRATEGY are
both essential to SUPERIORboth essential to SUPERIORPERFORMANCE…but they work in very different waysdifferent ways.
A company can outperform rivals only if it canA company can outperform rivals only if it can establish a DIFFERENCE it can PRESERVE.
-Michael Porter, HBR, 1996
PatternsGroups and structures in the data that are in some way ordata that are, in some way or
another, similar.,
What isStrategic?Strategic?• Things are strategic because they support the company’s sources of
competitive advantage. Thi th t l d d tt ti t t– Things that are valued and attractive to customers
– Things that are unique in the marketplace– Things that are not easily copied
Thi th t t il b tit t d b th thi– Things that are not easily substituted by other things- Mark P. McDonald, Gartner
“Know thy Customer”Customer
• What is the strategy of the organization?• Who is executing the strategy and what are their needs?
• Company Strategy• Company Strategy• News Stories (iNotes)• Projects
Department Strategies• Department Strategies• Organizational Structure• Business Architecture
CustomerEngagementEngagement
• InterviewsInterviews• Focus Groups• Service Issues• Service Issues• Past Complaints
Capture / Record • Challenges – What keeps them up at night?S Wh t i• Successes – What is occurring in their organizations that is noteworthy?y
• NamesDates• Dates
• Actual Statements from ParticipantsC t T i l• Customer Terminology
PatternIdentification
Affinity Diagram / Sticky Note Method• Sort Ideas into natural themes by asking:Sort Ideas into natural themes by asking:
– What ideas are similar?– Is this idea connected to any of the
others?• Organization
– Headers– Color
Sticky NoteMethodMethodCategory 1Category 1 Category 2Category 2 Category 3Category 3
Idea 1
Idea 2
Idea 1
Idea 2
Idea 5
Idea 10
Idea 5
Idea 10
Idea 6
Idea 3
Idea 6
Idea 3Idea 2
Idea 9
Idea 2
Idea 9
Idea 10
Idea 4
Idea 10
Idea 4
Idea 3
Idea 8
Idea 3
Idea 8
Idea 7Idea 7
StrategyIdentificationIdentification
• High Level Strategic• High Level Strategic AreasE d St t G l• End State Goals
• Prioritization
DistributedOwnershipOwnership• Strategic Initiative Review Meeting
– Distributed OwnershipP t ti– Presentation
– Internalization
PlanningStrategic ExecutionStrategic Execution
• Deliverables– Timeline
Success Factors– Success Factors– Metrics
Strategic Plan
~Idaho NoHooolloborotory
..... '--------------~Idaho National laboratory
• CR.1ting procHS6 Uld constructJ t:Ut will deli'w iii
plmnrd. uecuted. ;and IIWUI~ ~ffecbnly to
• Dd.i\'tring hi&h qu.ility, relilble infrutructure
• ProvidiJls mrms fCI: msw:ing !hot• <XBmiz•b~.Winm>otj
• I>e\-elopin& backgound integntion bef\\-een systems
/ Goal 2: Enabling the Laboratory
• Embtisbmg m oulcomes-bued risk-IJW\igemrnt
Ll.bonlf.OI)I is besl ~tM fot: the evolvmg
• Enhmcing tbe Ubontory 11S.1J;e of c:l.usified clu.m.d prognmo.
/ Transforming the Labora· Hiah Performan ce W o rkplace
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