Initiative Leadership – Overall Skills assessment Preparing for Success

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Fundamental–all must have successfully led an initiative before reaching this level. The ‘apprentice’ initiative managers have had assignments and training that prepare them for their first initiative. Typically, these first initiatives will be Tier III, cost saving and Marketing only initiatives and are mostly Band II people. Initiative Leadership – Overall Skills assessment Preparing for Success talks about that.

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Nội dung Text: Initiative Leadership – Overall Skills assessment Preparing for Success

Initiative Leadership – Overall Skills assessment Preparing for Success Fundamental–all must have successfully led an initiative before reaching this level. The ‘apprentice’ initiative managers have had assignments and training that prepare them for their first initiative. Typically, these first initiatives will be Tier III, cost saving and Marketing only initiatives and are mostly Band II people. Their immediate Supervisor ascertains whether they are having the required knowledge and skill to lead an initiative. Fundamental Advanced Expert Initiative (types) to Qualified/ Tier III, Cost Savings, Tier I & II Tier I Major Business Unit Certified on Marketing Initiative Initiatives 1. Leadership, Successfully led small Successfully led a Tier I Successfully leads major Accountability & initiative or project: or II initiative Business Unit initiatives Direction Setting Delivered business objectives 2. Initiative management Fundamental knowledge & Applies to larger Same + improves systems practice of tools & skills sets initiatives. methodologies and tools. Finds ways to improve systems 3. Team Operations Successfully demonstrates can Same + more people, Same + Coaches and manage a multifunctional interfaces, both teaches others. team. internally and externally over a longer time 4. Business Knowledge Uses basic level knowledge Same + apply broader Same + has influenced with team to achieve desired knowledge to influence business direction results. & achieve greater results 5. Functional Knowledge Meets multifunctional Same + optimizes use Same + influences design knowledge requirements and and application of and application of new or successfully integrates their function methods in their best tools. needs into the project. initiative. Qualification/Certification Tier I & II Major Business Unit Major Corporate/ allows leading 1 or 2/year in each initiative. New Platform Enterprise program Category/Region Global Initiative Major business New Brand/CNV restructuring. 1 or 2/year in each 2 – 4/year as a company business unit Total Investment $ MM Examples Larger Flankers & Line Olean, Swiffer, Stages, Clairol Acquisition, Extensions Febreze, Actonel Flashpoint Torengos GBS ‘sale’ Typical Band III and IV, some II’s III, IV & V same Pre Requisites Knowledge Skills Fundamental Skills Advanced Skills Expert Skills Training & Knowledge & Knowledge & Knowledge Assessment Applied Applied Applied Fundamental Advanced Expert Qualification Certification Certification Mike Mills Page 1 10/9/2015 init_ldr_mastery_matrix_r_5a_2_18_03_1164.doc
1. Leadership, Accountability & Direction Setting Prerequisites before leading any project: Knowledge: 3E’s (Envision, Energize, Engage), SDDS, Horizontal Management, basic communication tools (email, Same time, team space, NetMeeting, MS Office, etc.) Skills – Business Writing (commercial form) and Presentations, Use of communication tools Training – Team Leader Training and Methodology Boot Camp Assessment – Supervisor believes they can handle the tasks Knowledge or Skill Area Fundamental Advanced Expert (SIL Principle #) 1:1 Setting Direction: Have successfully Same + on Tier I or II Same + Establishing Criteria/Measures demonstrated use of all initiative Successfully led major (#1 & 2) these. Led team to do this business unit initiative. Chartering Found ways to improve Identify Issues & Assumptions our methods and Manage Option Development practices 1:2 Change Management (#4) Same as above Same as above Same 1:3 Barrier Breaking & Alignment: Demonstrates all on an Same + Same + W/Functions (with #6) initiative within a Also works outside of With Senior Across function (with #6) business unit with some B/U Management With Management & Business help by Sponsor leaders 1:4 Accountability & Communication Demonstrated on an Same+ as above Same + as above Knowing what is happening (#11) initiative Telling people what is happening (#12) 1:5 Delivering Results Delivered against Same + achieves greater Same Taking Action & Following Decision Criteria or took results Through (#13) action to ‘kill’ project Review end results (#14) Mike Mills Page 2 10/9/2015 init_ldr_mastery_matrix_r_5a_2_18_03_1164.doc
2. Initiative Management Systems (Irv’s Team, SIMPL owners & current project managers) Prerequisites before leading any project: Knowledge : Cost & Budget Management basic systems, Risk Management Tools. SIMPL Skills – Put a real plan and schedule together. Demonstrated problem solving and use of risk management tools Training – Planning & scheduling training (or integrated into ‘boot camp’) + Team Leader Training and Methodology Boot Camp Assessment – Supervisor based on on the job performance Knowledge or Skill Area Fundamental Advanced Expert (SIL Principle #) 2:1 Planning & Scheduling (#2 & 3) Working knowledge of Same + Same + Plan development and agreement scheduling tools & Applied to tier I & II Applied to major Program/project execution & software projects. business unit initiative or milestone schedule Leads team to identify Qualified expeditor program Tracking & Control issues/assumptions, tasks, Accelerator responsibilities and converge on a plan and associate execution & milestone schedule Assess progress & recommend corrections. 2:2 Risk Assessment & Management Proactively identifies and Same + Same + (#5) manages financial and Manages risk with the Manages risk with franchise risks. business unit leadership company leaders Develops plans to address 2:3 SIMPL (#6& 7) Thorough understanding Uses to achieve Same Principles and demonstrated proper improved results. Phases & Milestones use of all elements. Finds ways to improve Success Criteria Achieved business results. the process Readiness Tools 2:4 Problem Solving/Decision Making Understands and Successfully Same successfully uses tools demonstrated on major (Add skill description) initiative 2:5 Cost & Budget Management Applies basic cost Proactively develops and Same including Cost & Feasibilities management systems and implements control and proactively manages reduction options. Manages initiatives with substantial investment 2:6 Use of the Diamond Understand concepts Proactively gains Same alignment on Portfolio and Master Plan at SIMPL milestones – insuring initiative fits with BU strategy and priorities. Is potential Diamond Owner 2:7 SDDS (Strategy Development and Familiar with Have developed an Same + Deployment) OGSM Managed an OGSM 2:8 Portfolio Analysis Understands process and Improved accuracy Same provides accurate input based upon better data for decisions and understanding of risks priorities and probabilities. Mike Mills Page 3 10/9/2015 init_ldr_mastery_matrix_r_5a_2_18_03_1164.doc
2:9 Master Plan Understands concept and Same Same Brand Building Framework? demonstrated capability to deliver. Mike Mills Page 4 10/9/2015 init_ldr_mastery_matrix_r_5a_2_18_03_1164.doc
3. Team Operations Knowledge or Skill Area Fundamental Advanced Expert (SIL Principle #) 3:1 Staffing (#8 & 9): Achieves results with Proactively staff Brings top company Articulating needs assigned people initiative and optimizes performers to team Developing role descriptions Identifies and fills gaps Reaches broadly across Interviewing & assessment, Replaces problem staff company Effective Negotiations 3:2 Team Development (#10) Uses team to deliver Successfully crafts an Same + leads teams Creating Effective Teams results effective team across which include senior Collaboration complex environments & management Effective Meetings geographies Facilitation skill 3:3 People Development (#10) Everyone does their work Same + Same + OnBoarding & Joinup and meets expectations Considered Role Model Many people on team Sharing expectations Identifies problems and Stretches people. have succeeded as Coaching & Training brings in help Feedback that this was a leaders in the company Inclusion/diversity growthful assignment 3:4 Ongoing Improvement (#10) Ongoing assessment Same + Same Assessments Provides feedback to Ongoing feedback to Feedback functional leaders individuals Rewards & recognition Rewards & Recognizes team & Individuals 3:5 Delegation Skills Successfully leads Successfully leads Same multifunctional team multifunctional team with multiple levels 3:6 Time Management Training and applies to Same+ Same self and Team Across complex interfaces 3:7 Conflict Resolutions Trained & Demonstrates Same + Same + results with team Demonstrates results Corporate Leaders with Business Unit Mike Mills Page 5 10/9/2015 init_ldr_mastery_matrix_r_5a_2_18_03_1164.doc
4. Business Knowledge Knowledge or Skill Area Fundamental Advanced Expert 4:1 Company & Business Unit Can articulate and Able to propose option to Same Strategy & Direction describe their project’s drive improved business relationship results. Can freely discuss these with management 4:2 Company & Business Unit Can clearly articulate Same + Same structure and key managers Can assess strengths and weaknesses to develop stronger teams and plans – with better results 4:3 Business Background, capability Can clearly articulate Same + Same & Assessment: each of the following. Able to propose options History that can improve the Products & Packages Can relate each to the initiative and business Strengths objective of their results Weaknesses initiative Opportunities Threats Competition Initiative Success Principles Brand Equity (using Brand Building Framework) Initiative Portfolio & Masterplan Sites & Facilities Budgets Technologies Forecasting Different Business Models Holistic Innovation 4:4 Customer & Consumer (need to define) 4:5 Applicable Policy, Procedures, Working knowledge Increased ability to spot Standards and Government potential issues earlier & Regulations. with less consequences Mike Mills Page 6 10/9/2015 init_ldr_mastery_matrix_r_5a_2_18_03_1164.doc
5. Functional Knowledge & Skill Knowledge or Skill Area Fundamental Advanced Expert 5:1 Advertising – Basic Knowledge Actual experience with Same + Key Marketing Processes: Concept, key Marketing Successfully run a copy, package, media sampling, Fundamentals, Test Market & marketing plan development, Processes & National/Global commercial readiness, commercial Qualification Launch readiness Thorough Broadening Fundamentals/key tools: Marketing understanding of factors assignment in Framework, Brand building scorecard, and measures that drive marketing or Equity Pyramid commercial success. substantial marketing Qualification: methods, options, Ability to apply this experience diagnosis, analysis knowledge to an action plan that maximizes NOS/NPV 5:2 R&D: Basic Knowledge Understands reason for Same + Same + Key Technical Processes: MOPD, each process and tool. Processes and tools Ability to assess Package Design, DEPTH Model, Able to know if they are used at the right time whether the Technical Readiness being used and “masterfully”. organization has the Key Support processes PS&RA, Assesses if team capability to deliver CSS/QA members are the most significant C&D sufficiently skilled in initiatives Technology use and application to specific initiative need. 5:3 Product Supply: Basic Has successfully Same + Knowledge/awareness of managed a schedule Working knowledge of Funding mechanics (e.g., supplier Understands Technical Critical Chain and advance vs. capital) Readiness concepts and how to use buffers Integrated Business Planning/Demand the multiple Quantify key Planning tools including Capacity qualifications. Has qualification for Planning & CPS integrated into an specific project and Technical Readiness: TT&T/CQV overall development how to manage Sourcing plan. Nuances of forecasting Capacity Planning – and the needs for understands Capacity to buffers Demand ratios (C/D) Understand Strategy and what they imply for Engagement Tool and launching and going how to apply Sourcing – understands trade\offs vs. the project success criteria with mgt. Risk profile Understands customization capabilities for launch and going 5:4 CMK – basic knowledge: Indepth understanding Same + Initiative Success drivers and of IS drivers and Can listen to associated CMK tools. working knowledge of consumers and Learning plans and key milestones. CMK tools. translate these into Inmarket tracking measures Ability to interpret creative ideas leading Copy/ARS test results to new projects. & understand key drivers Ability to influence learning plan to drive greater success Ability to track in market progress and Mike Mills Page 7 10/9/2015 init_ldr_mastery_matrix_r_5a_2_18_03_1164.doc
initiate actions to improve results Mike Mills Page 8 10/9/2015 init_ldr_mastery_matrix_r_5a_2_18_03_1164.doc
Functional Knowledge & Skill (Cont’d) Knowledge or Skill Area Fundamental Advanced Expert 5:5 MDO: Basic Knowledge Participated in new Same + Same + Customer Selling initiative sales Understands customer Understands retailers’ Trade dynamics presentation at a key market leaders retail capability to influence MDO Operations including GBP customer. consolidation consumer purchase MOTs Teams Understands basic MDO Understands CBD decisions CBD Structure market deployment multifunctional team Ability to effectively process and customer structure/capability allocate MSA between leadtime requirements. Full Sales training or customer and substantial Sales consumer spending experience 5:6 F&A – Basic Knowledge: Indepth understanding of TBD TBD C&F’s key variables that drive NPV Cash Flow analysis including on a specific initiative. NPV/TSR Financial Risk Analysis Ability to apply these drivers Funding mechanics to an action plan/learning plan that maximizes the financial return. 5:7 Design: Awareness if: Understands reason for Same + Same + Equity guidelines each process and tool. Processes and tools Ability Project tiering Able to know if they are used at the right time to assess whether the Design Principles being used and “masterfully”. organization has the Equity choice wheel Assesses if team capability to deliver the Design Briefs members are most significant Design Manager Network sufficiently skilled in initiatives use and application to specific initiative need. 5.75 Artwork (Jay Cramer) 5:8 Fast Cycle Learning Understands reason for Same + Same + Internet enabled consumer research each process and tool. Processes and tools Ability Rapid physical Prototypes Able to know if they are used at the right time to assess whether the Computer aided Engineering being used and “masterfully”. organization has the Virtual Test Marketing Assesses if team capability to deliver the Accelerator (see 2:1) members are most significant JEDI: Team Based Prototyping sufficiently skilled in initiatives use and application to specific initiative need. Use capabilities in an integrated way to maximize their contribution to the initiative results. 5:9 External Relations (Molly Humbard – 37647) Mike Mills Page 9 10/9/2015 init_ldr_mastery_matrix_r_5a_2_18_03_1164.doc
The Art of Successful Initiative Leadership Clearly define the initiative’s commercial objectives and Appoint the project leadership. keep these in front of the team at all times. a) Hold Project Leadership accountable (especially “Sponsors”) for both in-market results and a) Articulate the commercial purpose of the initiative precisely, in a single sentence. the performance of the project team. 1 b) Flesh out the project goal by setting clear and comprehensive Success Criteria. 8 b) Build capable Initiative Leaders – Proficiency, Authority, Experience, Time (rule of thumb: c) Agree the objectives with business leadership. leadership activities take 6-8% of total project effort). d) Keep the project objectives in front of the team at all times. c) Appoint “lieutenants” and sub-team leaders. e) Treat changes to the objectives as a major event. d) Resist functional decision-making. Appoint the multifunctional project team. Define a plan to achieve the project objectives. a) Assign a focused task force. a) Develop a complete picture of the project scope that will be required to deliver the goal; make design choices that maximize the chances of success. b) Expand the responsibilities of the core members of the project team as much as practicable. b) Consider different scenarios when creating the Base Plan. 2 9 c) Involve all the right people, early enough for them to influence the project design c) Maintain a project Base Plan as the single source of agreed project scope. (functional expertise and detailed market knowledge). d) Use consumer testing to guide the design process. d) Hold Project Team members accountable to the Initiative Leader (rather than to their e) Validate that the defined plan will deliver the goal. functional home). f) Execute the plan upon which the initiative was committed. e) Maximize co-location of team members. Use virtual teaming tools where impractical. Define a plan to deliver the initiative. Lead the project team. a) List the tasks to be performed and determine the project schedule. a) Build and nurture relationships within the team (“Team Building”). b) Obtain the staffing required. 3 10 b) Hold regular team meetings. Keep the project team informed. c) Obtain the funding required. c) Manage to the strengths and weaknesses of both individuals and the team as a whole. d) Plan at the appropriate level of detail (broad milestone planning for total project; detailed Spend time and effort on the vulnerable areas. planning for next/current stage). Follow a disciplined change management process. Know what’s happening. a) Evaluate changes to the initiative plan thoroughly, before changing the plan. a) Run the project on a doctrine of “no surprises.” b) Recognize that major changes to scope, without a corresponding increase in either timing 1 b) Regularly review the status of tasks due. 4 or resources, will simply compromise the results delivered in-market. 1 c) Monitor team performance and morale. c) Define those changes that are within the project team’s control and those that require d) Watch vulnerable areas closely. management involvement and approval. e) Adjust the plan as necessary. Establish sufficient flexibility and contingency in the initiative plan. a) Manage expectations. Make realistic commitments. Refuse the imposition of unrealistic Tell people what’s happening. targets – they create recklessness. a) Issue status reports. Keep them succinct and to the point (i.e., is the project on track to 5 b) Establish a reserve (contingency). Frequently in schedule, but can be in any of the 4 plan 12 deliver its objectives?). variables (scope, timing, resources, or results). b) High problem areas and risks, c) Foresee potential significant difficulties that could arise and make backup plans to deal with c) Distribute initiative information broadly. these (versus advocacy, i.e., arguing that they are not serious risks). Use project decision milestones (SIMPL) to maximize chances of commercial success. a) Project Establishment: Start the project only when there is a right to succeed (screened for viability). Follow through until results are achieved. b) Project Commitment: Start implementation only when you have confidence that the 1 a) Monitor post-launch results (commercial and technical). Continue to plan and readjust 6 business model is sound. 3 accordingly. c) Launch Plan Agreement/Launch Authorization: Proceed to launch only when the initiative d) Maintain accountability until the results are delivered. plan is complete and you are sure that you will deliver. d) Results Review: Close the project and hand over to the ongoing operation only when satisfied that all of the project work is complete. Prepare project decisions thoroughly. Review the end results of the project to be sure whether or not it’s a success. a) Plan ahead (discuss next month’s decisions while making this month’s decisions). 1 a) Compare in-market results with project objectives. 7 b) Get broad input and alignment to the plan. 4 b) Capture and document learnings. Reapply to subsequent launches and other projects. c) Identify issues/challenges to address, and resources required to succeed, in next phase. c) Understand the capability of the initiative process (success rates, lead time, resources). e) Plan for the availability of the decision makers. Mike Mills Page 10 10/9/2015 init_ldr_mastery_matrix_r_5a_2_18_03_1164.doc