When Strategy Meets Crisis: How To Keep Your Team (and You) Focused. Beth Talbert Global Strategic Portfolio Manager PMO15WS2

Transcription

1 When Strategy Meets Crisis: How To Keep Your Team (and You) Focused Beth Talbert Global Strategic Portfolio Manager PMO15WS2

2 Quick Check Are we in the right place for your priorities?

3 2015 PMO Symposium Track We are here Portfolio Management An In-depth Exploration PMO Best Practices Enhancing Organizational Project Management

4 Are You Interested In? Complexity Leadership Skills Stakeholder Management Portfolio Management Strategic Implementation Management Strategic Alignment

5 A Little About Me Award-winning international portfolio leader Bridging strategy, operations, finance and brand in multi-national environments FedEx-sponsored Vanderbilt MBA Fortune 100 corporations, U.S. military, U.S. federal government and small business Naval geophysics trips in the Middle East and West Pacific Large-scale disruptions in global logistics Personal practice keeping it together and focusing when facing crisis-level chaos.

6 Abstract When a team suddenly faces a crisis situation, the potential for team members to abandon implementation of a corporation s strategic objectives is significant. Join us for a workshop on how to keep your team (and you) focused in a radically new environment when facing a crisis ranging from a corporate-specific event to a global natural disaster.

7 Session Learning Objectives Three ways to stay focused on portfolio management and implementing a corporation s strategic objectives during a crisis How to use natural reactions to crisis situations to maintain unwavering focus and still balance the (modified) needs of your team members Gain inside perspective on how to execute the organization s strategy while navigating the inevitable chaos resulting from natural or manmade disasters (with examples from large-scale storm activity, corporate crisis, etc.)

8 Agenda: Part 1 Introduction to workshop, goals (10 15 minutes) Context Definition of the terms crisis, strategy for use today Examples of crises (generated from group experience) Count off into groups and reconvene in group areas Break out #1: Choose crisis situation in small group, complete SWOT exercise, generate 3 go-to recommendations for focusing on portfolio delivery during a crisis (10 minutes to generate exercise one; 5 minutes to report findings to group)

9 Agenda: Part 2 Part 2: Natural reactions to crisis situations, how to use natural reactions, scenario planning to reduce natural reactions and increase team (and your) focus on portfolio delivery (10 minutes) Break out #2: Scenario planning exercise resulting in 4 possible scenarios for chosen crisis outcome and top choice for focusing on delivery during a crisis (10 minutes to generate exercise one; 5 minutes to report findings to group)

10 Agenda: Part 3 Part 3: Putting it all together developing an overall list of 10 go-to recommendations to retain focus in crisis (10 minutes) Present findings (5 minutes per group for approximately 20 minutes adjustable depending on number of groups and progress of overall workshop) Conclusion (5 minutes) End goal: 10 go-to group-generated recommendations for use during the next crisis

11 End Goal No surprises in the next crisis 10 go-to group-generated recommendations for use during the next crisis Think about these in the context of the work you do every day. Might not be first responder Might not be life and death situation Could be situation specific to your industry or company versus country or region

12 What About Taking Notes? It s easy! I ll compile insights and actionable results from today s workshop and deliver to you

13 How Do I Get Them? Use the sign-in sheet Ensures you ll get a copy of the notes

14 Ah, here we are. They ve moved coverage of Trump s campaign to the comics section. "Daily Cartoon: Monday, August 24th - The New Yorker." The New Yorker. Conde Nast, 24 Aug Web. 24 Aug

15 Let s Get Started With Some Definitions.

16 Crisis A stage in a sequence of events at which the trend of all future events, especially for better or for worse, is determined; turning point. A condition of instability or danger, as in social, economic, political, or international affairs, leading to a decisive change. A dramatic emotional or circumstantial upheaval in a person s life. "Crisis." Dictionary.com. Dictionary.com, n.d. Web. 29 July 2015.

17 Strategy The science or art of combining and employing the means for war in planning and directing large military movements and operations. The use or an instance of using this science or art. Skillful use of a stratagem. A plan, method, or series of maneuvers or stratagems for obtaining a specific goal or result. "Strategy." Dictionary.com. Dictionary.com, n.d. Web. 29 July 2015.

18 Event Something that happens or is regarded as happening; an occurrence, especially one of some importance. The outcome, issue or result of anything. Something that occurs in a certain place during a particular interval of time. 1 "Event." Dictionary.com. Dictionary.com, n.d. Web. 29 July 2015.

19 To secure ourselves against defeat lies in our own hands, but the opportunity of defeating the enemy is provided by the enemy himself. -Sun Tzu Courtesy Tzu, Sun. Sun Tzu: The Art of War. Trans. Lionel Giles. S.l.: Pax Librorum House, Print..

20 To keep your team (and you) focused when strategy meets crisis, see the crisis before it arrives.

21 Part 1: See a Crisis Before It Arrives Crises arrive in very different forms Not all are the same level Spotters do you have them? Weather spotter Mergers & Acquisitions spotter Civil unrest spotter

22 Examples of Crises Weather events (most well-known) Political conventions Labor demonstrations Political unrest Hostile corporate take-overs Any event that significantly alters the landscape where your team currently operate

23 Hurricane Katrina August 29, 2005 Courtesy USCOG. "The U.S. Coast Guard & Hurricane Katrina." U.S. Coast Guard & Hurricane Katrina, Historical Index. USCOG, n.d. Web. 21 July 2015.

24 Hurricane Sandy October 29, 2012 Courtesy NASA Earth Observatory: Simmon, Robert, Mike Carlowicz, and NASA/NOAA GOES Project Science Team. "GOES View of Hurricane Sandy : Natural Hazards." GOES View of Hurricane Sandy : Natural Hazards. NASA Earth Observatory, 28 Oct Web. 10 Jan Joynt, Carol R. "Fun and Historical Facts About the 2013 Presidential Inauguration Inauguration Washingtonian." Washingtonian. Washingtonian, 27 Nov Web. 10 Jan

25 Nationwide Examples

26 Asia Pacific/Europe/Latin America Anderson, Owen. "Better Generation." Feed In and Out. Power Generation Group LLC, 4 Nov Web. 10 Jan

27 Hostile Corporate Takeover Attempts AOL and Time Warner, $164bn, 2000 Sanofi-Aventis and Genzyme Corp, $24.5bn, 2010 Nasdaq Omx/Intercontinental Exchange and Nyse Euronext, $13.4bn, 2011 Icahn Enterprises and Clorox, $11.7bn, 2011 Air Products & Chemicals and Airgas, $7.94bn, 2010 "The Top Five Hostile Takeovers of All Time." World Finance. World News Media, 30 Apr Web. 20 July 2015.

28 Exercise 1: SWOT SWOT Analysis Source

29 Breakout #1 Divide room into teams Use hostile corporate take-over scenario Develop SWOT analysis as it applies to chosen event

30 You ll come here, but you won t go to Brooklyn? "Daily Cartoon: Monday, August 24th - The New Yorker." The New Yorker. Conde Nast, 24 Aug Web. 24 Aug

31 Turbulence is life force. It is opportunity. Let's love turbulence and use it for change. -Ramsay Clark Clark, Ramsey. "The Quotations Page: Quote from Ramsay Clark." The Quotations Page. The Quotations Page, n.d. Web. 1 July 2015.

32 To keep your team (and you) focused when strategy meets crisis, recognize the switch.

33 Part 2: Recognize the Switch From living regular life All is normal Moving between work, home, and social activities To securing survival basics Maslow s basics (air, food, water, clothing, shelter, sleep) Then safety, social, esteem, and selfactualization needs "Maslow's Hierarchy of Needs." Simply Psychology. Simply Psychology, 17 Sept Web. 9 July 2015.

34 Know What a Crisis Event Scenario Looks Like Before It Arrives Use scenario planning to draw up the possible results of the hostile corporate take-over scenario Aim for four to five strategic scenarios to keep the current corporate portfolio running

35 "Cartoons - The New Yorker." The New Yorker. Conde Nast, 24 Aug Web. 24 Aug

36 Exercise 2: Scenario Planning Scenario 1 Scenario 2 Scenario 3 Scenario 4

37 Breakout #2 Use the template provided to begin developing scenarios based on a hostile corporate take-over

38 Marquis, Don. "The Quotations Page: Quote from Don Marquis." The Quotations Page. Ed. Michael Mancur. The Quotations Page and Michael Mancur, n.d. Web. 1 July 2015.

39 If you make people think they're thinking, they'll love you; But if you really make them think, they'll hate you. -Don Marquis

40 Part 3: Keep Your Personal Footing Solid and Put It All Together Find your personal footing (meditation, volunteering, music, reading, journaling, etc.) Your team s focus will depend on your focus Combine your SWOT and scenarios to form the basis of your focus during the next crisis event

41 Breakout #3 Determine final conclusions, results, actions, insights Present to overall group (each team) One idea on maintaining portfolio strategy per team Keep it brief

42 Wrap-Up Review points delivered Check to be sure everyone signed sign-in sheet (and can we read it?)

43 Name: Frances (Beth) Talbert Web: StrategyMX.com LinkedIn: Beth Talbert Global Strategic Portfolio Manager