SE 3 PHASE Flashcards
Candid discussion designed to identifythe root causes ofour “Growth Gap” Insight into thebest practices New ideas on actions to take to close these growth gaps
Prep: teams focused on a specific execution challenge or ‘gap statements’
Forum: attend Strategic Execution Forum to learn and apply a method for building a robust execution plan. Teams build a shared diagnosis and achieve clarity on what they need to do to solve it.
Sprint: Teams execute on the commitments over 90-days
Candid discussion designed to identify the root causes of our “Growth Gap”
Insight into the best practices
New ideas on actions to take to close these growth gaps
We came together to address our Growth Gap
Candid discussion designed to identifythe root causes ofour “Growth Gap”
Insight into the best practices
New ideas on actions to take to close these growth gaps
Operational
Effectiveness /
Cost
Competitiveness
We came together to address our Growth Gap
Candid discussion designed to identifythe root causes ofour “Growth Gap”
Insight into the best practices
New ideas on actions to take to close these growth gaps
Horizon 3
Breakthrough
Innovation
We came together to address our Growth Gap
Candid discussion designed to identifythe root causes ofour “Growth Gap”
Insight into the best practices
New ideas on actions to take to close these growth gaps
Innovation
Gap
New Products
We came together to address our Growth Gap
Candid discussion designed to identifythe root causes ofour “Growth Gap”
Insight into the best practices
New ideas on actions to take to close these growth gaps
Go to MarketStrategy
We came together to address our Growth Gap
Candid discussion designed to identifythe root causes ofour “Growth Gap”
Insight into the best practices
New ideas on actions to take to close these growth gaps
Share ofWallet
& Competitive
Position
Root causes and brainstormed solutions Develeloped
These root causes/solutions are the foundation of “Challenge Statements”
“Challenge Statements”
Create the skills, processes and culture needed to embrace a ‘Beyond the Silicon’ mindset
“Challenge Statements”
Create GTM planning process and execution that aligns across signal chains and target applications underpinned by market/customer insight
“Challenge Statements”
Establish a business model and organization appropriate to exploring into new market areas
“Challenge Statements”
Substantially accelerate decision-making by clarifying roles, responsibilities and decision-rights
“Challenge Statements”
Create processes that manage value and gross margin through the whole product lifecycle
“Challenge Statements”
Define actions that can increase engineering engagement with customers and accelerate understanding of users needs
Team Leaders have prioritized the proposed solutions and Vince’s team has endorsed the first Sprint
Solutions are prioritized and can be implemented within 90 days
Teams are smaller, making it easier to organize/drive execution
Proposed solutions and team members were traded between teams
Each Sprint Team member brings a specific expertise (most are from the SLF, but some new members have been added)
Team A: Systems
New Product Innovation
‘Beyond the Silicon’ mindset’
Team A: Systems
New Product Innovation)
Create the skills, processes and culture needed to embrace a ‘Beyond the Silicon’ mindset
Mark Gill
Pat O'Doherty (from H3) Jen Lloyd Tony Montalvo (from H3) Charles O'Roarke (from Ops) Karthik Sankaran (From Ops) Jeff Bernstein (new) Uwe Broeckelmann Ken Hartman Ivor Downey
Challenge Statement:
Create the skills, processes and culture needed to embrace a ‘Beyond the Silicon’ mindset.
Key Deliverables:
Definition on the scope of “Systems” and “Beyond the Silicon”
Benchmarked level of systems understanding needed
Gap estimation of Systems resources / expense for recognized Play to Win investments
A methodology to deliver a better System Level experience to our customers
- Think “Whole Product Development” in addition to just ‘Silicon Development’ - Think “ Whole Product Marketing “, in addition to just “silicon marketing”
Recommendations on how methodologies and measurements should be integrated into ADI systems, especially those that influence company culture
Team B: Go to Market
Team B: Go to Market
Create GTM planning process and execution that aligns across signal chains and target applications underpinned by market/customer insight
Robbie McAdam
Claire Marie Genin Kevin Carlin Mike Murray Dave Babicz (from SOW) James Caffrey (new) Brian Donnelly (from SOW) Mike Byrne (from NP) Bob Drew
Challenge Statement:
We will create an enhanced GTM process, establish a planning and execution process that aligns across signal chains and target applications underpinned by market/customer insight. We’ll make it easy for Sales and our Customers to identify and experience our value proposition in a reduced timeframe.
Key Deliverables:
Benchmark customer experience and competitive practice
Develop Signal chain GTM planning and execution process
Roles and responsibilities reviewed and agreed
Team C: Emerging Business Opportunities
Team C: Emerging Business Opportunities
Team:
Leader: Ben Vigoda Sponsor: Sam Fuller Facilitator: Andres Echeverry
Team members: Dave Wingate, Chris Jacobs, Dave Peak, Mark Martin, Dan Leibholz, Trey Roessig, Philippe Reiber
Challenge Statement:
Put in motion a first-iteration emerging business organization and business design that dives into new market areas and delivers validated business models, key insights and learnings. These will feed into ADI’s medium and long term strategy.
Team C: Emerging Business Opportunities
Key Deliverables:
Emerging business organization operating and with a concrete action plan to further develop in subsequent sprint
Strategic assessment of Internet of Things (IoT) landscape concluding with concrete initial hypothesis for at least one IoT emerging business model and associated project proposal
Bassomatic EBO up and running as a separate entity
Team D: Decision Rights
Team D: Decision Rights
Team:
Leader: Yusuf Jamal Sponsors: Thomas Wessel/ Bill Matson HRBP: Des O’Hanlon
Team members: Jeff Pennington, Jim Doscher, Vincent Troy, Vlad Bulavsky, Marty Manning, Colin Lyden
Challenge Statement:
Substantially accelerate decision-making by clarifying roles, responsibilities and decision-rights. Focus on pricing process in Segments, and prioritization on big SOW decisions
Team D: Decision Rights
Team D: Decision Rights
Key Deliverables:
Accelerated decision-making:
Defined pricing process for each Segment
Defined process for Prioritizing and making big Share of Wallet Go/No Go decisions
Standard to represent best practices for Time imperative SOW PROJECTS – Play to Wins; Involve whole project/product in TTM cross functional execution
Organizational Assessment/Socialization Plan
Assessment of why the org is it not working as expected – what cultural aspects prevented it, what changes are needed
Recommendations for better implementation, socialization plan
Program defined to link rewards to desired behaviors
Team E: Operational Effectiveness
Team E: Operational Effectiveness
Team:
Leader: Ira Moskowitz. Sponsors: Dave Zinsner/Rob Marshall. HRBP: Jim Chalmers
Team members: Eileen Wynne, Max Liberman, Mike Walsh, Rose Bain, Mike Zylinsky, Anthony Ganci
Challenge Statement:
Create processes that design-in, monitor and manage maximum value and gross margin through the whole product lifecycle from design to production ramp:
Define and share best practices for lowest cost design
Insure cross-organizational team support of product value from initial product definition / development, to product release, to production ramp to stable levels.
Team E: Operational Effectiveness
Key Deliverables:
Definition and roll-out of best practices for lowest cost design, supported by robust financial modeling of same
Processes defined to support design to minimum critical specs, and manage feature creep
Processes defined to insure cross-organizational team support for both price and cost objectives through the entire product development chain: from product definition / development, to initial product release, to first ramp to stable levels
Team F: Engineering Engagement
Team F: Engineering Engagement
Team:
Leader: Paul Ferguson. Sponsors: Dick Meaney/ Bill Matson. HRBP: John Hurley
Team members: Bob Adams, Giuseppe Olivadoti, Ian Lawee
Challenge Statement:
Define actions that can increase engineering engagement with customers and accelerate understanding of users needs. Increase the quality of participation of our engineering talent in new product starts, leverage the expertise of design engineers in developing customer solutions, increase engineering interaction with customers and derive continuous learning for engineers, sales and marketing
Team F: Engineering Engagement
Key Deliverables:
Processes that ensure engineers have sufficient direct contact with customers, including all labor grades
Processes that ensure that engineers have adequate “outside-ADI” exposure
Processes that ensure that engineers are involved in decisions
Processes to ensure engineers are involved in continuous learning
A engineering-focused process to analyze the root causes of new-product failures and recommend corrective
A set of guidelines for cultural behavior to promote the formation of a more dynamic and innovative company.
Team X: Executive Actions
Team X: Executive Actions
Team:
Leader: Vincent Roche
Team Members: Senior Staff
Key Deliverables:
Retooled staffing process to speed up and simplify
Redesigned Management System to reflect ‘feed forward’ as well as ‘feedback’ metrics
Horizon 3 “czar” selected and appointed
Guidance document and communications about desired tradeoffs between Gross Margin percentage and revenue growth
Communications cadence from top down on high level corporate strategy and financial metrics encompassing H3
Communications guidance available for leaders to translate top-down messaging to their teams
