SE 3 PHASE

Question 1

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

Answer 1

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

Question 2

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

Answer 2

Operational
Effectiveness /
Cost
Competitiveness

Question 3

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

Answer 3

Horizon 3
Breakthrough
Innovation

Question 4

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

Answer 4

Innovation
Gap
New Products

Question 5

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

Answer 5

Go to MarketStrategy

Question 6

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

Answer 6

Share ofWallet
& Competitive
Position

Question 7

Root causes and brainstormed solutions Develeloped

Answer 7

These root causes/solutions are the foundation of “Challenge Statements”

Question 8

“Challenge Statements”

Answer 8

Create the skills, processes and culture needed to embrace a ‘Beyond the Silicon’ mindset

Question 9

“Challenge Statements”

Answer 9

Create GTM planning process and execution that aligns across signal chains and target applications underpinned by market/customer insight

Question 10

“Challenge Statements”

Answer 10

Establish a business model and organization appropriate to exploring into new market areas

Question 11

“Challenge Statements”

Answer 11

Substantially accelerate decision-making by clarifying roles, responsibilities and decision-rights

Question 12

“Challenge Statements”

Answer 12

Create processes that manage value and gross margin through the whole product lifecycle

Question 13

“Challenge Statements”

Answer 13

Define actions that can increase engineering engagement with customers and accelerate understanding of users needs

Question 14

Team Leaders have prioritized the proposed solutions and Vince’s team has endorsed the first Sprint

Answer 14

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)

Question 15

Team A: Systems

New Product Innovation

‘Beyond the Silicon’ mindset’

Answer 15

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

Question 16

Team B: Go to Market

Answer 16

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

Question 17

Team C: Emerging Business Opportunities

Answer 17

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.

Question 18

Team C: Emerging Business Opportunities

Answer 18

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

Question 19

Team D: Decision Rights

Answer 19

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

Question 20

Team D: Decision Rights

Answer 20

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

Question 21

Team E: Operational Effectiveness

Answer 21

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.

Question 22

Team E: Operational Effectiveness

Answer 22

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

Question 23

Team F: Engineering Engagement

Answer 23

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

Question 24

Team F: Engineering Engagement

Answer 24

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.

Question 25

Team X: Executive Actions

Answer 25

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