Change hits organizations at all levels of management but very easily disrupts the synchronization of their co-operation. Prioritization across levels and operations must be managed to navigate change.
2. Objectives, Results, and Priorities
We already have strategy, being managed.
We already have OKRs, KPIs and performance metrics. Again, being
managed.
We already have plans and schedules. Managed? Yes.
Isn’t that enough “prioritization” under management? Why not?
• Objectives state how to define achievement of business goals
• Indicators and metrics are selective views
• Results state actual business outcomes (effects) obtained due to effort
Priorities optimize the real-time effort to achieve (cause) objectives.
Prioritization navigates variety and change.
5. Value propositions behind assigned “Priority”
By definition, priority reflects the relative need to do one thing instead of
another. The following shows some variable drivers (reasons) of priority:
• Why this?
• Why now?
• Why us?
Is Essential Is Unique
Fulfills Delivery Creates Opportunity
Proves Model Builds Brand
SOLVES COMPETES
value
value
value
8. Mission Impact Relevance
Position Quality Type
Scale Economy Availability
STRATEGY
IMPORTANCE
PERFORMANCE
Mission
Position
Scale
Resource Value
(effective)
Relevance
Type
Availability
EXECUTIVEMANAGERIAL
Must identify and develop
the right capacity for
supporting the ability to
execute against requirements
9. Production Value
(sustainable)
Mission Impact Relevance
Position Quality Type
Scale Economy Availability
STRATEGY
IMPORTANCE
PERFORMANCE
Mission
Position
Scale
Relevance
Type
Availability
EXECUTIVEMANAGERIAL
Must organize operations
for best benefit/risk ratio
including supportability
versus changing demand
10. Resource Value
(effective)
Mission Impact Relevance
Position Quality Type
Scale Economy Availability
STRATEGY
IMPORTANCE
PERFORMANCE
Business Value
(differentiated)
Mission
Position
Scale
Relevance
Type
Availability
EXECUTIVEMANAGERIAL
Must create and maintain
presence as a
preferred provider for
the declared scope and
timing of purpose
12. Production Value
(sustainable)
Resource Value
(effective)
Impact Relevance
Position Quality Type
Scale Economy Availability
STRATEGY
Business Value
(differentiated)
Mission
Position
Scale
Resource Value
(effective)
Relevance
Type
Availability
EXECUTIVEMANAGERIAL
Strategic prioritization describes
why we decided to use what we have in terms of stakeholder needs.
Strategic prioritization creates plans for
which stakeholders will be addressed and when.
IMPORTANCE
PERFORMANCE
13. Production Value
(sustainable)
Resource Value
(effective)
Mission Impact Relevance
Position Quality Type
Scale Economy Availability
Business Value
(differentiated)
Mission
Position
Scale
Resource Value
(effective)
Relevance
Type
Availability
EXECUTIVEMANAGERIAL
Importance in prioritization reflects whether
the necessary and sufficient response to the stakeholder’s needs
should come from us instead of from elsewhere.
IMPORTANCE
STRATEGY
PERFORMANCE
14. Production Value
(sustainable)
Resource Value
(effective)
Mission Impact Relevance
Position Quality Type
Scale Economy Availability
Business Value
(differentiated)
Mission
Position
Scale
Resource Value
(effective)
Relevance
Type
Availability
EXECUTIVEMANAGERIAL
Prioritization calibrates our ability to execute
with our field of coverage, so that
there is a logical expectation of success, and of
ongoing positive ROI at acceptable levels of known risk.
PERFORMANCE
STRATEGY
IMPORTANCE
16. Business Value Production Value
(sustainable)
Resource Value
(effective)
STRATEGY
IMPORTANCE
PERFORMANCE
Business Value
(differentiated)
Resource Value
(effective)
EXECUTIVEMANAGERIAL
PLAN CAPACITY FOR COMPETENCY
CREATE PORTFOLIO OF PRODUCTION
ALIGN ROADMAP TO DEMAND