Practical Campaign Execution Prometheus Process Design the Future

Practical Campaign Execution Prometheus Process Design the Future Target for Success Campaign to Win Finish with Finesse Attack in Parallel Align the Organization Orchestrate venturist® incorporated Strategy For The 21 st Century

Campaigns Pull It Together The Strategic Plan Your Future Picture Guiding Precepts Impact Plans Your Internal and External Systems Impact Plans Master Effects Plan ® venturist incorporated • Campaigns: – Are The Vehicle For Plan Execution – Orchestrate Resources For Parallel Action – Are Strategically Aligning – Change Systems In The Direction Desired Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

The Campaign Process • Create Campaigns, Teams and Allocate Centers of Gravity • Teams Develop, Deconflict And Execute Action Plans For Assigned Centers of Gravity • Campaign Teams Work Together (Collaborate) Under Umbrella Of Campaign Orchestrator ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Campaign Players • Leadership Group – Responsible For All Strategic Guidance • Orchestrator – Responsible For Coordination of Resources and Actions Among Multiple Campaigns • Campaign Team Leader – Responsible For Achieving Desired Effects For All Centers of Gravity Assigned To A Campaign • Campaign Team – Responsible For Developing and Executing Action Plans For Each Center of Gravity ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Campaign Roles Teams Execute Orchestrator Strategic Guidance Coordinate Strategic Measurement Strategic Assessment Execute Leadership Group Execute ® venturist incorporated Team Leaders Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Campaign Team Leader Roles • Campaign Team Leaders Are Responsible For Achieving The Desired Effects Within The Timeframe Specified For The Centers Of Gravity Assigned To The Campaign. – Ensuring Deconflicted Action Plans Are Developed And Executed Against Centers Of Gravity. Campaign Team Leaders Should Have The Authority To Approve The Execution Of Deconflicted Action Plans. – Ensuring Campaign Team Members Have The Resources—$$, Manpower, Logistics—necessary To Plan And Execute Action Plans. – Monitor Strategic Measurement Plans For Assigned Centers Of Gravity ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Campaign Team Roles • Primary Role: Implement Strategic Impact Plan For Assigned Centers of Gravity – Develop and Execute Action Plans – Develop Fractal Systems, Fractal Strategic Impact Plans And Action Plans – Implement Strategic Measurement Plans For Assigned Centers of Gravity ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Strategic Impact Plans Derive From Future Picture ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Translating Strategic Impact Plans Into Action Plans COG: Iraqi Electrical System The Senior Leadership Group Wants The Electrical Systems Shut Down Immediately, But Not Damaged Too Badly So Coalition Forces Can Re-Start Them In 60 Days or Less Strategic Impact Plan Desired Effect: The Iraqi Electrical System Is Not Functional, But The System Can Be Restored In A Reasonable Timeframe After Cessation of Hostilities. Timeframe: 24 Hours ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Translating Strategic Impact Plans Into Action Plans COG: Iraqi Electrical System The Senior Leadership Group Thinks That If No Electricity Is Available to All Major Cities and 85% of Outlying Areas Within 24 Hours AND Most of the Systems Can Be Brought Back On-Line Within 60 Days After Hostilities The Desired Effect Will Be Achieved. COG Strategic Measurement Plan % of Major Cities With Functioning Power (0%) % of Outlying Areas With Functioning Power (<=15%) % of Systems Capable of Repair and Function with 60 Days or less (75%) ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Translating Strategic Impact Plans Into Action Plans COG: Iraqi Electrical System The Senior Leadership Group Charges Campaign Team With Achieving Desired Effect For Electrical System In 24 Hours The Senior Leadership Group Will Consider The Team Successful If: “The Lights Are Out In Baghdad” and Other Major Cities Within 24 Hours AND the damage to the system does not preclude repair in 60 days or less. ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Translating Strategic Impact Plans Into Action Plans COG: Iraqi Electrical System Campaign Team Leader Asks Team: HOW Do We get “The Lights Out In Baghdad” and Other Major Cities Within 24 Hours AND ensure we can restart the systems within in 60 days or less. Team Responds By Producing Step By Step Action Plan ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

The Action Plan • Action Plans Represent The Series Of Tactical Actions That Must Be Taken To Achieve The Desired Effect Specified In The Center Of Gravity Strategic Impact Plan. – Each Action In An Action Plan Should Represent A Discrete Step Toward Achievement Of The Desired Effect ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Action Plan Components • Action Plans have the following components: – Actions: One to many specific actions with the component listed below – Assigned To: The specific Campaign Team member that has overall oversight over the coordination, deconfliction and execution of the Action Plan • Actions have the following components: – Action Description: This is the basic description of the action to be taken. – Action Start and Due Dates: These dates set the time period in which the action should be executed – Estimated Resource Requirements: Although the specific costs in terms of dollars, manpower or other logistics of completing the action may be unknown, it is useful to estimate these resource requirements when outlining an Action Plan. – Assignment: Who is specifically responsible for executing this action. This may be an individual, an office, or a group of individuals, depending on the nature of the action. ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Basic Action Plan Format Sample Action Plan COG: engineers Desired Effect: engineers think and act strategically Timeframe: 4/10 Action Start Due 2/5 Resources Assigned To Plan one day Prometheus orientation for engineers 1/5 2 Man days Bill Obtain funding to market, plan and execute orientation 2/6 2/8 1 Man day Bob Get Organizational Approval to Conduct orientation on specific date 2/8 2/9 2 Hours Dan Induce engineers to participate in the orientation 2/10 3/9 $1000 Marketing Jane Reserve facility for orientation 2/6 2/9 $250 Fee Bob Arrange secondary logistics—food, transportation, technology. 2/6 3/1 4 Man days John Execute the orientation session 3/10 $3000 for food, transportation and other logistics Bill and Jim Assess engineer’s understanding of process 3/10 4/10 $250 Survey Fee Jane Assess engineer’s commitment to strategic thinking. 3/10 4/10 $250 Survey Fee Bill Standardize Action Plan Formats Within Your Organization For Ease Of Coordination ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Action Plan Coordination • Coordinating The Action Plan Within The Campaign Team: – To Ensure It Meets The Strategic Guidance From The Strategic Impact Plan • Coordinating The Action Plan With Other Campaign Teams: – To Ensure There Are No Resource Or Objective Conflicts With Other Action Plans Within Other Campaigns. • Coordinating The Action Plan With Non-campaign Team Members: – To Ensure Action Assignees Outside Campaign Team Membership Are Aware Of And Concur With Their Assignments And Timeframes. venturist ® incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Action Plan Deconfliction • Specific Tactical Actions May Create Conflicts With Other Tactical Actions – Resource Conflicts • The Same Resources Are Being Used For Different Actions – Objective Conflicts • The Expected Result Of A Tactical Action For One Strategic Effect Is Contrary To Another Strategic Effect ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Action Plan Deconfliction Process Campaign One Campaign Two 1. First Responsibility With Team Members Formulating Action Plan 2. Campaign Team Leaders Resolve Objective And Resource Conflicts 3. Orchestrator Resolves Objective And Resource Conflicts ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Strategic Measurement Review Methodology • Aggregate Process Up To Highest Level Possible • Display Progress In A Consistent Manner At All Levels • Enable ‘Drill-Down’ To Individual Measures For All Elements Being Measured • Review Progress For All Elements of The Grand Strategy – Future Picture, Master Effects Plan, Campaigns • Conduct Reviews In A Consistent Manner ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Review All Elements ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Future Picture Dashboard ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Master Effects Plan Phase Dashboard ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Campaign Progress Dashboard ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Identify Your Basic Collaborative Process • Collaboration Is Defined As: “To Work Together, Especially In A Joint Intellectual Effort. ” – People In Companies ‘Work Together’ All The Time To Accomplish The Tasks At Hand, However, Most Probably Don’t Think About What They Are Doing As ‘Collaboration. ’ – Campaign Teams, Campaign Orchestrator And Management Must ‘Collaborate’ To Succeed With Prometheus ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Keys To Successful Collaborative Processes * • Environment – History Of Collaboration Or Cooperation In The Company – Collaborative Group Is Seen As A Leader In The Company – Political And/Or Social Climate Is Favorable To Collaboration • Process/Structure – Members Share A Stake In Both Process And Outcome – Multiple Levels/Layers Involved In Decision-making – Flexibility Adaptability – Development Of Clear Roles And Policy Guidelines ® venturist incorporated Communication – Open And Frequent Communication – Established Information And Formal Communication Links • Membership Characteristics – Mutual Respect, Understanding, And Trust – Appropriate Cross-section Of Members – Members See Collaboration As Being In Their Self-interest • • Purpose – Concrete (Measurable), Attainable Goals And Objectives – Shared Vision And Clearly Agreedon Mission, Objectives, Strategy – Unique Purpose For Collaborative (Discernible From Individual Members’ Missions) • Resources – Sufficient Funds – Skilled Convener * Best Practices & Collaborative Response Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Campaign Planning and Execution Tools • Campaign Rooms & Virtual Campaign Rooms – Campaign Rooms Serve Several Purposes • Facilitate Open Planning – Easy/Unlimited Access • Perpetuate and Cascade Process Knowledge Within Organization—Process References • Facilitate Collaboration—Develop, Revise, Deconflict and Approve Strategy Plans • Project Planning/Execution Software ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Campaign Rooms Facilitate Open Planning • Whether Physical or Virtual, Campaign Rooms Should Be Easily Assessable To The Maximum Number of People In The Organization • No Part Of The Organization’s Grand Strategy and Campaign Strategies Should Be Hidden From The Organization ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Campaign Rooms Perpetuate and Cascade Process Knowledge Within Organization • Campaign Rooms Are Excellent Places To Conduct: – Process Training—Refresher and For New Comers – Post and Maintain Process References, Documents and Presentations ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Campaign Rooms Facilitate Collaboration • Campaign Rooms Are Excellent Places To Hold Strategy Development Sessions (Virtual or Physical) At All Levels of Strategy • Issues Under Development Or Up For Revision Can Be Posted For All To See, Review and Comment On – Deconfliction of Action Plans • Strategy Documents That Have Organizational Approval Posted For Future Reference ® venturist incorporated Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Campaigns Pull It Together The Strategic Plan Your Future Picture Guiding Precepts Impact Plans Your Internal and External Systems Impact Plans Master Effects Plan ® venturist incorporated • Campaigns: – Are The Vehicle For Plan Execution – Orchestrate Resources For Parallel Action – Are Strategically Aligning – Change Systems In The Direction Desired Copyright Venturist®, Inc. 2001 -2006 – All Rights Reserved Strategy For The 21 st Century

Prometheus Process Practical Campaign Execution Insights and Discussion venturist® incorporated Strategy For The 21 st Century