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Commissioning for impact, think PRUB!, 2 May 2018, London

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Commissioning for impact, think PRUB!,
Wednesday 2 May 2018

presented by Phil Driver, OpenStrategies Ltd

The link to the write up page and resources of this event:

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Commissioning for impact, think PRUB!, 2 May 2018, London

  1. 1. APM London 2 May 2018 Phil Driver OpenStrategies Ltd 1. PRUB-Thinking 2. PRUB-Accountability 3. OpenStrategies - Commissioning for impact Copyright OpenStrategies Ltd 2018 1
  2. 2. Large multi-stakeholder strategies and processes • Dozens of fiercely independent organisations with hundreds of stakeholders and with no-one “in control” (no option but to be open and collaborative) • No-one can possibly understand it all (liberate collective wisdom) • Many diverse, overlapping and often competing or conflicting agendas (collective and local wisdom to guide collaboration) • Need for ‘everyone’ to understand what’s going to be done and why (simple common language) • Human cognitive limits (mentally 7 +/-2; visually 15 +/-5) (succinct) • Similar strategies in different cities (share and tailor) Copyright OpenStrategies Ltd 2012 2
  3. 3. Why most strategies make no difference Many of the people who need to implement the strategy don’t understand it due to the complexity of: Strategy language • Taxonomy (classification of strategy words) – Outputs, outcomes, mission, goal, objectives, framework, vision, status, cross-cutting-themes, aspirations, strategies, plans, collaboration, cooperation, competition, values, structures, KPIs, tasks, accountabilities, responsibilities, principles, tactics, actions, directions, issues, factors, priorities, benefits, impacts, purpose, capacity, capabilities, forecasts, scenarios, drivers-for- change, data, information, knowledge, wisdom…. and sometimes ‘implementation’ • Syntax (rules for constructing strategy ‘sentences’) – Do goals create objectives or do objectives create goals?.... • Semantics (meaning of strategies) Copyright OpenStrategies Ltd 2018 3
  4. 4. What should strategies do? Strategies should guide the improvement of what organisations actually do So what do organisations actually do? Copyright OpenStrategies Ltd 2018 4
  5. 5. Create assets & enable people to Use assets to create Benefits 5 P R U B
  6. 6. Copyright OpenStrategies Ltd 2018 6 Happy customersbecause they have done and achieved what they wanted to doand achieve Sustainablymanufacture, distribute andmarket our company’snew product Our company’s new product availableto customers together withrelevant productmarketing information Customers buy anduse our company’snew productto do & achieve whatthey want Our companyissustainably profitable Projects Results Uses Benefits Build asheltered,safe cycleway from the housing estate to theschool A sheltered, safe cycleway is in place fromthe housing estate to the school Children ride toschool and home again onthesafe and sheltered cycleway Children are safe when travelling Two simple example SubStrategies
  7. 7. Implementation 7 P R U B Planning
  9. 9. Copyright OpenStrategies Ltd 2018 Projects Results Uses Benefits Our company designs new products and services based on previous market research with end users Designs for new products and services ready to be implemented (Orphan Result) We create the new products and services, make them readily available and promote them to users (Adopting Projects) New products and services available to, and known about, by end users Benefits to end users: 1. Economic 2. Environmental 3. Social 4. Cultural End users purchase and use the new products and services Our company is sustainably profitable company An example SubStrategy with an Orphan Result
  10. 10. There are no short-cuts…to be effective… Projects must lead to Results which must lead to Uses which must lead to Benefits Copyright OpenStrategies Ltd 2018 10
  11. 11. Only Uses create Benefits So what does that mean for: • Benefits Realisation? • Outcomes-based Accountability? Copyright OpenStrategies Ltd 2018 11
  12. 12. • 4 types of accountability: –Project efficiency –Result effectiveness –Use efficiency –Benefit effectiveness Copyright OpenStrategies Ltd 2018 12 PRUB-Accountability
  13. 13. Efficiency & effectiveness accountabilities Copyright OpenStrategies Ltd 2018 13 Project Efficiency Result Effectiveness Use Efficiency Benefit Effectiveness
  14. 14. • 4 levels of accountability – Identify – Value and prioritise – Specify – Implement • ‘Default ownership’ of these 16 accountabilities? Copyright OpenStrategies Ltd 2018 14 PRUB-Accountability
  15. 15. PRUB Accountability? Accountabilities for Effectiveness and Efficiency (E&E) Projects- Efficiency Results- Effectiveness Uses- Efficiency Benefits- Effectiveness Identify E&E Who? Who? Who? Who? Value & Prioritise E&E Who? Who? Who? Who? Specify E&E Who? Who? Who? Who? Implement, Performance Manage & Confirm actual E&E Who? Who? Who? Who? Copyright OpenStrategies Ltd 2012 15
  16. 16. PRUB Accountability – swimming pool example P: Build swimming pool (Project Efficiency) R: Swimming pool (Result Effectiveness) U: children use swimming pool (Use Efficiency) B: healthier children (Benefit Effectiveness) Identify Cost/timing A swimming pool Hoped-for: children swimming in the pool Healthier children Value & prioritise Ideal $s/timeline Size; materials; colour; other necessary infrastructure Hoped-for: swimming lessons, sports, recreation Fitter (blood tests?); less obesity (BMI measurements?) Specify Practical $s/timeline Exactly what size/materials etc will be achieved When, how often, who, why are children using the pool? Specify what can realistically be measured Implement Assets being created Assets that conform to specifications Children using the pool as hoped Children are demonstrably healthier Copyright OpenStrategies Ltd 2012 16
  17. 17. PRUB Accountability Copyright OpenStrategies Ltd 2012 17 Accountabilities for Effectiveness and Efficiency (E&E) P=Purchaser S=Supplier Project-Efficiency (running Projects ‘right’) Result- Effectiveness (the right Result) Use-Efficiency (Uses happening ‘right’) Benefit- Effectiveness (the right Benefits) Identify desired Efficiency and Effectiveness P P P P Value & Prioritise desired Efficiency and Effectiveness P P P P Specify required Efficiency and Effectiveness S+P S+P P P Implement, Performance Manage & Confirm actual Efficiency and Effectiveness S S P P Controlled by supplier Influenced by ……?
  18. 18. 1. Only Uses create Benefits 2. Project managers cannot ‘realise Benefits’ or be held directly accountable for outcomes 3. However, if project managers run the right Projects to produce the right (necessary and sufficient) Results then they will influence the Uses and Benefits 4. So project managers must be contracted – by purchasers - to produce the right Results! Copyright OpenStrategies Ltd 2018 18 “Benefits realisation”? Yeah, nah…
  19. 19. • “building services around the user” The UK Public Sector concept of Commissioning Jonathan Dutton, Managing Director, CIPS Australasia and Helen Alder, CIPS UK Copyright OpenStrategies Ltd 2018 19 Commissioning (UK model)
  20. 20. Use PRUB-thinking to seamlessly: 1. Understand Uses and Benefits: (Engage with end-users) 2. Understand Projects and Results: (Engage with service-suppliers) 3. Develop and Validate strategies: (Use Evidence to compellingly Link Projects & Results to Uses & Benefits) 4. Develop business cases funding applications: (Prove it’s ‘worth-it’) 5. Make funding decisions: (Select the best investments) 6. Create Benefits-focused contracts: (Create ‘PRUB-accountable’ contracts) 7. Implement strategies and contracts: (Create assets & enable users to Use them to create Benefits) 8. Monitor and manage performance: (PRUB-Accountability) 9. Review and update PRUB-strategies: (Respond to changing circumstances) Copyright OpenStrategies Ltd 2018 20 Commissioning (The OpenStrategies model)
  21. 21. Summary 1. PRUB-Thinking 2. PRUB-Accountability 3. OpenStrategies: Commissioning for Impact Copyright OpenStrategies Ltd 2018 21
  22. 22. 1. One day introductory courses 1. London, 12 Bloomsbury Sq Wednesday 2nd May 2. Birmingham, Moseley Centre 8th May (merron@newrealities.co.uk) 2. APM evening events 1. 1 Park Crescent London Wednesday 2nd May 2. Newcastle University Wednesday 9th May (Rebecca.Casey@newcastle.ac.uk) 3. Masters in Information Technology, 1. Newcastle University, 9th May (Rebecca.Casey@newcastle.ac.uk) Plus university courses in Germany Copyright OpenStrategies Ltd 2018 22 UK courses and events
  23. 23. For more information Dr Phil Driver Visiting lecturer, Cologne University of Applied Sciences, Germany Visiting lecturer, Newcastle University, UK Adjunct Senior Fellow, Canterbury University, New Zealand CEO, OpenStrategies Ltd Author: “Validating Strategies – linking Projects and Results to Uses and Benefits” http://www.gowerpublishing.com/isbn/9781472427816 Author, “OpenStrategies – Commissioning for Impact” (to be published in 2018) www.openstrategies.com phil@openstrategies.com +64 (0)21 0236 5861 Copyright OpenStrategies Ltd 2018 23