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Brief videos viewable in 6 subsections of Concepts/Overview

In these brief Video Summaries, DPV Group founder Michael Lanning introduces some of the key DPV concepts.

Typical Project Structure

TYPICAL VALUE DELIVERY PROJECT TO FORMULATE STRATEGY IN ONE MARKET-SPACE
Conducted in Phases, to explore then formulate and recommend pursuit of an improved strategy
Organization by Steering Committee, Core Team, and Project Resource Group
3-4 DPVG members are part of Core Team – coach, help conduct, recommend action to Steering Committee
Typical time frame – three months, but depends on complexity of market-space

PHASES IN A TYPICAL VALUE DELIVERY PROJECT – TO FORMULATE PROFITABLE GROWTH STRATEGY

Phase Zero: Organize and refine the project scope and plan
Phase One: Analyze the space, via becoming the customer methodology – customer interviews, conduct Video One and Two analysis
Phase Two: Form first-cut hypotheses on strategy; initial analysis of costs/capability gaps, and competing abilities
Phase Three: Recommend value-delivery strategy for this space, with plan to verify, build capability, and implement

PHASE ZERO IN A DPV STRATEGY-FORMULATION PROJECT

Three key tasks preliminary to starting the project:

Organize
Finalize Steering Committee
Determine and orient Core Team
Initial identification of likely useful members of Project Resource Group
Conduct initial data gathering and review
Internal interviews, with Steering Committee and other key managers/experts
Review of existing strategy, market analysis documentation
Identification of additional likely best information sources
Refine project plan
Define boundaries of market space(s) to explore
Sketch key Value Delivery Chains
Initially determine rough sample for Video One; start contacting potential entities for interviews; review available information on these targets
Document refined project plan

Timeframe: Two-to-three weeks, starting after initial project agreement

PHASE ONE IN A DPV STRATEGY-FORMULATION PROJECT

Analysis of a sample of entities in the relevant Value Delivery Chains :

Rough articulation of current de facto value-delivery strategy
What Value Proposition(s) does the business try to deliver today
How well are these actually provided and communicated, vs. competition
Early strategic issues thus identified
Identify, contact, and arrange interview visits at a sample of entities
Primary entities, with range of functional players within each
Several other entities in the chain (depends on specific chain structure)
With base of large customers, typically analyze 5-10 primary, 3-7 other
With base of smaller customers, typically analyze 10-20 primary, 5-10 other entities
Careful approach, adequate lead time (usually several weeks); use top-to-top contact as needed to secure serious participation
Typical visit and interviews at larger customers
1-3 days prior analysis of known info, situation
Team meets prior to interviews
Sales and purchasing should be moved from center stage; the exercise is not about selling; a multi-functional exploration for fresh insight
1-3 days of on-site interviews, 5-10 per entity, typically with follow-up
Each individual interview 1-3 hours depending on complexity
Analysis of smaller customers possible with a single-day visit
1-3 Core Team members, 1-2 DPVG typically participate
After visit, team debriefs to synthesize analysis of entity
This entity’s current rough Value Delivery System(s) as relevant
Key scenes explored
Critique of entity’s current VDS and key implications for our strategy
Video Two: improved scenario for the entity, possibly profitable for us
Initial thoughts on implied Value Proposition relevant to this entity from our business and others in the chain

Timeframe : ~ Six weeks

PHASE TWO IN A DPV STRATEGY-FORMULATION PROJECT

Synthesize Phase One analysis into preliminary value delivery strategy
Group and generalize Video One outputs into one or more primary Value Delivery Systems (VDSs) that may be winners in this space
Document emerging primary and supporting VDSs in detail
Identify key issues for cost and capability-gaps
Assess key capability gaps becoming apparent
Rank gaps by criticality and magnitude
Define gap-closing outlines: e.g., product development investment, new assets, or individual skill building across significant numbers
Conduct initial cost analysis on major elements of emerging VDSs
Project Resource Group often becomes more active in this task
Estimate cost for our business to close key capability gaps
Estimate operating cost, during early and on-going implementation
Assess potential competitors’ abilities to deliver competitive Value Propositions compared to emerging strategy
Refine VDSs based on capability, cost and competitive analyses

Timeframe: ~ Four weeks

PHASE THREE : IN A DPV STRATEGY-FORMULATION PROJECT

Design implementation plan
How to verify the recommended new strategy with quantitative analysis and research, and in-market testing
Specific initiatives to close the key capability gaps
Plans for most aggressive realistic roll-out
Recommend and win approval of Steering Committee for new value delivery strategy and implementation plan
Communicate results of project
To appropriate elements in organization
In appropriate form, to some entities in the relevant Value Delivery Chain, especially those where pilot activity is contemplated in implementation plan

Timeframe: ~ Two -Three weeks

PROJECT ORGANIZATION AND CLIENT RESOURCES NEEDED

Steering Committee:
Owns the project; has relevant line responsibility; can act on recommended strategy; commits to implement if strategy is approved
General and senior functional Managers
Phase Zero interviews (~2 hours), review of outputs, individual debriefs
Initial Kick-Off meeting and about three Progress Reviews; 4-6 hrs each
Core Team:
With DPVG help, conducts project research and analysis and constructs recommended value delivery strategy and implementation plan
3-6 high-potential managers with 1-2 committed team leaders; relevant experience and knowledge; strong credibility in organization
35-70% time commitment
Project Resource Group:
Provide specialized, periodic support to Core Team
Ensures more of the organization understands the project
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