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McDonald’s Chicago Region Strategic Planning Meeting


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McDonald’s

Chicago Region Strategic Planning Meeting



FOCUS 2002:


Defining and Planning for Our

Strategic Competitive Advantage

September 13-14, 2001




McDonald’s Chicago Region Training Center

Warrenville, IL


PARTICIPANT

WORKBOOK

Presented by



James D. Ludema, Ph.D.

Benedictine University




Strategic Planning Meeting
Purpose & Objectives

The purpose of the meeting is to define and plan for McDonald’s strategic competitive advantage in the Chicago Region.


Objectives

  • Build on the strengths and successes of the Chicago Region.

  • Envision and clarify a strategic competitive advantage for the Chicago Region.

  • Align and focus all regional team plans (strategies and tactics) on sustaining this strategic competitive advantage through 2002 and beyond.



Chicago Region Strategic Planning Meeting
AGENDA

Day 1


Thursday, September 13, DISCOVERY & DREAM
8:30 am Continental Breakfast
9:00 am Opening/Welcome – Ed Schneider, Phil Gray, Larry Kosanovich
Conference Overview – Bob Roberts & Jim Ludema
The Power of the Positive Question: A Brief Introduction to AI
Learning from Stories of Peak Performance: One-on-One Interviews
Discovering the Chicago Region’s “Principles to Preserve”
12:00 noon Lunch
1:00 pm Mapping the Chicago Region’s Positive Core
Envisioning Our Strategic Competitive Advantage
Positive Image, Positive Action: The Conceptual Basis of AI
6:00 pm Conference Adjourns
Leadership Team Meets to Review Competitive Advantage

Chicago Region Strategic Planning Meeting
AGENDA
Day 2

Friday, September 14, DESIGN & DESTINY
8:00 am Continental Breakfast
8:30 am Begin Session: Reflections and Overview of the Day
Report from Leadership Group/Discussion
Fit: Designing to Support Our Strategic Competitive Advantage
Break
Strategic Planning: Regional Team Strategies and Tactics
12:00 noon Lunch
1:00 pm Strategic Planning: Regional Team Strategies and Tactics (cont’d)
Finding Fit: Report Out Regional Team Strategies and Tactics
Break
Execution: How to Drive Process and Keep Out Disruptions
Wrap Up, Closure
4:00 pm Adjourn

Appreciative Inquiry:

Framework for the Meeting

Appreciative inquiry gets much better results than seeking out and solving problems. We concentrate enormous resources on correcting problems…[but] when used continually over a long time, this approach leads to a negative culture, a descent into a paralyzing sense of hopelessness. Don’t get me wrong. I’m not advocating mindless happy talk. Appreciative inquiry is a complex science designed to make things better. We can’t ignore problems—we just need to approach them from the other side.”


Thomas H. White, President, Telephone Operations, Verizon Wireless
We introduced the concept of Appreciative Inquiry into our Breakthrough Leadership Program at Roadway curriculum in 2000. Our senior managers have been so enthusiastic…everyone is focused on what’s possible. The output has been amazing and provides a great map to desirable outcomes.”
Jim Staley, President & COO, Roadway Express, Inc.

Appreciative Inquiry is currently revolutionizing the field of organization development…it is a process of search and discovery designed to value, prize and honor. It assumes that organizations are networks of relatedness and that these networks are ‘alive.’”


Robert Quinn, M. E. Tracy Distinguished Professor of Management, University of Michigan Business School, in Change the World: How Ordinary People can Achieve Extraordinary Results

Watch out Dilbert. Your view of corporations as hotbeds of meaningless work and chronic alienation may hold center stage for now, but an alternative view that finds the glass half full, not half empty, is gaining followers daily. Eventually it will replace your terminally cynical take on the world. One thing’s for sure: Dilbert’s method to search for and highlight the most hilariously counterproductive workplace behavior and the times when workers are most dispirited is nearly reversed through the method of Appreciative Inquiry.”



Eric Ramy, Human Resource Executive Magazine

What is Appreciative Inquiry?

Appreciative inquiry is an approach to organization change that has been used successfully in small and large change projects with hundreds of organizations worldwide. It is based on the simple idea that organizations move in the direction of what they ask questions about. For example, when groups study human problems and conflicts, they often find that both the number and severity of these problems grow. In the same way, when groups study high human ideals and achievements, such as peak experiences, best practices, and noble accomplishments, these phenomena, too, tend to flourish. Thus, appreciative inquiry distinguishes itself from other change methodologies by deliberately asking positive questions to ignite constructive dialogue and inspired action within organizations.



How to Use Appreciative Inquiry

As a method of organizational intervention, appreciative inquiry differs from traditional problem-solving approaches. The basic assumption of problem-solving methodologies is that people and organizations are fundamentally “broken” and need to be fixed. The process usually involves: (1) identifying the key problems; (2) analyzing the root causes; (3) searching for possible solutions; and (4) developing an action plan.


In contrast, the underlying assumption of appreciative inquiry is that people and organizations are by nature full of assets, capabilities, resources, and strengths that are just waiting to be located, affirmed, stretched, and encouraged. The steps include: (1) discovering and valuing; (2) envisioning; (3) design through dialogue; and (4) co-constructing the future. In other words, the appreciative inquiry 4-D model includes discovery, dream, design, delivery.


What to Expect from this Summit



Role of Conference Leaders


  • Manage the overall conference process

  • Set the structure and time frames

  • Monitor the overall process and group effort

  • Highlight themes that emerge


Your Role


Ground Rules

  • Everyone participates

  • All ideas are valid

  • Everything is written on flip charts

  • Listen to Each Other

  • Observe time frames

  • Seek common ground and action

  • Differences and problems are acknowledged—not “worked”



Self-Management Leadership Roles

Each small group manages its own discussion, data, time, and reports. Here are useful roles for self-managing this work. Leadership roles can be rotated. Divide up the work as you wish:




  • DISCUSSION LEADER—Assures that each person who wants to speak is heard within time available. Keeps group on track to finish on time.




  • TIMEKEEPER—Keeps group aware of time left. Monitors report-outs and signals time remaining to person talking.




  • RECORDER—Writes group’s output on flip charts, using speaker’s words. Asks people to restate long ideas briefly.




  • REPORTER—Delivers report to large group in time allotted.


Activity #1: Task Brief
Learning from Stories of Peak Performance
One-on-One Interviews: “The Chicago Region at its Best”

Purpose: To discover the forces and factors that give McDonalds its success and vitality when it’s at its best.
Guidelines:


  • Select an interview partner from your table group.




  • Interview your partner using the interview guide on the following page. Each person will have 30 minutes to interview his or her partner.




  • Encourage your partner to tell his/her story, draw them out with your positive energy and excitement.




  • Take good notes and be listening for great quotes and stories. You will share the results of your interview in the next session.




  • The information you collect in this interview will be used today and tomorrow to shape the strategic future of the Chicago Region.

A McDonald’s Inquiry Into Strategic Competitive Advantage

Opening Dialogue


(In diverse pairs: across functions and levels)


  1. What Attracted You

Think back to when you first decided to join McDonald’s, what attracted you? What were your initial excitements and impressions?


  1. High Point

During your entire time with McDonald’s, I’m sure you’ve had some ups and downs, some peaks and valleys, some times when your stores and region were performing at their best and some times when they were not. I’d like you to reflect for a moment on a high point experience, a time when your stores/region were operating at peak performance…tell the story. What happened? What was going on?


  1. What Enabled Your Success

What was it about you, others, and the organization that made your high point experience possible?

  • What were your best qualities, skills, approaches, values, etc. that made it a great experience?

  • Who were significant others and what did they contribute?

  • What were the most important factors in the organization that helped (e.g., strategic focus, leadership qualities, best practices, traditions, structures, procedures, skills, relationships)?



  1. What is Our Strategic Competitive Advantage: A company can consistently outperform rivals only if it can establish a competitive strategic advantage – a unique value proposition that it produces better and more completely than anyone else. This kind of advantage requires the full investment of every member of the team – building on traditional strengths and discovering new capabilities that will carry the organization to higher levels of strategic excellence.




  1. As you look at the Chicago Region from the perspective of our strengths, and as you think about the business context and opportunities, what do you think our strategic competitive advantage could and should be? Define it: what is the strategic competitive advantage you want and believe we have the capability to create? Right now? In the moderate time frame? Longer term?



  1. Imagining New Possibilities for Competitive Advantage

If anything imaginable were possible, if there were no constraints, what would the ideal McDonald’s organization look like if we were to maximize our strategic competitive advantage? Describe, as if you had a crystal ball, what we would be doing new, better, or different? Envision it happening? What do you see happening at the store level…among operators…within McOpCo…with regional staff…with McDonald’s corporate…with suppliers…with customers…with the media and special interest groups? What do you see that is new, different, better?



  1. Three Wishes

If you had a magic wand and could develop or transform the Chicago Region in any way to maximize its competitive advantage, what three wishes, in order of priority, would you make?

Activity #2: Task Brief

Discovering the Chicago Region’s “Principles to Preserve”




Purpose: To develop a shared understanding of the core principles you want to preserve as you move into the future?.
Guidelines:


  1. Assign self-management leadership roles (see p. 7 for these).




  1. At your tables, have each person share highlights from interview questions 1-3. Focus especially on the stories of peak experiences at McDonald’s.




  1. As a group talk about what these stories and responses tell you about the Chicago Region when it is at its best? What are the core “principles to preserve” that have given us success in the past and that we want to continue as we move into the future?




  1. Prepare a 3-5 minute presentation that includes:

  • A story from the interviews that powerfully illustrates the Chicago Region when it is at its best.

  • A list, in order of priority, of your group’s 3-4 most important principles to preserve.


Activity #3: Task Brief

Envisioning Our Strategic Competitive Advantage



Purpose: To establish a core competitive advantage that will allow us to crush the competition in the marketplace.

Guidelines:


  1. Assign self-management leadership roles (see p. 7 for these).




  1. At your tables, have each person share highlights from interview questions 4-6.




  1. Spend enough time talking as a group to come to agreement on (a) what you think our strategic competitive advantage should be and (b) what the organization would look like if it were perfectly aligned to support this strategic advantage.




  1. Prepare a presentation that includes:

  • A flip chart with a statement of what you think our strategic competitive advantage should be.

  • Choose a creative way to present your collective vision what the organization would look like if it were perfectly aligned to support this strategic advantage (e.g., A TV Special, Magazine Cover Story, Skit or Drama, A Day in the Life, A Work of Art, other). 5-minute max. presentation.


Activity #4: Task Brief




Fit: Designing to Support Our Strategic Competitive Advantage



Purpose: To align Regional Teams so they provide maximum support to each other and to our strategic competitive advantage.
Guidelines: This activity has two parts.
Part I, in pairs, respond to the following questions:

Making Trade-Offs: The essence of strategic competitive advantage is making trade-offs. Successful organizations know both how to “preserve the core” of what they do best, and how to simplify by letting go of things that are no longer needed. Knowing what to preserve and what to let go of is essential. Think long-term (3-5 year timeframe).


  1. Recall a time when our strategic competitive advantage was at its best…tell the story. What happened? What was going on?

  • What were your best qualities, skills, approaches, values, etc. that made you successful?

  • Who were significant others and what did they contribute?

  • What were the most important factors in the organization that helped (e.g., strategic focus, operations, marketing, partnering, leadership approaches, ways of developing others, accountability systems, ways of delegating and building trust, technologies, etc.?

  • What makes our strategic advantage work?



  1. Assuming that no organization can do everything well, there is a need to simplify and streamline. There is a need to let go of things that given precious time constraints are not needed. Assuming that very few things are sacred, what things (little or large) do you feel we should consider letting go of in order to sharpen our focus on our competitive strategic advantage (consider all four pillar areas – marketing, ops. excellence, people, and profit)?



  1. What is the smallest step (an action, a decision, an initiative) we could take that would have the largest impact?



  1. What is one innovation we have not even thought of yet – something that could give us a quantum leap and have an enormous payoff?

(Turn page for Part II)




Part II


Guidelines:


  1. Once you have finished your one-on-one interviews, return to your table.




  1. Assign self-management leadership roles (see p. 7 for these).




  1. At your tables, have each person share highlights from the interview questions.




  1. As you are listening to the responses of the other members of your group, jot down notes to yourself about the best 1 or 2 ideas you hear for your pillar area. Listen also for ideas that cross the boundaries of the pillar areas.




  1. Things we do well and should keep doing…



  1. Things we should let go (stop doing) to sharpen our focus…



  1. New things we should start doing that could have enormous payoff…

5. Take these notes with you to your Regional Team meeting (next).


Activity #5: Task Brief




Strategic Planning: Regional Team Strategies, Tactics, and Measurements



Purpose: To decide on the highest-impact measures, strategies, and tactics your team can do to advance the strategic competitive advantage we desire.
Guidelines:


  1. Assign self-management leadership roles (see p. 7 for these).




  1. Share with each other your “best ideas” for measures, strategies, and tactics. Spend enough time discussing to agree upon the strategies, tactics, and measures that will have the highest impact on driving our strategic competitive advantage. Think long-term (3-5 year timeframe).




  1. As a group, agree on your top strategies, tactics, and measures for the next 3-5 years.




  1. Agree on your top strategies (no more than 2), tactics (no more than 3), and measures (no more than 3) for 2002. This is an exercise in focus and precision. Select only those strategies, tactics, and measures that will have the highest leverage and impact.




  1. Determine what kinds of help (resources, support, etc.) you will need from specific others.




  1. Finally, create a work plan for your team (use form) and prepare to report to the large group. 10 minute max. presentation.

Professional Biography
James D. Ludema
Associate Professor of Organization Development

Benedictine University

5700 College Rd.

Lisle, IL 60523

630-829-6229

jludema@ben.edu
James D. Ludema is an Associate Professor of Organization Development at Benedictine University. Jim has lived and worked in Asia, Africa, and Latin America and has served as consultant to a variety of organizations in the profit, non-profit, and government sectors including BP-Amoco, McDonald’s, John Deere, Ameritech, Northern Telecom, Square D Company, Essef Corporation, Bell and Howell, Kaiser Permanente, World Vision, the City of Minneapolis, and many local and international NGOs. Jim's areas of interest and expertise include appreciative inquiry, organizational redesign and whole system change, large group interventions, the people side of mergers and acquisitions, human motivation, and organizational storytelling. Publications include:



  • Appreciative inquiry: The power of the unconditional positive question

  • From local conversations to global change: Experiencing the worldwide web effect of Appreciative Inquiry

  • Appreciative future search: Involving the whole system in positive organization change

  • Organizational hope: Reaffirming the constructive task of social and organizational inquiry

  • From deficit discourse to vocabularies of hope: The power of appreciation

  • Partnering to build and measure organizational capacity: Lessons from NGOs around the world



Jim lives with his wife and three children in Chicago, IL.

(May, 2001)



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