© The Delos Partnership 2007 page 1

Vision and Strategy WorkshopVision and Strategy Workshop

Development of Vision 2010 for Land Instruments – the start of

a Journey

© The Delos Partnership 2007 page 221 April 202321 April 2023 2

WHAT IS OUR VISION?

We have a responsibility to our customers, our shareholders and our employees to deliver growth, profitability and productivity whilst being agile enough to meet the needs of the

market place.

We must nurture, develop and inspire our people.

By 2010 we must be planning to deliver £50m FY Sales By 2010 we must be delivering world class customer service By 2010 we must have a lean thinking organisation By 2010 we must have a technically harmonised business By 2010 we must have a complete people and communications focus

In the next 12 weeks we must develop our vision, adapt it visually, communicate it to the workforce and produce a detailed plan to make the vision a reality.

© The Delos Partnership 2007 page 3

Your expectations ?Your expectations ?

This workshop will be valuable if …..

Discuss and present back in groups what your expectations are of this workshop

.

.

.

.

© The Delos Partnership 2007 page 4

The plan for the workshopThe plan for the workshop

1. Start to understand the journey, and begin to form the team

2. Build a vision and a strategy as a team

3. Put together a plan to communicate the vision and strategy

© The Delos Partnership 2007 page 5

Deliverables from the workshopDeliverables from the workshop

ActualStatus+ & -

Initialenergy &

mythsHistory VisionStrategy

Ob

stacles

Futureenvironment

Opportunities& dangers

Action

plan

Action

plan

Action

plan

Action

plan

Agreement on how to get from the past To the future

Leverage our Product

P and Product L

assets

Protect and expand our

Product Family F

franchise

Grow our Product Family B business

Develop / acquire

innovative products

and technologies

Achieve a profitable leadership position in

key countries

Derive 70% of company sales from top 10 markets by 2006

Maintain our leading position in S. America & France, Canada, UK, and Italy

Optimize public policy, regulatory, and communications to drive growth

Finalize Corea market strategy by 2003

Articulate a new Branding strategy

Meet timelines on bulk mfg. facility and packaging outsourcing for Bd

Acquire market knowledge in key countries

Develop/acquire Product Bk

Ensure launch of Bd Child by 2008

Develop ATO strategy

Develop Product P end-game strategy that maximizes Industrial utilisation

Accelerate the conversion from extP to intP

Consolidate and optimize ATO strategy to support Product P end-game and extP conversion

Slow competitor XX uptake in US

Develop comprehensive product delivery strategy

Institutionalize the Technology Visioning process

Ensure appropriate upstream / downstream balance

Ensure full alignment of Sales, Development, Legal Affairs and Marketing activities

Implement Goodwill optimization organization

Maximize existing assets for Product Fa and Fc

Ensure leadership in Family F delivery systems

Ensure optimal

capacity, quality and customer

satisfaction

Develop/ Upgrade Quality systems to ensure 50% yearly reduction in rejects and rebuild

Maximize utilization of existing capacity

Achieve Delos Platinum level at all sites

Implement Delos Global Integrated Enterprise Leadership

Explore continuous improvement approaches

Launch Product N

and Product M in 2005;

>50% of sales from

new products by

2012

Achieve all critical path milestones to ensure 2005 launches

Complete Product N and product M pre-launch activities

Upgrade sales and marketing competencies for adult markets

Develop trust and transparency between IO and R&D groups

implement programs to accelerate the product development process.

Maximize our key assets

BOUNDARYLESS BEHAVIOUR

Rapidly upgrade our technical and

leadership competencies

Aggressively fill the competency and values gap

Become a truly global organization

Empower through broad spans of control in a flat organization

Differentiate rewards and career opportunities based on performanceAn outline one page strategy

An outline plan with responsibilities

agreed

© The Delos Partnership 2007 page 6

A Change ModelA Change Model

OVERCOMINGOVERCOMINGOBSTACLESOBSTACLES

OVERCOMINGOVERCOMINGOBSTACLESOBSTACLES

PPRR

OOPP

EELL

SS

PPRR

OOPP

EELL

SS

SSTT

EEEE

RRSS

SSTT

EEEE

RRSS

ManagingManagingThe The

ChangesChanges

ManagingManagingThe The

ChangesChanges

ROCEROCEROCE

ProfitProfitProfit CapitalCapitalCapital

SalesSalesSales CostsCostsCosts

MaterialMaterialMaterial LabourLabourLabour OverheadOverheadOverhead

FixedFixedFixed CurrentCurrentCurrent

StocksStocksStocks CreditorsCreditorsCreditors DebtorsDebtorsDebtorsProjectsProjectsProjects

ROCEROCEROCE

ProfitProfitProfit CapitalCapitalCapital

SalesSalesSales CostsCostsCosts

MaterialMaterialMaterial LabourLabourLabour OverheadOverheadOverhead

FixedFixedFixed CurrentCurrentCurrent

StocksStocksStocks CreditorsCreditorsCreditors DebtorsDebtorsDebtorsProjectsProjectsProjects

© The Delos Partnership 2007 page 7

Delos Delos ROCEROCE model model

ROCEROCE

ProfitProfit CapitalCapital

SalesSales CostsCosts

MaterialMaterial LabourLabour OverheadOverhead

FixedFixed CurrentCurrent

StocksStocks CreditorsCreditors DebtorsDebtorsProjectsProjects

© The Delos Partnership 2007 page 8

DELOS ROCE MODEL

ROCE 6.0%

PROFIT 4,000 CAPITAL 67,0008% 0.75

SALES 50,000 FIXED 50,000

COSTS £ % CURRENT £ Days

Materials 30,000 60% Debtors 13,000 95

Labour 7,000 14% Stocks 8,000 97

Overheads 6,000 12% Cash 0

Project/"one-off" 3,000 6% Creditors 4,000 32

TOTAL COSTS 46,000 92% TOTAL CURRENT 17,000

© The Delos Partnership 2007 page 9

The Delos ModelThe Delos ModelFor Business Integration For Business Integration

InnovationInnovation

VisionVision

StrategyStrategy

PrioritisationPrioritisation

DemandDemand

SupportSupport

SupplySupply

© The Delos Partnership 2007 page 10

Change ManagementChange Management

ActualStatus+ & -

Initialenergy &

mythsHistory VisionStrategy

Ob

staclesOpportunities

& dangers

Action plan

Action planAction

planAction plan

From: The Art of Visioning, Michael DoyleFrom: The Art of Visioning, Michael DoyleMichael Doyle Associates ©Michael Doyle Associates ©