2014 national association of women mbas presentation
DESCRIPTION
3-Part Power of Planning: Entrepreneurial Track at the National Association of Women MBAs 2014 Conference. Speaker: Joanne Flynn, Phoenix Strategic Performance www.phoenixstrategicperformance.comTRANSCRIPT
A Goal Without a Plan Is Just a Wish Antoine de Saint-Exupery
SURVIVE OR THRIVEGoing Beyond the Numbers
3-Part Power of Planning
3 Critical Success Factors
1. The Plan - A rigorous and constantly examined growth strategy 2. The People - A sophisticated, smart and strategically relevant human capital strategy 3. The Market - A robust, analytical, on time and on demand-inbound marketing strategy for today!
Survive or Thrive
• MISSING ANY OF ONE OF THESE THREE AREAS CAN CAUSE YOUR STRATEGY TO GO FROM THRIVE TO SURVIVE:
– Part 1 - GROWTH STRATEGY • LOSING FOCUS OF YOUR ‘NORTH STAR”
– Part 2 - HUMAN CAPITAL POTENTIAL AND ORGANIZATIONAL ALIGNMENT • WAITING TOO LONG AND INVESTING TOO LITTLE
– Part 3 - MARKETING & ANALYTICS • UNDERVALUING THE IMPACT AND DOING TOO LITTLE
Part 1: Growth Strategy
Organizational Alignment Shared Values: McKinsey’s 7s
Growth Strategy
• Key Principles –Begin with your growth gap
analysis –The market knows the answer, not
the smart people in the room –Swim in your lane
Growth Strategy Declining odds of success as the distance from the core increases
Growth Strategy
Growth Strategy Focus, Expand, Redefine
Workshop Questions
1. What are potential distractions? Rank your top 3
2. Who could they be coming from?
Rank your top 3
Growth StrategyJust because you can, doesn’t mean you should
FOCUS – Leverage, expand & redefine the core over
time –Define the core boundaries. Optimize full core
potential– Strengthen core differentiation – focus on the
customer –Continually watch your competition and block
their entry
Growth Strategy
EXPAND–Project and extend strengths –Expand into related adjacencies –Push out core boundaries –Pursue repeatable growth formula
Growth StrategyREDEFINE –Continually strengthen the operating
platform from which you will launch change–Target future profit pools–Build defensible new forms of
competitive differentiation –Heavily invest in the necessary capabilities
and capacity to deploy on demand
Workshop Question
What are all the differentiation issues you must continually consider?
Rank your top 3 in order
Part 2: Human Capital Planning
Value Proposition
The best strategy can fail at implementation without a human capital strategy supporting itParadigms Blocking People from Achieving Strategic Initiatives
•People are smart and people are busy
•All our people are always working at their highest potential
•People are our most important asset
The Current Global Business Trends 2014
• 27% of CEO’s say they lose sleep over human capital
– Fortune
• According to PE surveys – 85% of their time is spent on people issues. There is a crisis in leadership – creating organizational permafrost
– Phoenix Strategic Performance
• 60% of employees are disengaged
– Towers Watson – Global Employment Study 2014
• 50% of Small Businesses Fail within the first 5 years
– Geri Stengel – Ventureneer
• On the Values – Productivity Matrix - Too much time , over 60%, is spent tolerating either low or disengaged performers
– Jana Matthews – Kaufman Institute 17
Organizational Alignment
If you don’t know where you are going, any road will take you there. Lewis Carroll
• Key Principles –Vigorously and continually align people, roles, competencies, skills, processes and technology to support the strategy –How people behave is as important as what they do
Value Proposition
– Assess people on current and trending competency criteria
– Forecast current and future people potential and capacity to pace with strategic business objectives
– Unlock people’s performance potential
– Mitigate people risk
– Close the performance accountability loop
Managing Human Capital Potential
• 3-Filter Funnel Assessment Diagnostic
• Organizational Agility Assessment Reporting, Analytics & Gap Analysis
• Workforce Planning, Development & Governance
Implementation
Phoenix Strategic Performance System
Filter Funnel Assessment – Diagnostic
•Filter Funnel Organizational Assessment Model Diagnostic
– Filter 1 - Role Clarity – Filter 2 - Competency Assessment – Filter 3 - People Style
Filter Funnel Assessment – Diagnostic
Organizational Assessment
Organizational Assessment Model
Strategy
Organization Role Clarity
Competencies Assessments Plans
Organizational Assessment
Organizational Assessment Model – Culture
Strategy
Organization Role Clarity Competencies Assessments Plans + Culture
Role Clarity
Funnel Filter 1: Role Clarity
Strategy
Role Clarity Leader Role
Knowledge Role
Competency Assessment
Funnel Filter 2: Competency AssessmentStrategy
Phoenix Factors Knowledgeable Accountable and Engaged to Deliver Confident
Making Human Capital a Strategic Initiative 28
People Style
Funnel Filter 3: People Style – DISC Profile Strategy
DiSC® D – Dominant I – Influencer S – Steadiness C – Conscientious
Filter Funnel Diagnostic Summary
30
Organizational Agility Assessment Results
•Organizational Agility Assessment ResultsReporting, Analytics and Gap Analysis
• Phoenix Matrix Report
• Heat Map
• Phoenix Competency Report – Gap Analysis
• Phoenix Competency Report Routine & Non-Routine - Gap Analysis
Making Human Capital a Strategic Initiative 32
Example – Ratings Heat Map
3
2b
4b
• Knowledgeable• Accountable & Engaged• Confident
• Knowledgeable• Accountable & Engaged• Not Confident
• Limited Knowledge• Accountable & Engaged• Increasing Confidence
• Limited Knowledge• Unaccountable & Disengaged• Not Confident
5
• ‘Go To’ Person
• Utility Player
• Overwhelmed
• Developer
4a
6
• Knowledgeable• Unaccountable & Disengaged• Confident
• Knowledgeable• Accountable &
Engaged• Confident• Action Required
1• Limited to No Knowledge• Engaged but Unaccountable• Not Confident
• New
2a• Limited Knowledge• Unaccountable & Disengaged• Overly Confident
• Over Achiever
• Under Achiever
• Complacent
Part 3 - Marketing & Analytics You can’t manage what you can’t measure
Today’s Marketing Reality
A proactive, measurable function with data & analytics to plan, manage & measure success •Can a small company afford not to have a marketing strategy? • How are you going to create a presence in a crowded marketplace? •How do you plan to get found & drive customers to your website with all the cyber noise out there? •
Inbound Marketing Methodology
Develop Attainable Marketing Strategy• Develop Attainable & Actionable Goals
• Content Strategy
• E-books
• Whitepapers
• Webinars
• Blogging
• Social Media Strategy
• Search Engine Optimization
• Email Marketing/Automation
• Attend Local & National Events
• Build Personal & Business
Online Presence
Marketing and Analytics
Arizona Technology Council
Campaign:
•Speak at local event•4 event invitation emails•2 follow-up emails•Case study offer•Blog for promotion•Blog for those who couldn’t
attend•Social media
Consistent Marketing = Continued Growth
Analyze All Traffic Sources
• Where is your website traffic coming from?• Where are your leads coming from?• What sources are converting the most leads?• What traffic drives the most customers?
What Does an Inconsistent Strategy Look Like?
Track Your Competition
Your Action Items• Develop Attainable Goals
• Content Development
• Calendar
• Topics
• Social Media Implementation
• Personal Accounts
• Business Accounts
• Search Engine Optimization
• Define Target 25 Keywords
• Email Marketing/Automation
• Identify Buyer Personas
• Find Local & National Associations
3 Critical Success Factors
1. The Plan - A rigorous and constantly examined growth strategy 2. The People - A sophisticated, smart and strategically relevant human capital strategy 3. The Market - A robust, analytical, on time and on-demand inbound marketing strategy for today!
Final Thought: Always Remember…
Questions?
Joanne FlynnPhoenix Strategic Performance
www.phoenixstrategicperformance.comjflynn@phoenixstrategicperformance.com
Making Human Capital a Strategic Initiative46