managing at the speed of change · 2013. 4. 5. · ©2013donaldh.turner...
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
Managing at the Speed of Change
KETTERING EXECUTIVE NETWORK
5 Apr 2013 Holiday Inn Roswell
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
Business IS Change – there is nothing else
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Change is not always fatal… …however, the failure to change is
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
TOPICS TO ADDRESS TODAY
■ IntroducEon ■ Understanding a Company ■ Developing a Strategy ■ ExecuEng a Strategy ■ SeJng the Stage ■ Day-‐to-‐Day Lessons Learned ■ Summary and QuesEons
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
“If I have reached higher than others, it is because I have stood on the shoulders of giants”
This is one guy’s view on how to deal with a business world being overrun change
■ Over the years, have been asked how I “do the Voodoo I do” relaEve to Company assessment, strategy, organizaEon, and management ▶ How to look at marketplaces, Customers, compe2tors, and companies? ▶ Methods developed over the years to assess, strategize, organize, and manage? ▶ How to handle lot of informaEon and lot of change
■ Note, though I’ve been Principal Developer of these techniques… ■ …they are based on years of working with many talented execuEves ■ With privilege to work with so many outstanding execuEves I succumb to the wisdom of Isaac Newton, who said:
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
Key question is how did I get here? Well, been an interesting ride – so far… ■ Sorry…I’m a Yankee!
▶ BSIA (Process Engineer w/ minors Finance / Sta2s2cs) – General Motors Ins2tute ▶ MBA – University of Michigan ▶ Graduate Engineering Thesis (Computer Simula2on) – University of Michigan ■ A Third, A Third, and another Third
▶ Interna2onal Strategy for technology-‐intensive companies ● Booz•Allen & Hamilton – Member of first technology strategy Team in the world ● Have built mul2ple mul2-‐million dollar strategy prac2ces for KPMG, E&Y, bou2ques ● Developer of VOGI® Strategy Development Methodology
▶ Corporate Management ● Chief Strategy Officer and IPO architect for billion-‐dollar hardware and soYware company ● Group President with $187 million responsibility for enhanced telecom company
▶ Serial CEO ● CEO/CMO/GM for over ten early to emerging technology companies… ● …in markets ranging from hardware to soYware to Internet to biotech to consumer products
■ If interested, complete profile at www.turnerworld.com
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
…Interesting ride – I’ve had a few jobs…
■ President & Chief ExecuEve Officer, VELOXITI, Inc. (formerly Applied Systems Intelligence, Inc.) ■ President, Computer Division, American Reliance, Inc. ■ Chief ExecuEve Officer, Jimway, Inc. ■ Chairman, President & Chief ExecuEve Officer, ARC SoluEons, Inc. ■ Managing Partner, ExecuEve-‐in-‐Residence, Enhanced Advisors, LLC ■ AcEng Mergers & AcquisiEon ExecuEve, CreateHope, Inc. ■ President & Chief ExecuEve Officer, Pro-‐Tech SoluEons ■ President & Chief ExecuEve Officer, nexvoice ■ Managing Director, CMXsports ■ Chief MarkeEng & Strategy Officer, CMXchange ■ President, Emerging Enterprise SoluEons Business Group, Premiere Technologies, Inc. ■ President, Delta Management Group ■ Partner & Principal, Technology Strategy, SiGMA ConsulEng Inc. ■ Vice President, Strategic Planning & MarkeEng, Chief Strategy Officer, Computervision Inc. ■ PracEce Leader, Technology Strategy PracEce, KPMG Peat Marwick ■ Co-‐PracEce Leader, Manufacturing Technology Strategy PracEce,Ernst & Young ■ Eastern U.S. Managing Director, Computer SimulaEon & Engineering SoluEons, AutoSimulaEons ■ Associate, Worldwide Technology Strategy & Management PracEce ,Booz-‐Allen & Hamilton ■ Sojware Systems SimulaEon Engineer, F. Jos Lamb Machine Tool Company ■ Manufacturing Process Engineer, General Motors, Chevrolet Motor Division
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
…Interesting ride – I’ve worked a few projects and marketplaces
Worked mulEple funcEons:
■ Strategy ■ Business Development ■ MarkeEng ■ Finance ■ Product Development ■ Engineering & OperaEons ■ Sales & Channel ■ Customer Service
Worked mulEple markets:
■ AutomoEve ■ Aerospace ■ Electronics ■ Computer Hardware ■ Computer Sojware ■ Healthcare ■ Devices ■ Biotech
7
Bo=om line, I can’t hold a job – BUT great experience J
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
Hot Sync & VOGI®
Triage Stabilize Profits EBITDA Invest Grow In Turn-‐around
situaEons, extra steps are required
Turn-‐Aroun
d Over the years have developed some “methods” to deal with “fast change”
Assess Strategy Organize/ Deploy Manage
Strategy Framework VOGI®
Value-‐Chain Hot Sync
Growth Value Analysis
VOGI® Vision●ObjecIves ●Goals ●IniIaIves Strategy Development & ImplementaIon Methodology VOGI® is a registered trademark of Donald H. Turner
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
TOPICS TO ADDRESS TODAY
■ IntroducEon ■ Understanding a Company ■ Developing a Strategy ■ ExecuEng a Strategy ■ SeJng the Stage ■ Day-‐to-‐Day Lessons Learned ■ Summary and QuesEons
9 This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by VELOXITI, Inc.
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
First, need to understand the Company – a “Value Chain” approach works well
Management
Custom
er Custom
er
Market Develop Sales Delivery Service
DMG VALUE CHAIN FRAMEWORK
©1987-‐2013 Delta Management Group
Technology People Finance & Metrics
Create Cycle Deliver Cycle
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
…Value Chain Analysis
Management
PosiEoning Branding PromoEon Packaging Pricing Public Rel AdverEsing Collateral Strategic Deals
Custom
er Custom
er
Market Develop Sales Delivery Service
Architecture Technology Suite Processes CE WOW
Pipeline Channel Mgt
Quality Response ConEnuing
Improvement CriEcal Mass Economies of
Scale
Customer Service Customer Loyalty ProacEve Support
DirecEon Process Structure Culture
DMG VALUE CHAIN FRAMEWORK
©1987-‐2013 Delta Management Group
Technology People Finance & Metrics
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
Depending on the situation there is a logical sequence to understanding
Management
Custom
er Custom
er
Market Develop Sales Delivery Service
DMG VALUE CHAIN FRAMEWORK
©1987-‐2013 Delta Management Group
Technology People Finance & Metrics
#
#
“Normal” SituaEon
“Turnaround” SituaEon
1 2 1 3
2 1
1
1
4 5 3 3 3
2
1 1
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
TOPICS TO ADDRESS TODAY
■ IntroducEon ■ Understanding a Company ■ Developing a Strategy ■ ExecuEng a Strategy ■ SeJng the Stage ■ Day-‐to-‐Day Lessons Learned ■ Summary and QuesEons
13 This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by VELOXITI, Inc.
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
Over the years have developed systematic way to develop “Strategy”
Core Competency DefiniEon Unique
Capabili=es
Market Opportunity & Success Req’ts
Market Poten=al Market Risks
Risk Parameters
INTERN
AL
ANAL
YSIS
Current CapabiliEes
Served Markets Focus Resources
Board of Directors & Guidelines
Gap & Strategic ImplicaEons Priori=es
DMG STRATEGY FRAMEWORK ©1987 -‐ 2013 Delta Management Group
STRATEGIC DIRECTION
STRA
TEGY
DEVE
LOPM
ENT
Vision Mission Strategic Goals Objec=ves
Sales Process Channels Service Levels
Del’y Policy Channels Service Levels
Sales Strategy
Service Strategy
Product/ Service Strategy
Focus Applica=on Cost Structure
Market Strategy Product/Service Line
Target Segments Value Equa=ons 4 P’s
Delivery Strategy Focus Make/Buy Loca=on Scale vs. Flexibility
CompeEtor Analysis
Focus Resources Strength/Weakness Likely Moves & Trends
Technology & SoluEon Analysis
EXTERN
AL
ANAL
YSIS Market
Analysis
Size Growth Trends
Technology PlaZorm Product/Service Trends Subs=tutes
Customer Analysis
Order Win Criteria Order Sa=sfy Criteria Trends
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
…Strategy – Strategy Development
Core Competency DefiniEon
Market Opportunity & Success Req’ts
Market Poten=al Market Risks
INTERN
AL
ANAL
YSIS
Current CapabiliEes
Board of Directors & Guidelines
Gap & Strategic ImplicaEons
DMG STRATEGY FRAMEWORK ©1987 -‐ 2013 Delta Management Group
STRATEGIC DIRECTION
STRA
TEGY
DEVE
LOPM
ENT
Sales Strategy
Service Strategy
Product/ Service Strategy
Market Strategy
Delivery Strategy
CompeEtor Analysis
Focus Resources Strength/Weakness Likely Moves & Trends
Technology & SoluEon Analysis
EXTERN
AL
ANAL
YSIS Market
Analysis
Size Growth Trends
Technology PlaZorm Product/Service Trends Subs=tutes
Customer Analysis
Order Win Criteria Order Sa=sfy Criteria Trends
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
…Strategy – Internal Analysis
Core Competency DefiniEon Unique
Capabili=es
Market Opportunity & Success Req’ts
Risk Parameters
INTERN
AL
ANAL
YSIS
Current CapabiliEes
Served Markets Focus Resources
Board of Directors & Guidelines
Gap & Strategic ImplicaEons Priori=es
DMG STRATEGY FRAMEWORK ©1987 -‐ 2013 Delta Management Group
STRATEGIC DIRECTION
STRA
TEGY
DEVE
LOPM
ENT
Vision Mission Strategic Goals Objec=ves
Sales Strategy
Service Strategy
Product/ Service Strategy
Market Strategy
Delivery Strategy
CompeEtor Analysis
Technology & SoluEon Analysis
EXTERN
AL
ANAL
YSIS Market
Analysis Customer Analysis
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
…Strategy – Internal Analysis
Core Competency DefiniEon
Market Opportunity & Success Req’ts
INTERN
AL
ANAL
YSIS
Current CapabiliEes
Board of Directors & Guidelines
Gap & Strategic ImplicaEons
DMG STRATEGY FRAMEWORK ©1987 -‐ 2013 Delta Management Group
STRATEGIC DIRECTION
STRA
TEGY
DEVE
LOPM
ENT
Sales Process Channels Service Levels
Del’y Policy Channels Service Levels
Sales Strategy
Service Strategy
Product/ Service Strategy
Focus Applica=on Cost Structure
Market Strategy Product/Service Line
Target Segments Value Equa=ons 4 P’s
Delivery Strategy Focus Make/Buy Loca=on Scale vs. Flexibility
CompeEtor Analysis
Technology & SoluEon Analysis
EXTERN
AL
ANAL
YSIS Market
Analysis Customer Analysis
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
TOPICS TO ADDRESS TODAY
■ IntroducEon ■ Understanding a Company ■ Developing a Strategy ■ ExecuEng a Strategy ■ SeJng the Stage ■ Day-‐to-‐Day Lessons Learned ■ Summary and QuesEons
18 This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by VELOXITI, Inc.
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
Proven approach to IMPLEMENTING strategy is the “VOGI®” approach ■ Developed in 1987 – out of pure frustraEon… ■ …from the short-‐falls of “strategy” processes of the day
▶ Brilliant strategic insight NOT driving strategic results ▶ NO linkage between “strategy” and “tac2cs” ▶ NO “defini2on of goodness” for strategic success ▶ NO linkage between strategy and budget ▶ INABILITY to easily summarize and communicate strategy ■ Developed VOGI® based on several premises
▶ Strategy is a living and ongoing process – NOT an event ▶ Strategy must be linked to specific, ac2onable projects… ▶ …that show “strategic contribu2on” ▶ Everyone in company should be able to communicate strategy ▶ If successful, strategy can drive real improvement… ▶ …that can be managed and measured
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
VOGI® framework has six elements
Vision Mission
ObjecEve
IniEaEve
Values
ObjecEve
ObjecEve
ObjecEve
Goal
Goal
Goal
Goal
Goal
Goal
Goal
Goal
IniEaEve
IniEaEve
IniEaEve
IniEaEve
IniEaEve
IniEaEve
IniEaEve
IniEaEve
IniEaEve
IniEaEve
Link “strategic vision” to specific corporate iniIaIve
“Strategy” “TacIcs”
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
Output is Strategy Implementation Gameplan…
ANALYSIS VOGI® TACTICAL DISCUSSION
ANALYSIS What is the market Who are the Customers What is the Basis of compeEEon
What are key assumpEons
1 VOGI® Vision Mission Values ObjecEves Goals IniEaEves
2 TACTICAL DISCUSSION “Make it Happen” groundrules/process
Planning calendar Values TacEcal Discussion Le=er from CEO
3
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VOGI® example – Targus Group International…
Our VisionOur vision is to be the global leader in delivering products that enhance mobile technology
Our MissionOur mission is to leverage innovative marketing and global distribution to deliver solutions that make mobile technology easier, more productive, and more enjoyable
Our Valuesn Integrity & honestyn Open timely communicationn Product Qualityn Speed n Innovationn Enjoy what we don Entrepreneurialn Teamworkn Accountabilityn Continual Improvementn Seek and embrace criticismn Lessons Learnedn Embrace change n Customer excellence
Superior Financial Health
Best-in-Class Marketing & Product
Best-in-Class Supply Chain Mgt
Process Mgt Excellence
Outstanding People
GoalsObjectives InitiativesF1: EBITDA > 13%
F2: Revenue > $370 million
F3: Liquidity Cash Balance > $20 million
S1: SCM Strategy Defined by April 02
S2: Product Design to Customer < 8 weeks
S3: Inventory Turns >8 times
S4: Unit Delivered Cost reduced by 5% in ‘02
M1: Market Strategy defined by April 02
M2: Market Info System by April 02
M3: “Concept to Product”Strategy by March 02
M4: Concept to Product Design < 6 weeks
M5: >1 “wow”Product/Year
P1: Process Improvement Plan by 22 Mar 02
P2: Establish Perf Mgt System by Mar 02
P3: Major BPI in each area or function 1 Jun 02
H1: People Inventory System by 1 May 02
H2: Define/Measure People QWL by 1 Apr 02
H3: Appraisal & Comp Plan by 1 May 02
F.1.1e Market & Margin ReportingF.1.2 Distribution Outsource AnalysisF.2.1e 20% ClubF.2.1u Million Dollar BabiesF.2.2 Corporate Advisory Panel (CAP)F.2.3 A Beautiful MindF.2.4 Corporate Direct Pilot InitiativeM.1.1e Realigning EMEA Marketing FunctionM.1.1u Develop Marketing StrategyM.2.1 Electronic Filing System InitiativeM.2.2 Deep 6M.3.1 The Three MusketeersM.4.1 Development Cut and Sew StrategyM.4.2 Global Sourcing ResourcesM.4.3 Competitor AnalysisM.4.4 New Product RequestM.4.5 New Product Proposal (NPP)M.4.6 Product DesignM.4.7 Follow the LeaderS.1.1e Building an Operational PlatformS.1.2 Supplier Report CardS.1.3 Develop Purchasing StrategyS.2.1 Contract NegotiationsS.3.1 Inventory Control StrategyS.3.2 Global Inventory VisibilityS.3.3 Direct Import Drop-ShipmentsS.3.4 Targus Forecast ToolS.3.5 Sales Forecasting & ProcurementS.4.1 Product Cost ReductionsS.4.2 Obtain Unit Cost ReductionS.4.3 Unit Cost Reduction/VES.4.4 Bidding ProcessP.1.1 Develop Customer Service StrategyP.1.2 Customer Service Order Proc SystemP.1.3 Improve Call Center Phone SystemP.1.4 Customer Inventory Allocation ProcessP.1.5 Customer Tools on Extranet/WebsiteP.1.6 Increase Number of EDI CustomersP.1.7 Automate LTL Freight ChargesP.1.8 Project "No More Guess"P.1.9 Int/Exte Customers RelationshipP.1.1 Improve Customer Returns ProcessP.2.1 Common Corp Reporting & CalendarP.2.2 Process Management TrainingP.3.1u Inter-Regional Functional SynergyP.3.1e Effective and Efficient ProcessesP.3.2 Automate Adapter Tip OrdersH.1.1u Human Resource Assets ManagementH.1.1e Square Pegs for Square HolesH.1.2 New Kid on the BlockH.1.3 Welcome to Targus!H.1.4 Name that Product!H.1.5 Mandatory TrainingH.1.6 Making a Manager Out of a ManagerH.1.7 Bringing the Targus World Together
SOURCE: Used with permission of Targus Group Interna2onal
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…Targus…
ANALYSIS VOGI® TACTICAL DISCUSSION
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…VOGI® example - Quovadx
■ Public company (NASDAQ) at risk of delisEng ■ Strategy framework used to assess company strategic opEons ■ VOGI® used to drive all “turnaround” acEviEes… ■ …integrated with company intranet with top management visibility
ANALYSIS VOGI® TACTICAL DISCUSSION
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
TOPICS TO ADDRESS TODAY
■ IntroducEon ■ Understanding a Company ■ Developing a Strategy ■ ExecuEng a Strategy ■ SeJng the Stage ■ Day-‐to-‐Day Lessons Learned ■ Summary and QuesEons
25 This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by VELOXITI, Inc.
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Set expectations, groundrules, and operating mode early – e.g., “thoughts on how I work”… ■ My primary focus is on “Quality” revenue growth
▶ “Quality” revenue is predictable, profitable, and repeatable… ▶ …and based on defensible compe22ve advantages ▶ AXIOM: Revenue growth “buys 2me” and excuses “other sins” ■ Believe “Quality” revenue growth requires process excellence
▶ AXIOM: Complexity of a solu2on is inversely propor2onal to it actually being used – I believe in the KIESSOTWIY philosophy
■ Appreciate “issue du jour” but am always looking to understand “root cause” – so we can fix the process ■ Have a duality mindset
▶ Always thinking about FUTURE poten2al or implica2on… ▶ …while also iden2fying things that can go wrong NOW ■ Generally have a reason for EVERYTHING
▶ If you don’t understand, please ask… ▶ …recognizing that some2mes I will not be able to tell you
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…thoughts on how I work
■ Please know I am passionate… ■ …have been told I’m intense… ■ …however, I don’t get ra=led – you won’t hear me swear or yell… ■ …so don’t take calmness as indicator of indifference
"You can handle anything if you think you can. Just keep your cool and your sense of humor."
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Not a micromanager – that said…
■ Recovering engineer – you have my apology ahead of Eme ■ I DO NOT micromanage your efforts ■ However, I DO micromanage your deliverables
▶ Long hours are appreciated – we’ll discuss – but… ▶ …can’t grow on effort… ▶ …only on accomplishments – commitment is internal contract ■ Keep track of EVERY deliverable and when due
▶ Won’t pester you for progress… ▶ …unless you ask, if you need help PLEASE ask for it ▶ When due and haven’t received – I WILL ASK
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Some further thoughts on how I work – things that “bother” me… ■ Bitching – criEcism without a be=er idea ■ Babbling – give me “Cliff’s Note” version – I’ll ask if I want, need, or am curious about more detail ■ Backstabbing – we are a Team made up of imperfect people – we can all benefit from criEcism but only: ▶ If ini2ally done one-‐on-‐one “to our face” ▶ Publically can cri2cize the ideal – but NOT the person ▶ If not resolu2on then you can involve me ■ Branding – copy language, templates, formats – they are meant to establish once, use many – not vice versa – we will use templates ■ BOBE (i.e., “Being Overrun By Emails”) – please use email eEque=e in labeling and distribuEng – details forthcoming ■ Bewilderment (i.e., actually “Surprises” but needed another “B” word for literary integrity) – don’t like to be caught unprepared
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…and things that REALLY bother me
■ Making a mistake, not asking for help, and having it effect Customer ■ Making a mistake and not fixing the root cause
▶ We all make mistakes… ▶ …but there is a special place in Hell for those who make same one twice ■ Lack of process
▶ Can’t fix bad performance without a process, period ▶ Can’t repeat good performance without a process, period ▶ Think Twice, Decide Once – hip-‐shoo2ng only works in the movies
■ Complacency – a “No Decision” is by definiEon a decision ▶ There is also another place in Hell reserved for those that… ▶ …in 2me of conflict refused to make a decision, take a side ▶ When I put you in a posi2on I – by defini2on – support your decisions…we will rou2nely do post-‐decision “lessons learned” as part of development process
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Introduce early the “Rules of Engagement”
■ ROE #1 -‐ Rights And ObligaEons
■ ROE #2 -‐ OperaEng Groundrules
■ ROE #3 – What We Owe Each Other
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First rule of engagement involves how we will conduct ourselves
Violation of rights = Team doesn’t want you on it Violation of obligations = you don’t want to be on Team
...I have the right to… ...i have the obligation to…understand direction and action seek to understandraise issues and concerns offer solutionsparticipate in debate support the team decisionmake mistakes use good judgementask for help provide helprespect show respect
As an ASI Team Member…
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Second Rule of Engagement involves how we will manage ourselves ■ Our focus:
▶ Ourselves -‐ we are the difference – develop/manage people assets ▶ Customers -‐ they are only reason we exist, period ▶ Numbers -‐ it’s how we score and how we keep score ▶ Deliverables -‐ on 2me and right, a commitment is a contract ● Know your internal Customers – if you can’t sa2sfy them… ● …what chance do you have of sa2sfying external Customers
▶ Responsibility -‐ respect “go to” person for info and decisions ● Every func2onal lead can have ideas cri2cized… ● …however, every func2onal lead has eventual responsibility for that func2on
■ How we will manage: ▶ Manage to process that allows us to… ▶ …deliver – simply working lot of hours is MMITIBSW ▶ Manage by numbers ▶ Rou2nize the rou2ne (i.e., read “process” and “tools”)… ▶ …allowing quality 2me for important stuff – crea2ng opportuni2es
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Third Rule of Engagement involves what we owe each other ■ CEO owes each of you:
▶ Direc2on and priori2es ▶ Informa2on and communica2on to understand direc2on/priori2es ▶ “Defini2on of Goodness” ▶ Resources to achieve “Goodness” ▶ Appropriate rewards when “Goodness” is achieved
■ You owe the CEO: ▶ Performance -‐ numbers and deliverables ▶ Compliance with rules of engagement
■ We owe it to ourselves: ▶ Learn and grow ▶ Have fun ▶ Conduct ourselves in a manner that we are proud of
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TOPICS TO ADDRESS TODAY
■ IntroducEon ■ Understanding a Company ■ Developing a Strategy ■ ExecuEng a Strategy ■ SeJng the Stage ■ Day-‐to-‐Day Lessons Learned ■ Summary and QuesEons
35 This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by VELOXITI, Inc.
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Need way to keep strategic focus while “moving the ball forward” daily – enter “Hot Sync”
36
■ 0-‐Management ■ 1-‐MarkeEng ■ 2-‐Development ■ 3-‐Sales ■ 4-‐OperaEons ■ 5-‐Customer Experience ■ 6-‐Finance ■ 7-‐Legal ■ 8-‐Strategy ■ 9-‐Mergers & AcquisiEons
■ Strategic PrioriEes ■ Last Week Deliverables ■ This Week Deliverables ■ Outstanding Issues
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…Practice Management…Filing
■ When walking into an organizaEon I expect to be “drinking from the fire hose” ▶ Almost immediately hundreds of reports… ▶ …hundreds of emails ■ Success is parEally funcEon of ability to process informaEon ▶ The bener organized… ▶ …the easier to find… ▶ …and actually use ■ Have used standard filing system – electronically and “dead tree” – for 25 years ■ Yes, I even use standard naming system – won’t go into it… ■ …probably already think I have a “problem”
“I must either create a system or be enslaved by another man's” ~ William Blake
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© 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by Donald H. Turner
TOPICS TO ADDRESS TODAY
■ IntroducEon ■ Understanding a Company ■ Developing a Strategy ■ ExecuEng a Strategy ■ SeJng the Stage ■ Day-‐to-‐Day Lessons Learned ■ Summary and QuesEons
38 This document is not to be duplicated, reproduced, or distributed without prior wri=en consent by VELOXITI, Inc.
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In Summary
■ During my “interesEng ride of a career” have had to deal with a lot of organizaEons in various states ■ My task has always been to “make good things happen FAST” ■ Have learned a few things along the way based on both successes and a lot of painful lessons learned (ED: “mistakes”) ■ These experiences are the basis for techniques developed to deal with SPEED and CHANGE ■ I hope this has been informaEve and maybe even a bit helpful
39
Assess$ Strategy$ Organize/$Deploy$ Manage$
Strategy(Framework(VOGI®(
Value5Chain(Hot(Sync(
Turn5Aroun
d(Growth(
Hot(Sync(&(VOGI®((
Value(Analysis(
Triage$ Stabilize$ Profits$EBITDA$ Invest$ Grow$
Thank You Don Turner 678.361.3313 [email protected] [email protected]