2014 national association of women mbas presentation

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

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