Core areas to grow in recession

1. Grow in Recession:
Successful Execution as an
untapped opportunity
Special Presentation
Dusseldorf, 12th of January 2010
© 2009 Jorge Serrano González-Barosa

2. Your Roadblocks than impede results…
¨Everything should be made as simple
as possible, but not simpler.¨
Albert Einstein
© 2009 Jorge Serrano González-Barosa
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3. Yes!!!, there are still opportunities to grow
Successful
Execution
…is THE
core area
to improve
© 2009 Jorge Serrano González-Barosa
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4. 3
© 2009 Jorge Serrano González-Barosa

5. It is necessary to Change our Marketing Dynamics
The fundamentals of good
execution start with clarifying
decision rights and making
sure information flows
where it needs to go…
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© 2009 Jorge Serrano González-Barosa

6. Clarifyng decision rights:
Who owns each decision:
Ensure that everyone knows
which decisions and actions they
are responsible for
Who must provide input:
Encourage higher-level managers
to delegate operational decisions
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© 2009 Jorge Serrano González-Barosa

7. Information Flow:
There are 4 key areas to be developed faster
Make sure information about
 Change Marketing
competitive enviroment flows
Dynamics
quickly to headquarters
 Facilitate
Use of WEB 2.0 information flow across
organization
 Develop the new CRM
 Help
Ecosystem field and line employees
understand they day-to-day choices
 Learn fromyour bottom line results
affect your
customers 6
© 2009 Jorge Serrano González-Barosa

8. What´s you Current Organization Profile?
“Everyone agrees, but nothing changes.”
Passive-Agressive Congenial and seemingly conflict-free, this organization builds consensus
easily, but struggles to implement agreed-upon plans
¨We’re from Corporate, and we’re here to help.”
Overmanaged Multiple layers of management create "analysis paralysis“ in a frequently
bureaucratic and highly political environment
“The good old days meet a brave new world.”
Outgrowm Too large and complex to be effectively controlled by a small team, this
organization has yet to "democratize" decision-making authorit.
“Let 1,000 flowers bloom.”
Fits-and-Starts This organization has scores of smart, motivated, and talented people, but
they rarely pull in the same direction at the same time.
“Succeeding by the skin of our teeth…”
Just-in-Time While inconsistently prepared for change, this organization can “turn on a
dime” when necessary, without losing sight of the big picture
“Flying in formation”
Military Precision Often driven by a small, involved senior team, it succeeds through superior
execution and the efficiency of its operating model
“As good as it gets”
Resilient Flexible enough to adapt quickly to external market shifts, it still remains
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steadfastly focused on and aligned behind a coherent business strategy
© 2009 Jorge Serrano González-Barosa

9. The main Roadblocks than impede results…
 “Everyone agrees on a course of action, but nothing
changes.”
 “There goes another opportunity, while we wait for a
decision.”
 “It’s a great idea; it’ll never happen.”
 “The businesses and functions just aren’t working
together to get results.”
 “I don’t feel motivated to go the extra mile. What’s in
it for Me?”
 “ We have the right strategy and a clear
implementation plan, but we can’t seem to execute.”
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© 2009 Jorge Serrano González-Barosa

10. Organization Trait: Be effective…
Everyhone has a good idea of the decisions and
actions for which he or she is responsible
Important information about the competitive
enviroment gets to headquarters quickly
Order
Once made, decisions are rarely second of
guessed Importance
Information flows freely across
organizational boundaries
Follow Field and line employees usually have the
information they need to understand the
The bottom-line impact of their work
Order Line managers have acess to the metrics they
need to measure the key driver of their business
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© 2009 Jorge Serrano González-Barosa

11. It is necessary to Change our Marketing Dynamics
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© 2009 Jorge Serrano González-Barosa

12. It is time for the people
Tackle decisions rights and information flow
It is necessary to Change our Marketing Dynamics = to share
Internet 2.0
first, and only then alter organizational
structures and relign incentives to support
those moves
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© 2009 Jorge Serrano González-Barosa

13. Ensure that people really
understand what they
are responsible for
…and who makes
© 2009 Jorge Serrano González-Barosa
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wich decisions