SMPS Regional Conference Presentation

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Feb 10, 2011- Houston, TX

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SMPS Regional Conference Presentation

  1. 1. Lessons Learned from “Coaching” Owners<br />And what that may mean for you…<br />
  2. 2. Owner Defined….<br /> C-suite…Boards…Stake-holders….Users…Facilities…Procurement<br />2<br />
  3. 3. What we say to dogs…<br />What a good dog you are…Ginger<br />Want to go outside…Ginger<br />You want to chase your ball…Ginger<br />
  4. 4. What dogs hear…<br />Blah Blah Blah…Ginger<br />Blah Blah Blah…Ginger<br />Blah Blah Blah…Blah Blah Blah…Ginger<br />
  5. 5. We Coach Owner Leadership Teams<br />The Art of the Possible<br />Keys to leveraging…not just hiring service providers<br />Keys to structuring…leading …collaborative service provider teams <br />
  6. 6. Don’t just hire the hands…<br />
  7. 7. Hire intellectual understanding of your challenges…and the ability to “Think Bigger”<br />
  8. 8. The Good News from our Practice…<br /> Clients are investing more time and effortthan ever before to explore service delivery improvement… in multi-dimensional ways<br /> We do notget the same tired questions week in …week out…<br />
  9. 9. The Bad News…<br />…there is consistent evidencethat service and solution providers are not listening to the complexities of most client’s quest to…<br />Leverage…sophisticated services and technologies as tools…<br />
  10. 10. Nothing happens until someone “Connects”<br />
  11. 11. Why is “connecting” <br />…in a respectful and authentic manner<br />So important?<br />
  12. 12. December 15, 2010<br />Houston Baptist University Art of the Possible<br />12<br />Get “the meeting”<br />Avoid “the box”<br />
  13. 13. “Build it and they will come”<br />“The art of the possible”<br />Chase work<br />Create work<br />
  14. 14. Connection starts with authentic questions…about the “issues behind the issues”<br />
  15. 15. Connection takes hold…with a provocative authentic…solutions to the “issues behind the issues”<br />
  16. 16. So What’s Typically Missing?<br />Why Doesn’t this occur naturally?<br />
  17. 17. What’s in the way….<br />Owners(especially at leadership levels)don’t often know how to define ….and then ask for what they really need…<br />Service providers (especially complex high impact firms) don’t often know how to do more than “sell” their company…or their services<br />
  18. 18. Emotions Owner Leadership Teams Express…<br />I am taking personal career risk<br />How do I judge authentic interest?<br />How do I judge authentic solutions/teamwork/technology?<br />How do I minimize real…and perceived results risk?<br />
  19. 19. Price…Politics…Brand… Narrowly Defined Experience<br />
  20. 20. You understand our challenges…<br />You have creative solutions…<br />You want to work at it…<br />
  21. 21. Owners will not understand 50% of what you say but will never admit it<br />
  22. 22. The Owner’s team is usually the least experienced member of the project team<br />Dignity protection is everything<br />….particularly to the highly intelligent and powerful<br />
  23. 23. Capital Projects/Scopes are more about human behavior than “bricks and mortar”<br />Leveraging Retail…the Power of Best Buy and Star Bucks<br />Ohio State University. South Campus Gateway <br />
  24. 24. <ul><li>There is no “easy” button in the “connection” process
  25. 25. The “real” decision-makers…
  26. 26. Who “owns” the scope and it’s anticipated impact….
  27. 27. Stakeholders are always evolving…</li></li></ul><li>An Elephant in the Room <br />“The New Normal”<br />
  28. 28. Cross leveraging CapEx/OpEx dollars<br />Leveraging Advisory Services<br />Leveraging IT <br />Leveraging Facilities<br />
  29. 29. Liquidity…<br /> Not financing<br />
  30. 30. Possible Sources:<br /><ul><li>Public Private Partnerships
  31. 31. Performance Contracting
  32. 32. Revenue Cycle savings
  33. 33. Operational Effectiveness
  34. 34. Renewable Energy Monetized</li></ul>Most Powerful when Aggregated…<br />
  35. 35. To the Owner, your signature projects are only a tool to accomplish their goals….<br />You have to specifically connect the “relevance dots”(the veterinarian syndrome)<br />
  36. 36. The Dog Whisperer…and Veterinarians<br />
  37. 37. The Owner probably doesn’t understand your business...and probably doesn’t care<br />Why?....they are overwhelmed and under-resourced<br />
  38. 38. There are no “minor vendors”<br />The food service consultant may know moreabout the Client than you do….<br />How can you leverage “downstream” firms?<br />
  39. 39. One size does not fit all; <br />There is no “one way” to solve most scope delivery challenges<br />Owners hunger for “diverse collaboration”….<br />
  40. 40. Mobile “Apps” in education<br /><ul><li>Scheduling
  41. 41. Library Holdings
  42. 42. Class/Professor Evaluations
  43. 43. Emergency Notification
  44. 44. Buy anything the school sells
  45. 45. Podcasts
  46. 46. Ask questions</li></ul>Source:<br />http://www.prlog.org/10554748-macroview-labs-unveils-powerful-smartphone-app-for-colleges-and-universities.html <br />
  47. 47. Your competition….is not your “real” competition<br />It’s a race to know and “connect” to the owner first<br />
  48. 48. Good Market (positioning) Research is more about “why”… than “what”<br />
  49. 49. Moving Forward…<br />Look for ideas not prescriptions<br />Mission and vision drive the effort<br />Expertise without collaboration within scope delivery teams can be detrimental<br />Engaging with the industry experts…takes work<br />Knowing what you want before you ask…is tough<br />There aren’t any “Silver Bullets”<br />
  50. 50. The Bottom Line…<br />Strategic Visioning…is a pivotal precursor to leveraging service providers<br />Engage Expertise Early…and Often<br />Conceptualizing…not just Planning<br />Financial Engineering(Liquidity)<br />Connecting Strategic Visioning to Execution …is everything<br />
  51. 51. “Connecting” is the key to playing rougher…<br />The Rich get Richer…<br />The Poor keep Submitting Proposals<br />

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