Webinar whyyour2015plansarealread yindangerslideshare
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Webinar whyyour2015plansarealread yindangerslideshare
- 1. Why Your 2015 Plans may ALREADY be in Danger The Mistakes You Can Avoid “Know-How is not Enough”
- 2. Presentation Agenda • What is commonly done by businesses at this time • What we can expect – Our look into the future • Why sub-optimization happens • How we can “bend” the future
- 3. WHAT IS COMMONLY DONE BY BUSINESSES AT THIS TIME
- 4. Now is the Time When • We purchase systems, tools, and technology
- 5. Now is the Time When • We sandbag expectations
- 6. Now is the Time When • We turn up the sunshine pump
- 7. Now is the Time When • We force tactics into poorly defined strategies…and seek self-preservation. • We look for a panacea
- 8. Decisions • New tools, applications, and systems are purchased • Headcount is added (or subtracted) • Organizations are re-organized, re- aligned, and re-structured
- 9. WHAT WE CAN EXPECT… Our look into the future
- 10. Outcomes • AT BEST – no change in performance • More likely – Expenses incurred – Confusion/frustration/time-wasted – Missed opportunities • Because you did not do “Due Diligence” or analysis to understand the BUSINESS ISSUE, leading to… – A repeat of it to come again next year
- 11. WHY IT HAPPENS Definition of Insanity – “Doing the same thing over and over and expecting different results”
- 12. What is Neglected • Change requires PEOPLE to succeed – How does this impact me? – What do you expect me to do differently? – How will performance be measured? – What new skills or tools will be required? – WIIFM
- 13. HOW CAN WE BEND THE FUTURE? Catch Errors Before They Happen
- 14. Post initiative Results of Several Years of Client Experiences • ZAHN Consulting, LLC recently concluded an exhaustive review of the successes and failures of 67corporate client initiatives • Results can be broken into three(3) buckets or classifications Pre- initiative During initiative
- 15. Review of Client Engagements • 25 companies included – CPG – Retail – Technology • 67 initiatives – Introduction of tools/applications – Skills training – Change in roles/reporting structure • Size – Global – Domestic – Regional
- 16. Pre- initiative Pre-Initiative Step Mistake to Avoid 1. Identify needs and prioritize Assume executive in his/her office has a handle on needs 16
- 17. Pre- initiative Pre-Initiative Step Mistake to Avoid 1. Identify needs and prioritize Assume executive in his/her office has a handle on needs 2. Survey “worker bees”/Identify roles of others in initiative Neglect to provide feedback and outcomes
- 18. Pre- initiative Pre-Initiative Step Mistake to Avoid 1. Identify needs and prioritize Assume executive in his/her office has a handle on needs 2. Survey “worker bees”/Identify roles of others in initiative Neglect to provide feedback and outcomes 3. Determine desired outcomes/Explain new expectations Default to “check the box” initiative without clear goals or results
- 19. Pre- initiative Pre-Initiative Step Mistake to Avoid 1. Identify needs and prioritize Assume executive in his/her office has a handle on needs 2. Survey “worker bees”/Identify roles of others in initiative Neglect to provide feedback and outcomes 3. Determine desired outcomes/Explain new expectations Default to “check the box” initiative without clear goals or results 4. Determine and communicate steps of initiative Maintain secrets about initiative steps, progress, duration, timing, etc.
- 20. Pre- initiative Pre-Initiative Step Mistake to Avoid 1. Identify needs and prioritize Assume executive in his/her office has a handle on needs 2. Survey “worker bees”/Identify roles of others in initiative Neglect to provide feedback and outcomes 3. Determine desired outcomes/Explain new expectations Default to “check the box” initiative without clear goals or results 4. Determine and communicate steps of initiative Maintain secrets about initiative steps, progress, duration, timing, etc. 5. Identify roles of others in initiative Exclude initiative team members
- 21. Pre- initiative Pre-Initiative Step Mistake to Avoid 1. Identify needs and prioritize Assume executive in his/her office has a handle on needs 2. Survey “worker bees” Neglect to provide feedback and outcomes 3. Determine desired outcomes/Explain new expectations Default to “check the box” initiative without clear goals or results 4. Determine and communicate steps of initiative Maintain secrets about initiative steps, progress, duration, timing, etc. 5. Identify roles of others in initiative Exclude initiative team members 6. Decide on metrics Be too ambiguous or uncertain
- 22. During initiative During-Initiative Step Mistake to Avoid 1. Explain why the change is needed Tell, demand, command – without explanation of WIIFM (reason or rationale)
- 23. During initiative During-Initiative Step Mistake to Avoid 1. Explain why the change is needed Tell, demand, command – without explanation of WIIFM (reason or rationale) 2. Clarify resources, tools, process/procedures, and objectives Inconsistent provision of performance expectations
- 24. During initiative During-Initiative Step Mistake to Avoid 1. Explain why the change is needed Tell, demand, command – without explanation of WIIFM (reason or rationale) 2. Clarify resources, tools, process/procedures, and objectives Inconsistent provision of performance expectations 3. Facilitate, engage, involve (learner- centric) Lecture and only provide uni-directional information flow (instructor-centric)
- 25. During initiative During-Initiative Step Mistake to Avoid 1. Explain why the change is needed Tell, demand, command – without explanation of WIIFM (reason or rationale) 2. Clarify resources, tools, process/procedures, and objectives Inconsistent provision of performance expectations 3. Facilitate, engage, involve (learner- centric) Lecture and only provide uni-directional information flow (instructor-centric) 4. Mastery of content/Practice No opportunity to try new skills
- 26. During initiative During-Initiative Step Mistake to Avoid 1. Explain why the change is needed Tell, demand, command – without explanation of WIIFM (reason or rationale) 2. Clarify resources, tools, process/procedures, and objectives Inconsistent provision of performance expectations 3. Facilitate, engage, involve (learner- centric) Lecture and only provide uni-directional information flow (instructor-centric) 4. Mastery of content/Practice No opportunity to try new skills 5. Support of new behavior Presentations without acknowledgement of concerns
- 27. Post-Initiative Step Mistake to Avoid 1. Evaluation Rely on subjective vs. objective standards or level of performance/current standing or ranking Post initiative
- 28. Post-Initiative Step Mistake to Avoid 1. Evaluation Rely on subjective vs. objective standards or level of performance/current standing or ranking 2. Management’s Mentorship/Coaching Assume that “HR” does skills training, “IT” does system training, etc., not first-level manager Post initiative
- 29. Post-Initiative Step Mistake to Avoid 1. Evaluation Rely on subjective vs. objective standards or level of performance/current standing or ranking 2. Management’s Mentorship/Coaching Assume that “HR” does skills training, “IT” does system training, etc., not first-level manager 3. Job-Aids Forget to offer quick “refreshers” or reference tools to use on-the-job. Post initiative
- 30. Post-Initiative Step Mistake to Avoid 1. Evaluation Rely on subjective vs. objective standards or level of performance/current standing or ranking 2. Management’s Mentorship/Coaching Assume that “HR” does skills training, “IT” does system training, etc., not first-level manager 3. Job-Aids Forget to offer quick “refreshers” or reference tools to use on-the-job. 4. Testimonials Neglect to share successes of others Post initiative
- 31. Post-Initiative Step Mistake to Avoid 1. Evaluation Rely on subjective vs. objective standards or level of performance/current standing or ranking 2. Management’s Mentorship/Coaching Assume that “HR” does skills training, “IT” does system training, etc., not first-level manager 3. Job-Aids Forget to offer quick “refreshers” or reference tools to use on-the-job. 4. Testimonials Neglect to share successes of others 5. Contests Fail to appeal to the competitive nature of people to be recognized Post initiative
- 32. Post-Initiative Step Mistake to Avoid 1. Evaluation Rely on subjective vs. objective standards or level of performance/current standing or ranking 2. Management’s Mentorship/Coaching Assume that “HR” does skills training, “IT” does system training, etc., not first-level manager 3. Job-Aids Forget to offer quick “refreshers” or reference tools to use on-the-job. 4. Testimonials Neglect to share successes of others 5. Contests Fail to appeal to the competitive nature of people to be recognized 6. Rewards/Incentives Assume that people will do it because “you told them so.” Post initiative
- 34. Specific Initiatives • ADKAR Change Management Model • Business Transformation Readiness Assessment • Strategy Alignment Assessment • Root Case Analysis • Job/Task Analysis • Business Process Assessment/Redesign • Technology/Product Recommendation • Skill Analysis • Skills Development • Cross-Function Collaboration • Implementation Support • Measurement and Evaluation • Reinforcement and Integration Support
- 35. There is Still Time to Salvage 2015 Plans Contact ZAHN Consulting, LLC now to “right the ship” and ensure your 2015 Plans deliver the results projected. It is not too late!
- 36. For Additional Information • ZAHN Consulting, LLC can be reached at 203.269.9290 or at davidzahn@zahnconsulting.com to discuss your training or other consulting needs
- 37. THANK YOU FOR ATTENDING For a copy of this presentation – click here
Editor's Notes
- Slide 1: Welcome to the webinar, we appreciate your joining us today. As a reminder, we have blocked the list of attendees so that people may remain anonymous and so no competitive conflicts may dampen people’s participation or willingness to ask questions. As we go through the webinar, feel free to submit your questions and we will stop periodically to respond to them. The question box is to the right of the screen with the slide showing. So lets get to it: This is the time when many businesses are in the process of establishing their revenue, profit, share, and margin objectives for the new year. One of the common approaches to securing those objectives is to upgrade, replace, or modify their technology purchases. Among the popular purchases are: Customer Relationship Management (CRM) systems Space Management applications Inventory Management software Pricing and Promotion resources Category Management tools Shopper Insight data Etc. However, many of these purchases will fail to deliver the results anticipated! In short: “if you don’t change the inputs, the output won’t change.” There is a way to ensure success through a deeper understanding of the HUMAN component to technology. In this webinar, we will share our experiences and our lessons learned to help you avoid the scars and wounds, we and our clients, have made. Our goal is to help increase your chances of meeting the expected objectives! Just so you know who your tour guides are: Paul Christman joins me on this webinar. His bio is in the invitation to this webinar, but the short overview is that Paul is an expert in: Big Data, retail and sales technology integration with vast experience in organizational transformation I am David Zahn, and a Training Geek with expertise in the process of Learning, Org. Change/Business Transformation.
- Slide 2: Introduce the agenda for the 45 minute presentation Set up the compare/contrast of what currently is done this time of year (planning for the new year, budgeting, etc.) and what is neglected (skill development, management/supervisory coaching, determination of metrics or evaluative criteria for implementation of new processes, tools, strategies, etc.)
- Slide 3: Sub-Heading slide, transition to next slides
- Slide 4: Now is when tools around any of the following are considered: ERP CRM Category Management Price/Promotion Space Inventory Tracking Etc. And of course, each vendor selling these systems promises that the tool will lead to enormous savings, exponential profit, mountains of revenue, and improvement in air quality and the taste of asparagus!
- Slide 5: Because quota and/or bonus expectations for sales and marketing for the next year are often based on this year’s performance and/or forecasts for the coming year – it is not uncommon for people to undersell their potential (in order to guarantee they achieve the target based on reduced expected results). When confronted by “change” – people will often use that as an excuse to not try or to underperform (out of fear, out of discomfort, out of anger, etc.) Example: Reps will sandbag expectations when there is no incentive for them not to! A client of mine caps commissions/bonus. Because of this; they sell only what they must to receive their max bonus. Any potential additional sales are put off for a future period. Sales people are in sales because they want to determine their own financial destinies and if they are given a ceiling they will stop when they hit it. Therefore, why not sandbag at the end of the year so they can jump start on next year’s bonus in Q1? Paul, I believe you have encountered this desire to manage expectations versus realistic goals, as well with one of your clients.
- Slide 6: Senior Management, under pressure from Wall Street or because their incentive compensation may have very different payoff levels than their subordinates, will often lead to sunshine and rainbows and completely unrealistic expectations. So, they will pin their hopes on some new technology or organizational initiative that they HOPE will lead to exponential growth (without any real foundation or structure). I have worked with customers that have implemented a CRM simply because their competitors have implemented the same application. While they had great intent and should have implemented a CRM, they did not do it for the right reason and did not put the proper amount of time into the planning process and did not involve the key players who could help to make this a success faster. Paul had an interesting experience with an executive who was focused on a pricing tool purchase.
- Slide 7: So, what happens is that the middle managers responsible for budgeting and projecting feel the squeeze. And, they try to find a way of “protecting” their subordinates who want to ensure their bonuses by not over-promising while also committing to their bosses that the higher achievements are also possible. So, they end up with half-baked answers that do not fully meet EITHER party’s needs. So – in an effort to look for quick hits, sure things, and absolute winners, business executives seek divine intervention to deliver results. They take calls from consultants, sales people, and solicit the insight of anyone and everyone who makes a promise of better days or a way out of their turmoil. Paul’s experience with the executive set on the pricing tool clearly demonstrates this in action
- Slide 8: The result of those initiatives, discussions, and meetings often include the three things listed (new tools/Headcount changes/Org. Changes – after all, when in doubt there is nothing like a good game of musical chairs to improve business). Some of the other things that sometimes are discussed New products are rushed to market Different customers or channels are pursued Competitors are purchased or acquired Divisions are sold off Paul: I believe we have a question/Paul, now may be a good time for us to take a question: What do you see as the future informational needs that will allow us to succeed or differentiate ourselves from other manufacturers? “More than the information, what I see is the organization’s ability to leverage it, share it, apply it, and retrieve it as needed – as the competitive advantage. Companies are drowning in data – but thirsty for insights. My perception is that while the comprehensiveness of information continues to improve, the ability to access it in ways that improve business results has not kept pace.”
- Slide 9: Transition slide
- Slide 10: What is commonly seen is not only no positive change – but possible negative consequences! Cost over-runs and runaway expenses Lack of progress due to outmoded processes colliding with new requirements creating confusion Frustration that things are not working as easily as they had been promised by the vendor who sold the system Time wasted on placing blame, redoing work over and over, and learning and relearning aspects of how to use the tool Missed opportunities Making it worse, we are destined to repeat it all over again this time next year if we don’t change! One example from my own work with a client that did not go as planned: I didn’t take time to determine what the organizational goals truly were. Or they did determine those goals at the beginning but those goals were not measurable or realistic – missing SMART goals. Sometimes a system, new hardware or software is not the issue…it may be a cultural or behavioral or compensation change that needs to occur. Investment in the analysis up front saves you money, frustration and good people in the end.
- Slide 11: The reason why it happens is not because of nefarious intentions or ill-will. In fact, it is the result of good people trying to do good work who are unfortunately looking past or overlooking some important considerations that are getting in the way of their best efforts. In some ways, it is as if they are unable to see how they have ignored some very critical components of success. So, they go off and begin to implement solutions, and then are surprised when they backfire or don’t produce the results that were intended or expected.
- Slide 12: Every project needs to consider the required answers to the immediate questions people will ask or internalize whenever change is suggested. Review each question. The fastest way to torpedo any initiative is to ignore the human element or assume that everyone is on-board, understands why the initiative is being undertaken, and what their role in success will be. Then, if you really want to see people’s heads spin - tell them that the way they were evaluated previously no longer applies and watch the hysteria take over! When the people who do the work are involved in the decision making process of new systems, applications and process modifications then there is buy in. Including people who do not want change, bringing in the nay sayers early into the process may turn them into positive communicators. We worked on a project where not only were the people not included in the decision making process but they were not even made aware a change was going to happen until they received an invite to a training class. Executives thought it would be best to keep them out of the loop because it would upset them too soon and they just wanted the team to get through the system implementation and data migration without issues. When we approach a project we ask these very simple questions and too many times they are not even thought about until right before we rollout the initial training program. If we don’t know how performance will be measured then how do we know the initiative succeeded?
- Slide 13: Transition slide Paul: we have spotlighted some of the mistakes to this point, do you have a story that speaks to a success?
- Slide 14: I want to point out that we undertook a review of projects completed, and that some clients were represented more than once over the length of the review. The review looked at the success of initiatives and uncovered three primary buckets or groupings where the efforts congregated: Pre-initiative, During the initiative, and Post-initiative.
- Slide 15: The companies included in the study come from the universe of ZAHN Consulting, LLC clients over the span of the last seven years. They were comprised of CPG manufacturers across numerous categories, retailers, and technology providers. They ranged from the largest global, multi-national players to those that compete domestically, and others that were competitive on a regional level. I am not naming them only because I did not secure permission to share with others the results of their initiatives. However, in nearly all instances, these are companies you would be familiar with given that you work in the CPG and retail industries.
- Slide 16: Review each of the 5 PRE-INITIATIVE steps
- Slide 16: Review each of the 5 PRE-INITIATIVE steps
- Slide 16: Review each of the 5 PRE-INITIATIVE steps
- Slide 16: Review each of the 5 PRE-INITIATIVE steps
- Slide 16: Review each of the 5 PRE-INITIATIVE steps
- Slide 16: Review each of the 5 PRE-INITIATIVE steps
- Slide 22: Review each of the 5 DURING INITIATIVE steps
- Slide 22: Review each of the 5 DURING INITIATIVE steps
- Slide 22: Review each of the 5 DURING INITIATIVE steps
- Slide 22: Review each of the 5 DURING INITIATIVE steps
- Slide 22: Review each of the 5 DURING INITIATIVE steps
- Slide 23: Review each of the 6 POST-INITIATIVE steps
- Slide 23: Review each of the 6 POST-INITIATIVE steps
- Slide 23: Review each of the 6 POST-INITIATIVE steps
- Slide 23: Review each of the 6 POST-INITIATIVE steps
- Slide 23: Review each of the 6 POST-INITIATIVE steps
- Slide 23: Review each of the 6 POST-INITIATIVE steps Paul: This might be a good time for us to check on the questions to make sure we answer them before moving on: Aside from training on access and navigation for Software as a Service applications remotely, what are the other new skills that will be required just by moving to a Cloud-based application? How should compensation, incentives, and measurements/KPIs change as a result of the introduction of technology? Need to evaluate the metrics for success and ensure that the goals that are now capable of being achieved with the technology are reflected. Otherwise, you have a significantly stronger capability that is being hamstrung by the measuring sticks used.
- Slide 24: Explain Change Management model and the relevance of each step. Any change management approach needs to be viewed throughout the lifecycle of pre, during, and post. Within the “pre” – the three key components are defining the scope and purpose of the initiative, the critical people to be included – and at what time or phase their contribution is required – and the sponsorship/management involvement. Of course, without senior management endorsement beyond lip service, there is little hope that the organization will rally around it. The During phase involves the prioritization of the rollout components (not everything should be released at once if it is not all equally essential) and creating an implementation plan that incorporates the needs of the organization beyond just creating a calendar of training session dates. The post phase is threefold: collecting relevant data for evaluation and modifications as appropriate, a plan to reinforce, monitor and manage the change so that it becomes institutionalized, and the reinforcement steps of celebrating successes and creating remedial opportunities as needed. Question: What department would be responsible for “business transformation” – our HR department does a good job on supervisory education, performance appraisals, diversity and harassment training. And, our IT department can’t do this – so who would handle this? My organization has started to ask our Account Managers to submit their presentations to our intranet for other salesperson to review – how would you recommend we catalogue it so that it remains usable over time?
- Ways we help organizations maximize their success: ADKAR – Awareness, Desire, Knowledge, Ability, Reinforcement Business Transformation Readiness Assessment Strategy Alignment Assessment Root Case Analysis Job/Task Analysis Business Process Assessment/Redesign Technology/Product Recommendation Technology/Product Recommendation Skill Analysis Skills Development Cross-Function Collaboration Implementation Support Measurement and Evaluation Reinforcement and Integration Support
- Call to Action
- Slide 26: Invite people to contact us