FitzGerald Associates www.ManagementConsultants.com Tom Horne & Tom FitzGerald Coaching To The Bottom Line Mobilizing   In...
FitzGerald Associates www.ManagementConsultants.com Since 1976 <ul><li>Introductions </li></ul>
FitzGerald Associates www.ManagementConsultants.com <ul><li>Investors, Managers, Coaches, Consultants </li></ul><ul><li>Ob...
FitzGerald Associates www.ManagementConsultants.com <ul><li>Our Objectives </li></ul><ul><li>Have Fun </li></ul><ul><li>An...
 
<ul><li>Longitudinal studies by  </li></ul><ul><li>The London School of Economics (LSE)  </li></ul><ul><li>and McKinsey & ...
<ul><li>A 20% Improvement  </li></ul><ul><li>In 3 Critical Functions  </li></ul><ul><li>Generates a 42% Increase  </li></u...
<ul><li>Equivalent to  </li></ul><ul><li>Increase of 5% in ROCE </li></ul><ul><li>25% increase in workforce </li></ul><ul>...
FitzGerald Associates www.ManagementConsultants.com <ul><li>The Concepts </li></ul><ul><li>Will to Compete </li></ul><ul><...
Business Processes Management Systems Corporate Will Origins of  Performance
<ul><li>Corporate Culture </li></ul>Corporate Will Will to Combat Corporate Drive Business Motivation Corporate Energy Cor...
<ul><li>Will to Compete </li></ul><ul><li>(AKA The Operating Dynamic) </li></ul><ul><li>Root Cause </li></ul><ul><li>Of Al...
<ul><li>That complex of organizational and human factors that underlie, cause and impel all corporate performance </li></u...
Origins of  Performance  Cost of Change  Business Processes Management Systems Corporate   Will
FitzGerald Associates www.ManagementConsultants.com <ul><li>The ROI  </li></ul><ul><li>In changing Corporate Will </li></u...
<ul><li>Why Transform Corporate Will </li></ul><ul><li>Ambition (the 40%) </li></ul><ul><li>Recession (the 40%) </li></ul>...
<ul><li>Where the Results Come From </li></ul><ul><li>Systemic Efficiencies </li></ul><ul><li>New Tactics </li></ul><ul><l...
<ul><li>Corporate Will </li></ul><ul><li>6 Critical Functions </li></ul><ul><li>9 Generators </li></ul>FitzGerald Associat...
<ul><li>A small change In three   </li></ul><ul><li>Critical Functions </li></ul><ul><li>Generates a large change in  </li...
FitzGerald Associates www.ManagementConsultants.com These Drivers Are  entirely  within  The control of  Management!
<ul><li>Critical Functions  </li></ul><ul><li>are changed by changing the </li></ul><ul><li>Generators  </li></ul>FitzGera...
<ul><li>1  PERFORMANCE MANAGEMENT </li></ul>The 6 Critical Functions 6  Innovation / Creativity 5  Customer Orientation 4 ...
The 9 Generators <ul><ul><li>CORPORATE DECISIVENESS </li></ul></ul><ul><ul><li>ACKNOWLEDGEMENT OF WORK </li></ul></ul><ul>...
FitzGerald Associates www.ManagementConsultants.com <ul><li>The Transformation Process </li></ul><ul><li>Measure the 15 dr...
FitzGerald Associates www.ManagementConsultants.com <ul><li>Measurement </li></ul><ul><li>+ </li></ul><ul><li>How we do it...
FitzGerald Associates www.ManagementConsultants.com Since 1976 <ul><li>Coding Convention </li></ul><ul><li>All line items ...
<ul><li>Consolidated Statements of Operating Dynamic </li></ul><ul><li>Gamma, Inc. </li></ul><ul><li>Balance Sheet </li></...
Consolidated Statements of Operating Dynamic Gamma, Inc. Balance Sheet 06/2008     Score % Level PERFORMANCE MANAGEMENT   ...
<ul><li>Consolidated Statements of Operating Dynamic Gamma, Inc.    Profit (Loss) </li></ul><ul><li>  Score   Level </li><...
Consolidated Statements of Operating Dynamic Gamma, Inc. Gain (Loss) 06/2008     Score % Level CORPORATE DECISIVENESS    %...
<ul><li>Consolidated Statements of Operating Dynamic </li></ul><ul><li>Alpha Detector </li></ul><ul><li>Balance Sheet </li...
FitzGerald Associates www.ManagementConsultants.com <ul><li>The Discovery Process </li></ul><ul><li>Feet to the Fire </li>...
<ul><li>Consolidated Statements of Operating Dynamic Beta Food Company    Gain (Loss) </li></ul><ul><li>  Score   Level </...
FitzGerald Associates www.ManagementConsultants.com <ul><li>The Discovery  </li></ul><ul><li>Process </li></ul><ul><li>& <...
FitzGerald Associates www.ManagementConsultants.com <ul><li>PERFORMANCE MANAGEMENT  </li></ul><ul><li>The most important o...
FitzGerald Associates www.ManagementConsultants.com <ul><li>Vision of Future:  As acknowledged and bought into by managers...
<ul><li>Questions? </li></ul>
FitzGerald Associates www.ManagementConsultants.com <ul><li>Wrap Up </li></ul>
<ul><li>The 6 CFs  constitute the  Balance Sheet </li></ul><ul><li>The 9 Generators constitute the  G&L   </li></ul><ul><l...
<ul><li>The Balance Sheet and P&L Show  </li></ul><ul><li>The Trajectory of the Company </li></ul><ul><li>The root causes ...
<ul><li>The Rewards </li></ul><ul><li>An improvement of 25% in three Critical Functions </li></ul><ul><li>results in a 40%...
<ul><li>What would it mean to you </li></ul><ul><li>If your company  /client </li></ul><ul><li>Increased profits by only 1...
 
<ul><li>FitzGerald Associates </li></ul><ul><li>www.ManagementConsultants.com </li></ul><ul><li>Since 1976 </li></ul>
 
 
 
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Coaching to the Bottom Line

  1. 1. FitzGerald Associates www.ManagementConsultants.com Tom Horne & Tom FitzGerald Coaching To The Bottom Line Mobilizing In the Face of Recession Oct. 13, 2008
  2. 2. FitzGerald Associates www.ManagementConsultants.com Since 1976 <ul><li>Introductions </li></ul>
  3. 3. FitzGerald Associates www.ManagementConsultants.com <ul><li>Investors, Managers, Coaches, Consultants </li></ul><ul><li>Objectives </li></ul><ul><ul><ul><li>How to increase profits NOW </li></ul></ul></ul><ul><ul><ul><li>How to increase competitiveness NOW - and for the long term </li></ul></ul></ul>
  4. 4. FitzGerald Associates www.ManagementConsultants.com <ul><li>Our Objectives </li></ul><ul><li>Have Fun </li></ul><ul><li>Answer Lots of Questions </li></ul>
  5. 6. <ul><li>Longitudinal studies by </li></ul><ul><li>The London School of Economics (LSE) </li></ul><ul><li>and McKinsey & Co. </li></ul>Study
  6. 7. <ul><li>A 20% Improvement </li></ul><ul><li>In 3 Critical Functions </li></ul><ul><li>Generates a 42% Increase </li></ul><ul><li>in Financial Returns </li></ul><ul><li>(High performers as well as low) </li></ul><ul><li>(Reverse also true ) </li></ul>Results
  7. 8. <ul><li>Equivalent to </li></ul><ul><li>Increase of 5% in ROCE </li></ul><ul><li>25% increase in workforce </li></ul><ul><li>Going from 10 plants to 17 </li></ul><ul><li>Increasing capital investment by 70% </li></ul>Results
  8. 9. FitzGerald Associates www.ManagementConsultants.com <ul><li>The Concepts </li></ul><ul><li>Will to Compete </li></ul><ul><li>The Operating Dynamic </li></ul><ul><li>Manage MENT Vs Managers </li></ul><ul><li>Intrinsic Trajectory </li></ul><ul><li>The company as living entity </li></ul>
  9. 10. Business Processes Management Systems Corporate Will Origins of Performance
  10. 11. <ul><li>Corporate Culture </li></ul>Corporate Will Will to Combat Corporate Drive Business Motivation Corporate Energy Corporate Psychology
  11. 12. <ul><li>Will to Compete </li></ul><ul><li>(AKA The Operating Dynamic) </li></ul><ul><li>Root Cause </li></ul><ul><li>Of All Business Performance </li></ul><ul><li>If strong, company succeeds </li></ul><ul><li>If weak, the company falters </li></ul>Corporate Will
  12. 13. <ul><li>That complex of organizational and human factors that underlie, cause and impel all corporate performance </li></ul><ul><li>(~100) </li></ul><ul><li>(Entirely within the control of management) </li></ul>Corporate Will
  13. 14. Origins of Performance Cost of Change Business Processes Management Systems Corporate Will
  14. 15. FitzGerald Associates www.ManagementConsultants.com <ul><li>The ROI </li></ul><ul><li>In changing Corporate Will </li></ul><ul><li>Can be extraordinary </li></ul><ul><li>(The McKinsey/LSE Studies) </li></ul>
  15. 16. <ul><li>Why Transform Corporate Will </li></ul><ul><li>Ambition (the 40%) </li></ul><ul><li>Recession (the 40%) </li></ul><ul><li>On-boarding New sr. execs have an 18 month, 50% retention rate </li></ul><ul><li>$1M per failure </li></ul><ul><li>M&A (pre- or post-acquisition) </li></ul><ul><li> 70% failure rate </li></ul><ul><li>Only 30% of reengineering programs work placebo effect and luck </li></ul><ul><li>Mobilizing the company </li></ul><ul><li>Other </li></ul>FitzGerald Associates www.ManagementConsultants.com
  16. 17. <ul><li>Where the Results Come From </li></ul><ul><li>Systemic Efficiencies </li></ul><ul><li>New Tactics </li></ul><ul><li>New Strategies </li></ul><ul><li>Reengineering </li></ul>FitzGerald Associates www.ManagementConsultants.com
  17. 18. <ul><li>Corporate Will </li></ul><ul><li>6 Critical Functions </li></ul><ul><li>9 Generators </li></ul>FitzGerald Associates www.ManagementConsultants.com
  18. 19. <ul><li>A small change In three </li></ul><ul><li>Critical Functions </li></ul><ul><li>Generates a large change in </li></ul><ul><li>Financial Returns </li></ul>FitzGerald Associates www.ManagementConsultants.com
  19. 20. FitzGerald Associates www.ManagementConsultants.com These Drivers Are entirely within The control of Management!
  20. 21. <ul><li>Critical Functions </li></ul><ul><li>are changed by changing the </li></ul><ul><li>Generators </li></ul>FitzGerald Associates www.ManagementConsultants.com
  21. 22. <ul><li>1 PERFORMANCE MANAGEMENT </li></ul>The 6 Critical Functions 6 Innovation / Creativity 5 Customer Orientation 4 Profitable Growth Orientation 3 LEAN OPERATIONS 2 TALENT MANAGEMENT
  22. 23. The 9 Generators <ul><ul><li>CORPORATE DECISIVENESS </li></ul></ul><ul><ul><li>ACKNOWLEDGEMENT OF WORK </li></ul></ul><ul><ul><li>ACCOUNTABILITY </li></ul></ul><ul><ul><li>CORPORATE ASSERTIVENESS, ENERGY </li></ul></ul><ul><ul><li>COMMITMENT OF MANAGE- MENT </li></ul></ul><ul><ul><li>OPENESS OF MANAGE- MENT </li></ul></ul><ul><ul><li>ADAPTABILITY </li></ul></ul><ul><ul><li>EFFECTIVENESS </li></ul></ul><ul><ul><li>COOPERATION </li></ul></ul>
  23. 24. FitzGerald Associates www.ManagementConsultants.com <ul><li>The Transformation Process </li></ul><ul><li>Measure the 15 drivers (Functions and Generators) of performance and their subsidiary functions – a profile of the causes of performance </li></ul><ul><li>Determine the desired profile – item by item </li></ul><ul><li>Cause the individual managers to commit to specific action steps, with dates, to fix or improve key drivers and subs </li></ul><ul><li>Cause the individuals to execute the action steps </li></ul>
  24. 25. FitzGerald Associates www.ManagementConsultants.com <ul><li>Measurement </li></ul><ul><li>+ </li></ul><ul><li>How we do it </li></ul>
  25. 26. FitzGerald Associates www.ManagementConsultants.com Since 1976 <ul><li>Coding Convention </li></ul><ul><li>All line items can have a + or – value </li></ul><ul><li>A, B, C, D are positive descending </li></ul><ul><li>E, F, G are negative </li></ul>
  26. 27. <ul><li>Consolidated Statements of Operating Dynamic </li></ul><ul><li>Gamma, Inc. </li></ul><ul><li>Balance Sheet </li></ul><ul><li>06/2008 Score % Level </li></ul><ul><li> % of Max (Min) A - G </li></ul><ul><li>PERFORMANCE MANAGEMENT </li></ul><ul><li>Vision of Future 21.429 D </li></ul><ul><li>Goal Definition 42.857 C </li></ul><ul><li>Action Plans 7.143 D </li></ul><ul><li>Plans Communicated (14.286) E </li></ul><ul><li>Understanding Personal Contribution 64.286 B </li></ul><ul><li>Decisions Implemented 7.143 D </li></ul><ul><li>Decisions Followed Up 7.143 D </li></ul><ul><li>Planning/Envisioning Capability 85.714 A </li></ul><ul><li>Appropriate KPI's Measured 0.000 D Performance Management Balance 19.841 D </li></ul><ul><li>TALENT MANAGEMENT </li></ul><ul><li>Attracting / Hiring 7.143 D </li></ul><ul><li>Leadership Development 35.714 C </li></ul><ul><li>Retention 71.429 B </li></ul><ul><li>Out-Placement 28.571 C </li></ul><ul><li>Leadership Skills 28.571 C </li></ul><ul><li>Individual Development Plans 0.000 D </li></ul><ul><li>Talent Management Balance 35.714 C </li></ul><ul><li>LEAN OPERATIONS </li></ul><ul><li>Competitive Information 50.000 C </li></ul><ul><li>Efficiency Improvement Efforts 42.857 C </li></ul><ul><li>Implementation of Improvements 50.000 C </li></ul><ul><li>Lean Operations Balance 47.024 C </li></ul><ul><li>PROFITABILITY/GROWTH </li></ul><ul><li>Growth (14.286) E </li></ul><ul><li>Profitable Growth Focus 28.571 C </li></ul><ul><li>Profitability / Growth Balance 20.000 D </li></ul><ul><li>CUSTOMER ORIENTATION </li></ul><ul><li>Customer Communication 21.429 D </li></ul><ul><li>Enhancement of Customer Service 57.143 B </li></ul><ul><li>Customer Experience 42.857 C </li></ul><ul><li>Knowledge of Customer Wants 42.857 C </li></ul><ul><li>Customer Orientation Balance 47.321 C </li></ul><ul><li>INNOVATION </li></ul><ul><li>Innovation Encouraged 35.714 C </li></ul><ul><li>Purposeful Innovation 21.429 D </li></ul><ul><li>Innovation Balance 28.571 C </li></ul><ul><li> Total Assets (Liabilities) 29.993 C </li></ul>
  27. 28. Consolidated Statements of Operating Dynamic Gamma, Inc. Balance Sheet 06/2008 Score % Level PERFORMANCE MANAGEMENT % of Max (Min) A – G Vision of Future 21.429 D Goal Definition 42.857 C Action Plans 7.143 D Plans Communicated (14.286) E Understanding Personal Contribution 64.286 B Decisions Implemented 7.143 D Decisions Followed Up 7.143 D Planning/Envisioning Capability 85.714 A Appropriate KPI's Measured 0.000 D Performance Management Balance 19.841 D
  28. 29. <ul><li>Consolidated Statements of Operating Dynamic Gamma, Inc. Profit (Loss) </li></ul><ul><li> Score Level </li></ul><ul><li> % of Max (Min) A – G </li></ul><ul><li>CORPORATE DECISIVENESS   </li></ul><ul><li>Need for Consensus 21.429 D  </li></ul><ul><li>Move to Decision 0.000 D  </li></ul><ul><li>Move to Action 28.571 C  </li></ul><ul><li>Manager Confidence 71.429 B </li></ul><ul><li>Net Corporate Decisiveness 27.679 C </li></ul><ul><li>ACKNOWLEDGEMENT OF WORK </li></ul><ul><li>  Communication Re Work 21.429 D  </li></ul><ul><li>Quality of Evaluations 64.286 B  </li></ul><ul><li>Appreciation 50.000 C </li></ul><ul><li>Net Acknowledgement of Work 44.048 C </li></ul><ul><li>ACCOUNTABILITY   </li></ul><ul><li>Peer Accountability 35.714 C  </li></ul><ul><li>Frequency of Reporting 64.286 B  </li></ul><ul><li>Deadline Enforcement 21.429 D </li></ul><ul><li>Net Accountability 38.571 C </li></ul><ul><li>CORPORATE ASSERTIVENESS, ENERGY   </li></ul><ul><li>Manager Assertiveness 7.143 D  </li></ul><ul><li>Manager Enthusiasm 7.143 D  </li></ul><ul><li>Manager Competitiveness 57.143 B </li></ul><ul><li>Net Corporate Assertiveness, Energy 27.976 C </li></ul><ul><li>COMMITMENT OF MANAGEMENT   </li></ul><ul><li>Manager Commitment 64.286 B  </li></ul><ul><li>Peer Commitment 28.571 C </li></ul><ul><li>Net Commitment of Management 46.429 C </li></ul><ul><li>OPENESS OF MANAGEMENT   </li></ul><ul><li>Worker Trust 42.857 C  </li></ul><ul><li>Worker Empowerment 57.143 B </li></ul><ul><li>Net Openness of Management 50.000 C </li></ul><ul><li>ADAPTABILITY   </li></ul><ul><li>Speed of Adaptation 0.000 D  </li></ul><ul><li>Willingness to Change 35.714 C </li></ul><ul><li>Net Adaptability 17.857 D </li></ul><ul><li>EFFECTIVENESS   </li></ul><ul><li>Success Momentum 0.000 D  </li></ul><ul><li>Schedule Consistency 14.286 D  </li></ul><ul><li>Focus on Issues (28.571) F </li></ul><ul><li>Net Effectiveness ( 4.762) E </li></ul><ul><li>COOPERATION / INTERNAL COMPETITION </li></ul><ul><li>  Manager Cooperation 42.857 C  </li></ul><ul><li>Conflict Resolution 50.000 C </li></ul><ul><li>Net Cooperation / Internal Competition 47.321 C </li></ul><ul><li>Net Gain (Loss) 34.841 C </li></ul>
  29. 30. Consolidated Statements of Operating Dynamic Gamma, Inc. Gain (Loss) 06/2008 Score % Level CORPORATE DECISIVENESS % of Max (Min) A – G Need for Consensus 21.429 D Move to Decision 0.000 D Move to Action 28.571 C Manager Confidence 71.429 B Net Corporate Decisiveness 27.679 C
  30. 31. <ul><li>Consolidated Statements of Operating Dynamic </li></ul><ul><li>Alpha Detector </li></ul><ul><li>Balance Sheet </li></ul><ul><li>06/2008 Score % Level </li></ul><ul><li> % of Max (Min) A - G </li></ul><ul><li>PERFORMANCE MANAGEMENT </li></ul><ul><li>Vision of Future (33.336) F </li></ul><ul><li>Goal Definition (41.669) F </li></ul><ul><li>Action Plans (50.000) F </li></ul><ul><li>Plans Communicated (54.169) G </li></ul><ul><li>Understanding Personal Contribution 33.333 C </li></ul><ul><li>Decisions Implemented (20.838) E </li></ul><ul><li>Decisions Followed Up (62.500) G </li></ul><ul><li>Planning/Envisioning Capability 20.825 D </li></ul><ul><li>Appropriate KPI's Measured (62.500) G Performance Management Balance (35.928) F </li></ul><ul><li>TALENT MANAGEMENT </li></ul><ul><li>Attracting / Hiring (66.667) G </li></ul><ul><li>Leadership Development (58.338) G </li></ul><ul><li>Retention (41.667) F </li></ul><ul><li>Out-Placement (29.167) F </li></ul><ul><li>Leadership Skills (33.350) F </li></ul><ul><li>Individual Development Plans (50.000) F </li></ul><ul><li>Talent Management Balance (46.414) F </li></ul><ul><li>LEAN OPERATIONS </li></ul><ul><li>Competitive Information (25.000) E </li></ul><ul><li>Efficiency Improvement Efforts ( 4.170) E </li></ul><ul><li>Implementation of Improvements (16.662) E </li></ul><ul><li>Lean Operations Balance (13.542) E </li></ul><ul><li>PROFITABILITY/GROWTH </li></ul><ul><li>Growth (58.350) G </li></ul><ul><li>Profitable Growth Focus (20.838) E </li></ul><ul><li>Profitability / Growth Balance (28.340) F </li></ul><ul><li>CUSTOMER ORIENTATION </li></ul><ul><li>Customer Communication (37.500) F </li></ul><ul><li>Enhancement of Customer Service 4.167 D </li></ul><ul><li>Customer Experience (45.829) F </li></ul><ul><li>Knowledge of Customer Wants (25.000) E </li></ul><ul><li>Customer Orientation Balance (18.054) E </li></ul><ul><li>INNOVATION </li></ul><ul><li>Innovation Encouraged (20.833) E </li></ul><ul><li>Purposeful Innovation (37.500) F </li></ul><ul><li>Innovation Balance (29.167) F </li></ul><ul><li> Total Assets (Liabilities) (31.633) F </li></ul>
  31. 32. FitzGerald Associates www.ManagementConsultants.com <ul><li>The Discovery Process </li></ul><ul><li>Feet to the Fire </li></ul>
  32. 33. <ul><li>Consolidated Statements of Operating Dynamic Beta Food Company Gain (Loss) </li></ul><ul><li> Score Level </li></ul><ul><li> % of Max (Min) A – G </li></ul><ul><li>CORPORATE DECISIVENESS   </li></ul><ul><li>Need for Consensus 16.670 D  C Move to Decision 25.000 D  C </li></ul><ul><li>Move to Action 33.335 C  B </li></ul><ul><li>Manager Confidence 41.670 C B </li></ul><ul><li>Net Corporate Decisiveness 29.168 C B </li></ul><ul><li>ACKNOWLEDGEMENT OF WORK </li></ul><ul><li>  Communication Re Work 33.337 C  B </li></ul><ul><li>Quality of Evaluations 58.333 B  C </li></ul><ul><li>Appreciation 50.000 C B </li></ul><ul><li>Net Acknowledgement of Work 46.529 C B </li></ul><ul><li>ACCOUNTABILITY   </li></ul><ul><li>Peer Accountability 41.666 C  B </li></ul><ul><li>Frequency of Reporting 0.000 D  B </li></ul><ul><li>Deadline Enforcement 83.333 A A </li></ul><ul><li>Net Accountability 44.443 C B Net Gain (Loss) 40.093 C B </li></ul>
  33. 34. FitzGerald Associates www.ManagementConsultants.com <ul><li>The Discovery </li></ul><ul><li>Process </li></ul><ul><li>& </li></ul><ul><li>Action Plans </li></ul>
  34. 35. FitzGerald Associates www.ManagementConsultants.com <ul><li>PERFORMANCE MANAGEMENT </li></ul><ul><li>The most important of the six Critical Functions. It is a complex function, comprised of more </li></ul><ul><li>than twenty elements, ranging from strategic vision to action plan development to follow up. </li></ul><ul><li>In this survey we address nine. This Function is driven primarily by the Corporate </li></ul><ul><li>Decisiveness component (generator) of the Gain and Loss statement (G&L). It has a possible range of 90.000 +/-. </li></ul><ul><li>The Overall score for this Critical Function is 17.857 This indicates a weak positive pressure </li></ul><ul><li>on the business. </li></ul><ul><li>Level D 19.841% </li></ul><ul><li>CEO: </li></ul><ul><li>6/25/08 . - Create with senior managers a “business blueprint”. Issue to all management ranks for discussion. </li></ul><ul><li>7/24/08 - Rank order all immediate reports (and theirs) and review with board in special session. Make hire and outplace decisions and implement. </li></ul><ul><li>COO – Incompetence is tolerated too long. </li></ul><ul><li>7/24/08 - Rank order all immediate reports. </li></ul><ul><li>CMO </li></ul><ul><li>7/24/08 - Rank order all immediate reports. </li></ul><ul><li>CFO </li></ul><ul><li>7/01/08 – review report against financials and financial model and reconsider forecasts. Review with CEO and team. </li></ul><ul><li>7/24/08 - Rank order all immediate reports </li></ul>
  35. 36. FitzGerald Associates www.ManagementConsultants.com <ul><li>Vision of Future: As acknowledged and bought into by managers and supervisors. It has a possible range of 11.000 +/-. The score for this element is 2.357. </li></ul><ul><li>LEVEL D 21.429% </li></ul><ul><li>CEO </li></ul><ul><li>7/15/08 With team, create a business blueprint and action steps and discuss in detail with subordinates. Obtain their input and make changes as appropriate. </li></ul>
  36. 37. <ul><li>Questions? </li></ul>
  37. 38. FitzGerald Associates www.ManagementConsultants.com <ul><li>Wrap Up </li></ul>
  38. 39. <ul><li>The 6 CFs constitute the Balance Sheet </li></ul><ul><li>The 9 Generators constitute the G&L </li></ul><ul><li>Negatives are where you find the motivation to change </li></ul>Wrap Up I
  39. 40. <ul><li>The Balance Sheet and P&L Show </li></ul><ul><li>The Trajectory of the Company </li></ul><ul><li>The root causes of performance </li></ul><ul><li>What needs to be changed </li></ul><ul><li>Where to get the greatest return on effort </li></ul>Wrap Up II
  40. 41. <ul><li>The Rewards </li></ul><ul><li>An improvement of 25% in three Critical Functions </li></ul><ul><li>results in a 40% increase in financial returns. (LSE/McKinsey) </li></ul><ul><li>(High Performers as well as troubled) </li></ul><ul><li>The cost is virtually ZERO </li></ul><ul><li>The FIRST YEAR ROI extraordinary </li></ul>Wrap Up III
  41. 42. <ul><li>What would it mean to you </li></ul><ul><li>If your company /client </li></ul><ul><li>Increased profits by only 10%? </li></ul>Question
  42. 44. <ul><li>FitzGerald Associates </li></ul><ul><li>www.ManagementConsultants.com </li></ul><ul><li>Since 1976 </li></ul>

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