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Mass Ingenuity Presentation

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Mass Ingenuity Presentation

  1. 1. A Business Revolution Calls for a Management Revolution<br />Ed IsraelVP Sales 503.720.0912Kelly FergusonVP Marketing 206.300.7220<br />July 27, 2011 <br />
  2. 2. Who We Are<br />Creators of the <br />A Fully Integrated and Closed-Loop Framework to Drive the Proactive and Disciplined<br />Execution of Routine Work and Initiatives<br />
  3. 3. What We Do<br />Guide leadership teams through the customization and installation of <br />a Management System that dramatically improves business results<br />
  4. 4. Mass Ingenuity Vision, Value Proposition and Customer Benefits<br />Vision<br />Every Opportunity, Every Employee, Every Time<br />Value Proposition<br />We build a direct connection between what leaders envision and what employees deliver<br />Customer Benefits <br />Improve customer experience<br />Accelerate growth <br />Reduce costs<br />
  5. 5. Why Do We Call it the NOW ManagementSystem?<br />The NOW Moment<br />When an employee encounters an opportunity to make a “YES” decision and take action that will move the business toward its goals<br />TIME<br />
  6. 6. ManagementMust Enable Responses to the NOW Moment<br />Every Time<br />Every Employee<br />Every Opportunity<br />
  7. 7. 7 Stages of <br />YESability<br />7. Own the Solution<br /> TOLD PERMITTED EXPECTED<br />6. Own the Problem<br />5. Take Initiative<br />4. Suggest Solutions<br />3. Voice Opinions<br />2. Understand Orders<br />1. Follow Orders<br />
  8. 8. Management’s work must be complete before the NOW Moment arrives<br />
  9. 9. What Management System Does Your Organization Use To Enable NOW Moments?<br />An effective management system needs to:<br />Visually tell every employee how your organization must execute on its:<br />Routine Work (Fundamentals) and Strategic Initiatives (Breakthroughs)<br />Illustrates the enterprise-wide core processes and sub-processes<br />Clearly define the top priorities and strategic initiatives<br />Drive transparency and accountability<br />Tell you in near real-time when a major process or initiative is trending into trouble<br />Improve customer experience, reduce costs and accelerate growth <br />
  10. 10. Improve Customer Experience<br />Reduce Costs<br />Accelerate Growth<br />FUNDAMENTALS<br />Routine Work<br />BREAKTHROUGHS<br />Strategic Initiatives<br />7-Step Problem Solving<br />Quarterly Target Reviews<br />
  11. 11.
  12. 12. Client Testimonials<br />“By implementing the Mass Ingenuity management system, we have achieved across-the-board results beyond anything we had imagined.” — CEO and Dental Director, Third Largest U.S. Dental Group<br />“The Management System visually proved to prospects and customers that we were the right supplier for them. The results were priceless!” — Co-founder and CEO of Electronics Company<br />"If I could go back, I’d have implemented a management system framework before investing in lean.”— State Government Deputy Director <br />
  13. 13. Client Results<br /><ul><li>Global supply chain company reported a 16.7% increase in employee engagement six months after installing their Management System
  14. 14. During a company-wide hiring freeze for the prior 9 months
  15. 15. A manufacturing company leveraged their Management System as a sales tool to win business nationally and to hire top talent
  16. 16. Owner eventually used their system to reduce due diligence time by 40% and received an offer 50% higher than expected</li></li></ul><li>Client Results<br /><ul><li>Large state agency director was applauded by the new governor's transition team for their comprehensive and clear model for running their agency
  17. 17. Agency utilized their Management System and a related Breakthrough initiative to target savings of $1,000,000 in overtime costs</li></li></ul><li>Typical Results<br />Profitable Growth<br />Return on Investment<br />30x<br />24x<br />18x<br />12x<br />6x<br />0x<br />Employee Engagement<br />25-30% Improvement<br />30% Improvement<br />Customer Experience<br />10-15% Reduction<br />20-25% Improvement<br /> 3 6 9 12 15 18 24<br />Waste<br />MONTHS<br />
  18. 18. Typical Client ROI<br />Clients investment is typically returned in 18-24 months<br />Ongoing year after year improvements are achieved at a very significant level<br />As evidenced by Permanente Dental Associates <br />
  19. 19. Dentist<br />Turnover<br />Dentist <br />Idle Time<br />Time to First<br />Appointment<br />Time to <br />Appointment<br />Outcomes vs. Plan<br />Process in Control<br />Dentists Engaged in Research<br />Employee<br />Engagement<br />Dentist Engagement<br />21%<br />9%<br />+46%<br />+68%<br />+22%<br />-46%<br />-41%<br />-50%<br />-20%<br />Concern for Patient Comfort<br />Permanente Dental <br />Associates<br />2008-2010<br />+14%<br />
  20. 20. The Situation<br />Our business and economic revolution calls for a management revolution<br />Yet, most organizations lack a management system to: <br />Accurately inform employees at all levels about their business performance<br />Informs employees where and how to make improvements<br />
  21. 21. “This economic crisis doesn’t represent a cycle. It represents a reset. It’s an emotional, raw social, economic reset. People who understand that will prosper. Those who don’t will be left behind.”<br />Jeffrey Immelt, CEO, General Electric<br />
  22. 22. Management Waste<br /><ul><li> Ironically, John Bernard discovered that “management” is the most critical process
  23. 23. Yet, management processes receive the least attention and, generally, are very undisciplined
  24. 24. Management is burdened by tremendous waste</li></li></ul><li>All Waste By Sector<br />% of Operating Costs That Add No Value<br />GOVERNMENT<br />40-50+%<br />SERVICE<br />30-40%<br />MANUFACTURING<br />25-30%<br />0 10 20 30 40 50<br />
  25. 25. Quotable Quotes<br />“84% of the errors, inefficiencies, problems, etc., derive from the system and 16% are due to variations in individual performance.” -- W.E. Deming<br /> “Pit a strong performer against a bad process and the process will win almost every time.” -- Rummler & Brache<br />“A leader is someone who helps improve the lives of other people or improve the system they live under.” -- Sam Ervin<br />
  26. 26. The Era of<br />MASS CUSTOMIZATION<br />The Era of<br />MASS PRODUCTION<br />The <br />GREAT<br />RECESSION<br />www<br />1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020<br />
  27. 27. COMPLICATION<br />NOW<br />THEN<br />High Customization Low Cost<br />High Volume Low Cost<br />
  28. 28. THEN<br />NOW<br />DRIVER<br />Managerial Hierarchy<br />Customer Need<br />ORGANIZATION<br />Functional<br />Process Centric<br />DECISIONS<br />Centralized<br />Decentralized<br />IMPROVEMENT<br />Big Ideas<br />Micro-Improvements<br />USE OF DATA<br />Management<br />Everyone<br />PROBLEM SOLVING<br />Ad Hoc, Intuitive<br />Standardized, Fact Based<br />SPEED<br />Slow<br />Fast<br />
  29. 29. Additional Complications<br />High waste and costs<br />Low employee engagement<br />Poor customer experience<br />Low transparency<br />Low line of sight and accountability<br />Slow growth <br />
  30. 30. Eliminating the Sins<br />Unclear Direction<br />No Line-of-Sight<br />Unclear Accountability<br />Inconsistent Language<br />Poor Issue Transparency<br />Inappropriate Resources<br />Inadequate Tools/Skills<br />7<br /> Deadly <br /> Sins<br /> of<br /> Management<br />
  31. 31. C O N C E P T S<br />Eliminate Fear<br />Reduce Variation<br />Pursue Constraints<br />
  32. 32. Digital Natives Grew Up in the NOW<br />Social Good<br />Total Transparency<br />Work/Life Integration<br />
  33. 33. Social Media <br />Sets a new standard for <br />ACCESS<br />Makes the conversation that has been going on anyway, public<br />
  34. 34. Cloud Computing<br />Transforming theCOST of turning data into information<br />The<br />CLOUD<br />
  35. 35. OUR ALIENATED WORKFORCE<br />Actively Disengaged <br />Engaged<br />18%<br />33%<br />Not Engaged<br />49%<br />SOURCE: Gallup Consulting<br />Failing Miserably<br />
  36. 36. Ideas Implemented Per Employee Per Year<br />70<br />60<br />50<br />40<br />30<br />20<br />10<br />0<br />Toyota<br />Motor<br />Company<br />General <br />Motors<br />BANKRUPT<br />1 idea every <br />7 years<br />7<br />June 1, 2009<br />Filed Chapter 11<br /> 1983 <br />
  37. 37. Micro-Ingenuity and Micro Economics<br />An idea that saves:<br />$2.00<br />In a process done each day:<br />10 times<br />By others who do the same work:<br />12 colleagues<br />Who work each year:<br />260 days<br />$62,400 savings<br />
  38. 38. HIGH-ENGAGEMENT ORGANIZATIONS<br />ABSENTEEISM<br />TURNOVER (low turnover org.)TURNOVER (high turnover org.)<br />SHRINKAGE<br />SAFETY INCIDENCES<br />QUALITY (Defects)<br />CUSTOMER RATINGS<br />PRODUCTIVITYPROFITABILITY<br />-37%<br />-49%<br />-25%<br />-27%<br />-49%<br />-60%<br />+12%<br />+18%<br />Difference Between Top and Bottom Quartile Performance<br />+16%<br />SOURCE: Gallup Consulting<br />
  39. 39. ORDER<br />FREEDOM<br />People know how to seize opportunities <br />and solve problems<br />People understand and respect the way the organization functions<br />T<br />R<br />U<br />S<br />T<br />
  40. 40. a count ability<br />…skills to do the job<br />…skills & resources<br /> to solve problems<br /> …authority to take action<br /> …to count<br /> …to number<br /> …to measure<br />
  41. 41. Improve Customer Experience<br />Reduce Costs<br />Accelerate Growth<br />FUNDAMENTALS<br />Routine Work<br />BREAKTHROUGHS<br />Strategic Initiatives<br />7-Step Problem Solving<br />Quarterly Target Reviews<br />
  42. 42. PLAN<br />Organization<br />WORKING<br />IN<br />THE BUSINESS<br />WORKING<br />ON<br />THE BUSINESS<br />Strategy Map℠<br />Department<br />Fundamentals Map℠<br />DO<br />DO<br />Corrective Action<br />Breakthrough Check In<br />Outcome and Process Scorecards<br />Breakthrough Plan<br />Individual<br />ADJUST<br />ADJUST<br />Monitor<br />Monitor<br />FUNDAMENTALS<br />BREAKTHROUGHS<br />Quarterly Target Reviews<br />Routine Work <br />Initiatives<br />CHECK<br />©Copyright 2011 Mass Ingenuity<br />
  43. 43. Routine Work<br /><ul><li>Deliver the routine work with the fewest possible resources
  44. 44. Connect every employee with clear accountability
  45. 45. Transfer skillsand authority to act to those who do the work
  46. 46. Create complete transparency about performance</li></ul>NOW Fundamentals Map℠<br />
  47. 47. Initiatives<br /><ul><li>Create and execute plans proficiently
  48. 48. Communicate rationale, dependencies and risks
  49. 49. Set realistic expectations in line with available resources
  50. 50. Create complete transparency about initiative performance</li></ul>NOW Breakthroughs Map℠<br />
  51. 51.
  52. 52. CUSTOMIZABLE TO MEET ORGANIZATIONAL NEEDS<br />PERSONAL PAGE FOR EVERY EMPLOYEE<br />UP & DOWN LINE-OF-SIGHT<br />FEATURE: Landing page for self-managing performance<br />FEATURE: One-click line-of-sight and transparency<br />VISIBILITY TO MAJOR BREAKTHROUGHS<br />FEATURE: Customizable templates to match identity<br />FEATURE: Major initiative performance transparent<br />INSTANT ACCESS TO KEY DOCUMENTS<br />FEATURE: One-click access to documents that define the organization’s direction<br />REAL-TIME PERFORMANCE DATA<br />FEATURE: Real-time visibility of<br />key-accountabilities performance<br />SEARCHABLE KNOWLEDGE BASE<br />FEATURE: Quick access for every employee to information they need to take effective action<br />CALL TO ACTION AUTOMATED<br />FEATURE: Below-expectation performance highlights call to action/escalation triggers automatically notify management<br />FULL PRIVATE SOCIAL MEDIA<br />FEATURE: In-company social media suite to facilitate NOW action including the full compliment of common social tools including company blogs<br />INSTANT PROBLEM SOLVING SUPPORT<br />INSTANT ACCESS TO ANYONE AND EVERYONE<br />FEATURE: Instant click through to creation of a 7-Step plan for corrective action<br />FEATURE: Private “tweeting” to everyone in the organization or to select levels, teams or departments <br /> ELIMINATE FEAR REDUCE VARIATION PURSUE CONSTRAINTS<br />INSTANT ACCESS TO TEAMMATES<br />FEATURE: Private “tweeting” within the user’s team<br />CLEAR VISIBILITY OF TASKS COMING DUE<br />CALL TO ACTION WHEN TASK PAST DUE<br />IMMEDIATE ACCESS TO PLANNING TOOLS<br />FEATURE: Task engine delineates individual accountabilities on Breakthrough initiatives<br />FEATURE: Past-due tasks are highlight in bold<br />FEATURE: One-click access to common planning tools<br />
  53. 53. Quarterly Target Reviews:Transparency in Measuring Progress<br />Discipline, accountability; need for action reinforced<br /> Facts are out in the open to deal with reality<br /> Constraints to goals are clear<br /> People prepared and motivated to take effective action<br /> Complete visibility of the organization’s performance<br /> Accomplishments recognized<br /> Opportunity to learn the business and expected behaviors<br />Quarterly Target Reviews<br />
  54. 54. Understand the SHIFT from THEN to NOW<br />Inspire Change <br />with a<br />Shared <br />Vision<br />ACCESS<br />TO DATA <br />Create the NOW Mindset<br />Quit Bossing & <br />Start Teaching<br />Leverage the <br />Game Changers<br />Eliminate<br />the Fear<br />Social Media<br />Cloud Computing<br />Millennial Mindset<br />Build Total<br />Transparency through Quarterly Target Reviews<br />ConnectEVERYemployee through measures they can impact<br />Achieve real Breakthroughs<br />Institutionalize a common method <br />for Problem Solving<br />
  55. 55. Leadership Team<br />Aaron Howard<br />President and CEO<br />John Bernard<br />Founder, Chairman and Author<br />Ed Israel<br />Vice President of Sales<br />Kelly Ferguson<br />Vice President of Marketing<br />
  56. 56. Addendum<br />[Optional section to be customized for each reseller or VAR, if applicable, or deleted.]<br />
  57. 57. Sales Targets<br />All industries – experience in both private and public sector<br />All company sizes <br />Need executive level client access<br />High level strategic sell<br />CEO sponsorship is vital for an enterprise-wide Management System<br />Factors that impact pricing (typically project price)<br />Client revenue and number of employees<br />Operational complexity<br />
  58. 58. Pricing Examples<br />Current sales range in total from $150-500,000<br />Price driven by primarily by organizational size<br />Small <500 employees<br />Medium <3,000 employees<br />Large >3,000 employees <br />Example of anticipated sales for small-medium-large organizations<br />Fundamentals Map only: $100,000-$175,000-$250,000<br />Breakthroughs Map only: $100,000-$175,000-$250,000<br />Full NOW Management System: $500,000-$1MM-$1.5MM<br />Breakthrough Projects: $50,000 to $250,000 each<br />
  59. 59. Pricing Variables<br />Factors that impact pricing<br />Client revenue and number of employees<br />Operational complexity<br />Project fee (preferred) or time and materials<br />Pricing is subject to reseller’s discretion<br />Sales cycle time varies from 3-12 months <br />Sales process is very relationship oriented with senior executives<br />
  60. 60. Joint Value Proposition<br />[Placeholder to be customized for each reseller or VAR, if applicable]<br />
  61. 61. Go To Market Strategy<br />Conduct series of sales training webinars<br />The basics <br />Lead generation to closing process<br />Advanced concepts and reinforce all prior material <br />Start with Advisory Council as early as 8/01<br />Send sales kits and map examples in advance<br />One-on-one access to Kelly and Ed for whatever support is needed<br />Conduct initial webinar for early stage prospects<br />Mass Ingenuity is available to participate in joint sales calls for qualified prospects<br />Target: At least three engagements valued in aggregate at $500,000 <br />
  62. 62. Sales Process<br />Identify potential companies from your contacts<br />Assess interest<br />If interested, contact Mass Ingenuity for proposal and sales assistance<br />Maintain shared relationship (reseller and Mass Ingenuity)<br />Receive normal commission on award redemption<br />
  63. 63. Benefits for Reseller Sales Force<br />Get in on the ground floor<br />Be ready to capitalize on book release (Dec. 6) and intense national PR campaign<br />Management System applicable to all size organizations, industries and sectors<br />Diversify your offerings<br />Strengthen client value add and relationships<br />Drive increased revenue and commissions<br />Short term revenue and long term annuity<br />
  64. 64. A Great Marketing Opportunity!<br />BUSINESS AT THE SPEED OF NOW<br />Fire up your employees, thrill your customersand crush your competitors<br />By John Bernard<br />In Bookstores<br />December 6, 2011<br />“Practical. Useful. Inspiring. Managers and leaders who want to engage the hearts and minds of every employee will find all the tools they need in the pages of Business at the Speed of Now.”<br />-- Marshall Goldsmith,million-selling author of MOJO and What Got You Here Won’t Get You There <br />

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