This session will be dedicated to the possibility that even small organizations can create and execute meaningful strategic plans. Creating a well defined strategy is hard work and not for everyone, as it requires us to begin to say "no" to stuff we usually say "yes" to. You are hereby invited to open a dialogue about how best to go about creating a strategy for your small organization by Ed Kless, Sage senior director of partner development and strategy, who will facilitate this session.

1. C-185 Creating Strategy in a Small
Business
Ed Kless
@edkless

2. CPE Credit
• In order to receive CPE credit for this session, you must be present for the entire
session.
– Session Code: C-185
– Recommended CPE Credit = 1.5
– Delivery Method = Group Live
– Field of Study = Specialized Knowledge and Applications
• Visit the Sage Summit Connect kiosks to enter CPE credit during the conference.
#SageSummit

3. How do you do it? What refusal have I been postponing?
How long will it take?
What is the commitment I am willing to
make?
How much does it cost? What is the value of it to me?
How do you get those people to
change?
What is my contribution to the problem?
How do you measure it? What is the judgment I need to make?
How have other people done it
successfully?
What do we want to create together?
How? Vs. What matters?

5. Strategy Staff
Skills
Structure
Style
Systems
Shared
Vision
The Modified Seven S Model

6. The question is:
What do you want to create?
NOT
How do I do it?
or
How have other people done it successfully?

7. Seven S Model Fundamentals
Strategy Staff
Skills
Structure
Style
Systems
Shared
Vision

9. Strategy beliefs
• Strategy is about analyzing your situation
• Strategy is about what to do
• Strategy is planning

10. Strategy realities
• Strategy is more creative than analytical
• Strategy is more about what to say “no” to
• Strategy is execution

11. The MOASQ is:
How much value are we going to create
for our customers (in the period) and how
are we going to do that?
NOT
How much revenue do we need to make
(in the time period for the plan) and how
are we going to achieve it?

12. 1001 Days of History
0
20
40
60
80
100
120
140
160
1 201 401 601 801
HappinessofTurkey
Days of Life Thanksgiving

13. Strategic Triangle
“Be better than the competition at what is important to customers.”
Original 3C concept developed by Dr. Kenichi Ohmae
Customer
Company Competition
Differentiation

14. The oldest and most basic strategic tool
S W
O T

15. Another simple, but better tool
Start
Stop
Continue

16. Business Process
We have known for years that:
Employee
satisfaction
Customer
satisfaction
Financial
performance

17. • Question 1 - How can we educate our people
better than our competition in both technical and
people skill areas so that they will be more valuable
than their counterparts at other companies?
• Question 2 - How can we become more valuable
to our customers by listening to the them and
understanding their market, and applying the two
together?
• Question 3 - What three things would you change
about your company’s practices and policies?

18. Marcus Buckingham’s 12 Statements
• I know what is expected of me at my
job.
• I have the materials and equipment I
need to do my job right.
• I have the opportunity to do what I do
best every day.
• In the last seven days, I have received
recognition or praise for doing good
work.
• My supervisor seems to care about me
as a person.
• There is someone at work who
encourages my development.
• At work, my opinions seem to
count.
• The mission/purpose of my
company makes me feel my job is
important.
• My co-workers are committed to
doing quality work.
• I have a best friend at work.
• In the last six months, someone
has talked to me about my
progress.
• In the last year, I have had
opportunities to learn and grow.

19. Fred Reichheld’s Ultimate Question
What is the likelihood that you
would recommend our
product/service to a friend or
colleague?

21. Financial Customer/Market
Internal Business
Practices
Learning and
Growth
Balanced Scorecard Perspectives

22. Self
assessment
Develop a
list of tactics
Decompose
that strategy
into tasks by
perspectives
Build a
strategy
map
Develop
metrics
Balanced Scorecard Process

23. Balanced Scorecard Metrics
• Learning and Growth
– Certifications
– Who has what skill – skill matrix
– Participation in local commerce meetings
– Number of hours spent on employee education

24. Balanced Scorecard Metrics
• Internal Business Process
– Frequency of Billing
– Days outstanding in AR
– % of satisfaction survey completed
– Employee satisfaction

25. Balanced Scorecard Metrics
• Customer/Market Focus
– Customer Growth Index
– Customer satisfaction scores
– Repeat Business Rate

26. Balanced Scorecard Metrics
• Financial
– Cash flow coverage
– Net Profit Margin
– Gross Profit Margin
– Cost of Sales – not product cost
– RPE
– Growth in RPE

27. Apple
Google
Microsoft
HP
IBM
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
0% 5% 10% 15% 20% 25% 30% 35%
R
e
v
e
n
u
e
p
e
r
E
m
p
l
o
y
e
e
Net Income Percentage

28. The Big Three

29. What to Do Next
• If you are not going to commit to
something, do nothing
• Research various strategic planning
tools (aka diets) and decide to which
one you can commit
• Commit! Commit! Commit!

30. Ed Kless
edkless.com
@edkless