How to Create High Performance Managers (Business - Single User)

How to train your Managers to be High
Performers Focused on Results!
$$$ Trial Version ($120.00 USD)
HPO21 Program for Business and
Management Consultants
Copyright © 2001 - 2016 AfCI LLC All Rights Reserved - Applicable Trademarks are Registered

Contents of this Presentation
- Introduction: What does High Performance Look Like?
- HPO21 Tour
- Organization Assessment
- Workforce Satisfaction and Engagement
- Workforce Capability and Capacity
- Key Partners and Suppliers Selection and Performance Assessment
- Workforce Performance and Rewards
- Process Management
- Project Management
- Administration, Facilities and Assets Management
- Risk Management
- Quality Management
- Program Outputs (products, services, programs)
- Program Outcomes
- Key Stakeholders Satisfaction and Value
- Customers Satisfaction
- Financial Performance
- Revenue Capture Effectiveness
- Strategy Alignment and Accomplishment
- Leadership and Social Impact
- Prices, ROI, Schedule and Outside Assistance
Note: to activate links
use full screen Slide
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What does High Performance
Look Like?
Return to Contents Page

Example 1 – A High
Performance
Organization.
A High Performance
Organization has
good to great results
in all of the blocks
shown in this
Dashboard.
Notice the summary
score at the top block
is about 85% of
100%.
If this dashboard
looks like your
organization, then
you are doing great!
Does this organization look similar to what you think your organization
results would appear in this Results Excellence Dashboard?

Example 2 – Low
Performance Org.
A low performance
organization has
poor to marginal
results in all of the
blocks shown in this
Dashboard.
Notice the summary
score at the top
block is about 52%
of 100%.
If this dashboard
looks like your
organization then
you should consider
our HPO21
Program.
Does this organization look similar to what you think your organization
results would appear in this Results Excellence Dashboard?

Example 3 – You
don’t know what
your performance is
on most of the
blocks on this
dashboard.
If this is your case
then you should
take a closer look at
our HPO21
Program.
As you view this
presentation, please
pay attention to
what we can train
your managers to
do.
What if you have not measured your performance in the key blocks
shown on this Organization Excellence Dashboard?

A Closer Look at our HPO21
Program for creating a
High Performance Organization

Our HPO21™ Program is a web site with password/login access,
and containing 18 procedures, 30+ tools, and self-paced video
assisting training. When you purchase the program, managers and
executives in your organization can login, learn and apply HPO21.
HPO21™ is everything a business, nonprofit or government
organization needs to transform performance from low or marginal
levels, upward to a high performance level.

Our HPO21™ Program is specifically designed to train your
MANAGERS in procedures and tools that create higher
performance.
When you purchase the program, managers and executives in your
organization can login, learn and apply HPO21.
The next few slides provide an example of how to get started.

1. Suppose your organization has 100 workers
2. Suppose your organization has a ratio of 10:1 managers
3. That means you have 10 managers who oversee the workers
4. We train your 10 managers to measure and boost performance
in all areas in our HPO21 Results Excellence dashboard
5. Then your managers apply HPO21 tools to boost performance!

Your 10 Managers will be assigned to four focus teams; for example:
1. 2 managers might be on the Leadership Focus Team
2. 2 managers might be on the Customer Focus Team
3. 4 managers might be on the Operations Focus Team
4. 2 managers might be on the Workforce Focus Team
5. 1 internal or external consultant might be the HPO21 Facilitator

HPO21 Institute™ - Creators of High Performance Organizations
PROPRIETARY CONFIDENTIAL INFORMATION Copyright © 2015-2016 AfCI LLC All Rights Reserved www.hpo21institute.com
Managers who login to HPO21™
Below are the links to procedures you follow to create a high performance business,
nonprofit or government organization. Each procedure contains complete instructions and
links to tools (spreadsheets and other docs) needed to create your HPO.
After login in, your managers come to
this HPO21 Contents page where they
can select any of the procedures used
to create high performance.
All focus team managers use 1.1 and
1.2 at the beginning of the program
Workforce Focus Team managers
typically use 2.1, 2.2, 3.1 and 3.2
Operations Focus Team managers
typically use 4.1, 4.2,5.1 and 5.2
Customer Focus Team managers
Leadership Focus Team managers
.
see this:

Managers become
responsible for
performance excellence:
Your organization’s managers take ownership and responsibility for
specific performance areas on this Organization Excellence Dashboard
Leadership Focus Team
manages these 4 areas:
Customer Focus Team
Operations Focus Team
Workforce Focus Team

Managers become
responsible for
performance excellence:
As your Managers apply HPO21 procedures and tools, they steadily measure
and boost performance in their areas of responsibility.
The blocks on this dashboard are exactly what Managers should focus on!
Leadership Focus Team
Customer Focus Team
Operations Focus Team
Workforce Focus Team

Ready to take the full HPO21 Tour?
“I will be your
HPO21 Tour
Guide.”

“The HPO21 program was created by an
entity called HPO21 Institute, using the
Baldrige Framework and other performance
boosting standards and practices.”
“The HPO21 system contains policies,
practices and tools used to help create a High
Performance Organization (HPO).
“Greetings. I am your Tour Guide”

“So, let’s start with Step 1, where we form
focus teams for each of the four performance
areas.”
You are about to learn a
common sense, systematic
process for creating a High
Performance Organization.
1. First, we form focus
teams for steps 2 to 5.
2. Next, we improve the
workforce performance
3. Next, we improve
operations performance
4. Next, we improve
customer performance
5. Then, we improve
leadership performance

The Organization Assessment

“Let’s use learning by example.”
“Suppose our customer is the Elafino Sports
Facility, where they offer hockey, figure
skating, fitness center and concessions to their
customers.”
Elafino Sports Facility
• Hockey
• Figure Skating
• Fitness Center
• Concessions

“To create our focus teams we start with the
Elafino Sports Facility organization chart,
that might look something like this.”
“I will zoom this up on the next screen.”

Focus Teams Responsibilities
Before the assessment of current performance, the HPO21 process calls for creating four
Focus Teams and a Facilitator. Each focus team “owns” on their specific performance
areas.
Leadership Focus Team owns Financial Performance, Revenue Capture Effectiveness,
Strategy Alignment/Accomplishment and Leadership/Social Impact.
Customer Focus Team owns Program Outputs, Program Outcomes, Key Stakeholder
Satisfaction and Customer Satisfaction.
Operations Focus Team owns Process Management, Project Management,
Administration & Asset Management and Quality/Risk Management
Workforce Focus Team owns Workforce Satisfaction, Workforce Capability, Key
Partner/Supplier Performance and Workforce Performance
HPO21 Facilitator – an internal or outside consultant trained in HPO21 procedures/tools

Focus Teams “Own” Performance Goals
Leadership Focus Team –
executives; top managers
Customer Focus Team – sales,
marketing, customer support
Operations Focus Team –
managers of products, projects,
administration, quality and risks
Workforce Focus Team – Human
Resources and workforce
supervisors

“Now that we have created Focus Teams, and
they have agreed to focus on their specific
performance areas, we need to collect more
information about the overall organization.”
“That is where we use the Organization
Profile.”

Milestone 1 (1.1) Organization Profile
The Organization Profile includes use
of a 3rd party survey tool to collect all
profile information and data.

“Now that we have created Focus Teams, and
the Organization Profile” we are ready to
run an Assessment of the organization, using
our ACI-Xray Assessment program.
Organization Profile

The Organization Performance Assessment is a HPO21™ tool named ACI-Xray.
The ACI-Xray measures the current performance of the organization in sixteen areas
associated with the organization's Leadership, Customer, Operations Excellence and
Workforce Excellence. (High Performance = Green; marginal = Yellow; low = Red)
Milestone 1 (1.2) Organization Assessment
ACI-Xray (before assessment) ACI-Xray (after assessment)

The ACI-Xray tool uses a third
party survey web-based program
to gather results from work unit
managers and supervisors in the
company, nonprofit or government
organization.
ACI-Xray results are to determine
(estimated) levels of workforce
engagement and satisfaction as
viewed by work unit managers,
supervisors, HR and executives.
In cases where few blocks on the
ACI-Xray are green, there is a
need to create a high performance
organization.
ACI-Xray Assessment
with typical low to
marginal performance

“With an understanding of the ACI-Xray
Assessment and how the organization is
performing today, we are ready to go forth
and create a High Performance Organization.
“As you will see, we begin at the bottom of
the ACI-Xray – with the Workforce.”
ACI-Xray Assessment

“Workforce Excellence is measured and
improved by the Workforce Focus Team,
who owns workforce satisfaction, capability,
key supplier and workforce performance.”
supervisors
Performance Areas:
Workforce Satisfaction/Engagement
Workforce Capability/Capacity
Key Supplier/Partner Performance
Workforce Performance

Workforce Excellence
Workforce Satisfaction &
Engagement

Milestones 2 & 3 – Workforce Excellence
Milestone 2 includes two Workforce Excellence Procedures and Tools:
2.1 Workforce Satisfaction and Engagement
2.2 Workforce Capability and Capacity
Milestone 3 includes two Workforce Excellence Procedures and Tools:
3.1 Key Partner and Supplier Selection and Performance
3.2 Workforce Performance
We will now walk through each of these four procedures.

Milestone 2 (2.1) Workforce Satisfaction
Below is a partial snapshot of HPO procedure 2.1 Workforce Satisfaction:

Milestone 2 (2.1) Workforce Satisfaction
Three HPO tools are used to measure and improve workforce satisfaction:
 ACI-Xray (10 workforce satisfaction survey questions with 1-5 ratings/narratives)
 Voice of Workforce survey (short survey directed to each workforce member)
 Workforce Excellence Action Plan (project with tasks/resources to improve this area)
ACI-Xray workforce
ratings & narratives
Voice of Workforce
survey – uses a 3rd
party survey tool
Workforce Excellence Action
Plan - project management
spreadsheet model with
tasks for improvement

“After we understand Workforce
Satisfaction and engagement, we know what
both workers and managers think and have
ideas we can use for improvement.”
“So, the next step is to measure and improve
Workforce Capability and Capacity.”
supervisors
Performance Areas:
 Workforce
Satisfaction/Engagement
Workforce Capability/Capacity

Workforce Capability and Capacity

Milestone 2 (2.2) Workforce Capability
Partial snapshot of HPO procedure 2.2 Workforce Capability and Capacity:

Milestone 2 (2.1) Workforce Capability
The ACI-Xray survey of Workforce Capability plus the Workforce Capability
Model give us a quantitative measure of individual and total organization
capability. Capability includes individual worker experience, education and on
the job supervisor ratings – all combined into a total score, with color-coded
indicators. These data are typically protected by Human Resources.
ACI-Xray workforce
capability ratings and
narratives
Workforce Capability
Model with scores by
person and total org.

Milestone 2 (2.1) Workforce Capacity
The ACI-Xray survey of Workforce Capacity plus the Workforce Capacity Model
give us a quantitative measure of work unit capacity. Capacity is measured by
current people onboard plus new people needed, by work unit or department.
Shortfalls have color-coded indicators with dates for when people are needed.
ACI-Xray workforce
capacity ratings and
narratives
Workforce Capacity Model with scores by work
unit or department. Compares current onboard
capacity to the capacity required in near future.

“After we understand Workforce Capability
and Capacity we know where our people
issues are, and what we need to do to improve
our workforce capability and capacity.
Key Supplier and Partner Performance.”
supervisors
Performance Areas:
 Workforce
 Workforce Capability/Capacity

Key Partners and Suppliers
Selection and Performance
Assessment

Milestone 3 (3.1) Partners & Suppliers
Partial snapshot of HPO procedure 3.1 Partner/Supplier Selection/Performance:

Milestone 3 (3.1) Supplier Selection
The Key Supplier/Partner Selection model give us a process by which to select
the best suppliers/partners from a group of two to ten. There are seven
selection criteria, including technical capability, strategic fit, references, quality,
price, delivery and risk.
Key Supplier/Partner Selection Model

Milestone 3 (3.1) Supplier Performance
The Key Supplier/Partner Performance model give us a process by which to
score performance of key suppliers/partners. There are seven performance
criteria, including availability, cost, cycle time/schedule, satisfaction, quality,
workload and innovation. Scores for each supplier/partner are provided.
Key Supplier/Partner Performance Model

“After we understand Key Supplier/Partner
Performance we know how to select good
suppliers/partners and how to assess their
ongoing performance.
Workforce Performance.”
supervisors
Performance Areas:
 Workforce
 Key Supplier/Partner
Performance

Workforce Performance and
Rewards

Milestone 3 (3.2) Workforce Performance
Partial snapshot of HPO procedure 3.2 Workforce Performance:

Milestone 3 (3.2) Workforce Performance
The Workforce Performance model give us a process by which to score
performance of work units or departments. There are seven performance
criteria, including availability, cost, cycle time/schedule, satisfaction, quality,
workload and innovation. Scores for each work unit/department are provided.
Work Unit Performance Model

“After we understand how to measure and
improve Workforce Performance we know
how to boost performance of work units or
departments (teams). Our tools provide data that
can be used for unit/department rewards as well
as steadily improving the workforce capability
and capacity!”
supervisors
Performance Areas:
 Workforce
 Key Supplier/Partner
Performance
 Workforce Performance

“So, if we just finished our measures of
Workforce Excellence for our example Sports
Center (hockey, figure skating, fitness, etc.),
take a look at what we have learned, listed on
the right.”
“We have a Workforce Excellence Action Plan
to help us make the improvements we need.”
Workforce Excellence is Poor (44/80)
Workers are only 60% satisfied/engaged.
Workforce capability is very weak (20%)
Key suppliers are satisfactory (80%)
Workforce Performance is poor (60%)
We have a lot of work to do to improve
workforce excellence – and we have a
new Workforce Excellence Action Plan
ready to help us with improvements.

End of Workforce Excellence
Next: Operations Excellence

“Operations Excellence is measured and
improved by the Operations Focus Team,
who owns process management, project
management, administration/facilities
management, and quality and risk
management.”
Operations Focus Team – managers
of products, projects, administration,
quality and risks
Performance Areas:
Process Management
Project Management
Admin./Facilities Management
Quality & Risk Management

Operations Excellence
Process Management

Milestones 4/5 – Operations Excellence
Milestone 4 includes two Operations Excellence Procedures and Tools:
4.1 Process Management
4.2 Project Management
Milestone 5 includes two Operations Excellence Procedures and Tools:
5.1 Administration and Facilities Management
5.2 Quality and Risk Management
We will now walk through each of these four procedures.

Milestone 4 (4.1) Process Management
Below is a partial snapshot of HPO procedure 4.1 Process Management:

Three HPO tools are used to measure and improve process management:
 ACI-Xray (10 process management survey questions with 1-5 ratings/narratives)
 ACI Process Designer (spreadsheet model for analysis/improvement of processes)
 Operations Excellence Action Plan (project with tasks/resources to improve this area)
ACI-Xray process
management ratings
& narratives
ACI Process Designer
spreadsheet model
Operations Excellence Action
Plan - project management
spreadsheet model with
tasks for improvement

The ACI Process Designer is a powerful spreadsheet model that helps you
analyze and improve processes, including design, production, delivery, support
and administrative processes. The model calculates cycle time and cost of the
total process, as well as each step in the process sequence.
ACI Process Designer spreadsheet model

Closer look at ACI Process Designer
ACI Process Designer (example process)

Project Management

“After we understand Process Management,
and how to measure and improve the cycle
time (total hours start to finish) and process
cost (similar to cost of goods sold) of our key
processes, we move ahead to Project
Management.”
of processes, products, projects,
Performance Areas:
 Process Management
Project Management
Admin./Facilities Management

Milestone 4 (4.2) Project Management
Below is a partial snapshot of HPO procedure 4.2 Project Management:

Three HPO tools are used to measure and improve process management:
 ACI-Xray (10 project management survey questions with 1-5 ratings/narratives)
 ACI Project Manager (spreadsheet model for planning and management of projects)
 Operations Excellence Action Plan (project with tasks/resources to improve this area)
ACI-Xray project
management ratings
& narratives
ACI Project Manager spreadsheet model

The ACI Process Designer is a powerful spreadsheet model that helps you plan
and manage processes with up to 100 tasks or activities. The model calculates
project schedules, costs, progress and estimates of final cost at completion,
using earned value methods.
ACI Project Manager (example project) spreadsheet model

Closer look at ACI Project Manager
ACI Project Manager (example project) Calculations enable accurate project
tracking and estimates of final costs
and schedule completions.

Administration and
Facilities/Assets Management

“After we understand Project Management,
and how to plan and manage project tasks,
hours, material $, costs, and estimates of
progress and final completion data, we move
ahead to Administration Management.”
Performance Areas:
 Project Management
Admin./Assets Management

Milestone 5 (5.1) Admin. Management
Below is a partial snapshot of HPO procedure 5.1 Admin/Assets Management:

Milestone 5 (5.1) Admin. Management
Three HPO tools are used to measure and improve administration, assets and
facilities management:
 ACI-Xray (10 admin management survey questions with 1-5 ratings/narratives)
 ACI Process Designer (spreadsheet model for analysis/improvement of administration
 ACI Project Manager (project management model for planning admin. improvements
ACI-Xray admin.
management ratings
& narratives
ACI Process Designer
spreadsheet model
ACI Project Manager- project
management spreadsheet
model with tasks for
improvement

Risks Management

“After we understand Administration
Management, and how to plan and manage
administration, assets and facilities, we move
ahead to Quality and Risk Management.”
Performance Areas:
 Project Management
 Admin./Assets Management

Milestone 5 (5.2) Quality/Risk Management
Below is a partial snapshot of HPO procedure 5.2 Quality/Risk Management:

Milestone 5 (5.2) Risk Management
 ACI-Xray (10 risk management survey questions with 1-5 ratings/narratives)
 ACI Risk Manager (model for list of risks, impact, probability, rank, and remediation)
ACI-Xray admin.
management ratings
& narratives
ACI Risk Manager
spreadsheet model

Closer look at ACI Risk Manager
ACI Risk Manager (example risks assessment left side)
ACI Risk Manager (example risks assessment right side)

Quality Management

Milestone 5 (5.2) Quality Management
 ACI-Xray (10 quality management survey questions with 1-5 ratings/narratives)
 ACI Process Improvement (six process improvement tools)
ACI Process Improvement
spreadsheet models (6 tools)

Closer look ACI Process Improvement
Team Charter
Step 1 - The Team Charter
within the ACI Process
Improvement model.
Business Case
Problem Statement
Project Scope
Goals and Objectives
Focus Team Responsibilities
Project Milestones
Milestone Dates
Action Plan

Pareto
Analysis
Step 2 - The Pareto Analysis
within the ACI Process
Improvement model
Defect List and Types
Defect Category
Defect Count and %
Number of Defect Categories
Number of Defects total
Number of Opportunities
Sigma value (from table)

Pareto Current Process Chart – before improvement
Step 3
Current
Process
Chart is
created. It
provides
estimates
of:
Cycle Time:
4.4 days
Cycle Cost:
$1,084.00

Innovator (brainstorm tool)
Step 4 of Process
Improvement is the web
collection of up to 1000
ideas from 100 people in
less than 15 minutes.
Innovator model imports
ideas, then runs macro to
categorize ideas, and
count categories.
Results often lead to 2nd
or 3rd question and more
ideas collected until the
solution is evident.

Improved Process Chart
Step 5 is the improved process chart. In this example the new cycle time is 1.9 days
(instead of 4.4 days) and a cycle cost of $226 (instead of $1084) – both are examples of
significant process improvements.

Success Story Step 6 is the last step (Success Story) used to document the process
improvement and share the success story with others.

“So, after we finish our measures of Operations
Excellence for our example Sports Center
(hockey, figure skating, fitness, etc.), take a look
at what we have learned, listed on the right.”
Operations Excellence is Weak (38/60)
Processes are poorly documented (40%).
Project Management is great (100%)
Admin Management is satisfactory (80%)
Quality & Risk Management is weak (40%)
with too many defects
operations excellence – and we have a
new Operations Excellence Action Plan
ready to help us with improvements.

End of Risks & Quality Management
Next: Customer Excellence

“Now that we understand how to measure and
improve Operations Excellence, we are
ready to move ahead to Customer
Excellence.”
Customer Focus Team – managers of
customer and stakeholder ratings of
products, services, outcomes, and
overall satisfaction and relationships.
Performance Areas:
 Program Outputs
(products/services)
 Project Outcomes (end results)
 Key Stakeholder satisfaction/value
 Customer satisfaction & value

“Customer Excellence” is measured and
improved by the Customer Focus Team, who
oversee everything about the customers,
including those items listed on the right.
Performance Areas:
 Program Outputs
(products/services)
 Customer satisfaction & value

Customer Excellence
Program Outputs
(products, services)

Milestone 6 (6.1) Program Outputs
Below is a partial snapshot of HPO procedure 6.1 Program Outputs:

Milestone 6 (6.1) Program Outputs
Four HPO tools are used to measure and improve program outputs:
 ACI-Xray (10 process management survey questions with 1-5 ratings/narratives)
 ACI Customer or Prospect Prioritization Matrix (for targeting best opportunities)
 ACI Voice of Customer or Prospect surveys – by individual product, service, customer
 ACI Product/Service Requirements Specifications – for new or upgraded products
ACI Voice of Customer or
Prospect – customer
surveys by product or
service (ratings &
narratives)
ACI Customer or Prospect
Prioritization matrix for
selection of most important
customers or prospects
Product or Service
Requirements
Specifications

Closer look ACI Customer Prioritization
Customer or Prospect Prioritization
This matrix helps the
organization rate
individual products or
services against 7 key
criteria.
Prioritization helps the
organization invest in the
most successful products,
services or opportunities.

Closer look Voice of Customer Survey
Voice of Customers or Prospects Surveys
Each product, service or
customer group will get a
survey similar to this one.
Their response provides
both ratings (1-5) of the
product or service plus
their narratives about
what we should do to this
product or service to
deserve their highest
rating of “5.”
All key products, services
and customer groups
should benefit from this
tool.

Closer look at Requirements Specification
Product or Service Requirements Specifications
This 5-page document
provides an easy to tailor
model and detailed
checklist which helps
organizations fully
document their new or
improved products or
services.
Ideal for product
managers and design
teams as a hand off
before production and
delivery processes are
created.

Customer Excellence
Program Outcomes

After we understand how to measure and
improve “Program Outputs” we move ahead
to Program Outcomes.
Performance Areas:
 Program Outputs (products/services)
Project Outcomes (end results)
Key Stakeholder satisfaction/value
Customer satisfaction & value

Milestone 6 (6.2) Program Outcomes
Below is a partial snapshot of HPO procedure 6.2 Program Outcomes:
Program Outcomes are
the desired end result
(outcome) from execution
of program goals and
objectives.
Sometimes program
outcomes have
unintentional outcomes
which may be good or
bad.
Program outcome maps
are used in this procedure
to create a cause and
effect chain which is
needed for outcomes.

Milestone 6 (6.2) Program Outcomes
Four HPO tools are used to measure and improve program outputs:
 ACI-Xray (10 program outcome survey questions with 1-5 ratings/narratives)
 ACI Innovator (brainstorming tool) to help identify desired outcomes
 ACI Program Outcome Prioritization Matrix
 ACI Program Outcome Map
ACI Program Outcome
Prioritization to help
identify most important
desired outcomes from
those of less importance
ACI Innovator
brainstorming tool to help
identify desired or
undesired outcomes
ACI Program Outcome
Map used to create a
cause and effect "success
and strategy chain."

Closer look ACI Innovator
ACI Innovator (brainstorming tool)
The ACI Innovator uses
web collection of up to
1000 ideas from 100
people in less than 15
minutes.
Innovator model imports
ideas, then runs macro to
categorize ideas, and
count categories.
Results often lead to 2nd
or 3rd question and more
ideas collected until the
solution (desired or
undesired program
outcomes) is evident.

Closer look ACI Outcome Prioritization
ACI Outcome Prioritization tool
The ACI Outcome
Prioritization helps identify
most important desired
outcomes from those of
less importance.
This tool should be used
in response to ideas
provided through the ACI
Innovator process.

Closer look ACI Outcome Mapping
ACI Outcome Mapping
The ACI Outcome Mapping guide helps
create a cause and effect "success and
strategy chain."
This tool should be used in for each key
product, service or program the
organization provides.
Standard flow charting tools may be
used to create outcome maps like this
one.

“After we understand how to create
“Program Outcomes” we move ahead to
Key Stakeholders Satisfaction (and value).”
“Remember that our goal is Customer
Excellence and we must work hard to achieve
this all important goal!”
Performance Areas:
Key Stakeholder satisfaction/value
Customer satisfaction & value

Customer Excellence
Key Stakeholders Satisfaction

Milestone 7 (7.1) Stakeholder Satisfaction
Below is a partial snapshot of HPO procedure 7.1 Stakeholder Satisfaction
Key Stakeholders are
investors, owners,
foundations, funders or
other stakeholders who
play a key role in the
success of the
organization.
In this procedure we
prioritize stakeholders,
then measure their
current value and
opinions of the
organization.

Milestone 7 (7.1) Stakeholder Satisfaction
Four HPO tools are used to measure and improve stakeholder satisfaction:
 ACI-Xray (10 key stakeholder satisfaction survey questions with 1-5 ratings/narratives)
 ACI Innovator (brainstorming tool) to help identify stakeholder value characteristics
 Key Stakeholders Selection Assessment to identify most important stakeholders
 ACI Voice of Stakeholder surveys – by individual stakeholder against key criteria
Key Stakeholders Prioritization
to help select the most
important and critical
stakeholders
Voice of Stakeholders
Survey – to identify the
value that stakeholders
have for the organization
ACI Innovator
brainstorming tool to help
identify key stakeholder
characteristics and info.

Closer look: Key Stakeholder Prioritization
Key Stakeholder Prioritization Matrix
This tool helps select the most important and critical stakeholders against seven
important criteria. Helps the organization stay focused on the most important
stakeholders – or to develop new stakeholders.

Closer look: Voice of Stakeholders Survey
Voice of Stakeholders Survey
Each key stakeholder will
get a survey similar to this
one.
In some cases the survey
may be an interview
conducted face-to-face.
extent that they believe
our current programs,
products, services are of
high value to our
customers and prospects.
The organization must
understand their
stakeholders views!

Customer Excellence
Customers Satisfaction

“After we understand how to assess our “Key
Stakeholders Satisfaction (and value), we
are ready to move ahead to Customer
Satisfaction.
“Remember that our goal is Customer
Excellence and we must work hard to achieve
this all important goal!”
Performance Areas:
Customer satisfaction

Milestone 7 (7.2) Customer Satisfaction
Below is a partial snapshot of HPO procedure 7.2 Customer Satisfaction
Customers are at the top
of the food chain and we
MUST understand their
level of satisfaction and
value at all times.
In this procedure we
prioritize customers, then
measure their current
satisfaction and value
perceptions of our
organization, and what
they receive from us.

Milestone 7 (7.2) Customer Satisfaction
Four HPO tools are used to measure and improve stakeholder satisfaction:
 ACI-Xray (10 key customer satisfaction survey questions with 1-5 ratings/narratives)
 ACI Voice of Customer surveys – by individual customer against key criteria
 Customer Satisfaction Assessment versus seven important criteria
 Customer Excellence Action Plan – our improvement tasks, resources, schedule
Customer Satisfaction – seven
question survey to collect
customer satisfactions ratings
for seven key criteria
Customer Excellence
Action Plan – to plan
improvements from
milestones 6 and 7
Voice of Customer short
question survey to identify
customer ratings and
suggestions overall.

Closer look: Voice of Customers Survey
Voice of Customers Survey
Each customer or group
will get a survey similar to
this one.
extent that they believe
our current programs,
products, services meet
their requirements.
The organization must
understand their customer
views of what is received!

Closer look: Customers Satisfaction Survey
Customers Satisfaction Survey
Each customer or group
will get a survey similar to
this one.
extent that they are
satisfied with specific
characteristics, including
availability, cost, schedule
or turnaround, and quality.

Closer look: Customers Action Plan
Customers Excellence Action Plan
This action plan uses
the ACI Project
Manager tool to plan
tasks,
responsibilities, labor
hours, non-labor
dollars, and dates.
Status is tracked
based on task % of
completion.
Estimates of final
cost at completion is
calculated.

“After we understand how to assess and
improve “Customer Satisfaction, we are
ready to wrap up the Customer Excellence
level of creating a high performance
organization.”
Performance Areas:
 Customer satisfaction

“In our example assessment of Customer
Excellence, we learned a lot about the Elafino
Sports Complex. The Customer Excellence
score of 73 out of 130 points (56%) shows
weaknesses, especially in program
outcomes.”
Customer Excellence is Weak (56%)
Program Outputs are marginal in eyes of
customers
Program Outcomes are poor (40%)
Stakeholder Satisfaction is good (80%)
Customer Satisfaction is marginal (60%)
customer excellence – and we have a new
Customer Excellence Action Plan ready to
help us with improvements.

End of Customer Excellence
Next: Leadership Excellence

“Leadership Excellence” is measured and
improved by the Leadership Focus Team, who
oversee each of the important key results
areas listed on the right.
Leadership Focus Team – C-level
executives and top managers
Performance Areas:
 Financial Performance
 Revenue Capture (Sales/Markets)
 Strategy Alignment/Accomplish.
 Leadership & Social Impact

Leadership Excellence
Financial Performance

Milestone 8 (8.1) Financial Performance
Below is a partial snapshot of HPO procedure 8.1 Financial Performance:

Milestone 8 (8.1) Financial Performance
Three HPO tools are used to measure and improve stakeholder satisfaction:
 ACI-Xray (10 key financial performance survey questions with 1-5 ratings/narratives)
 CFO Financial Performance Assessment
 Product/Service Value Contribution (spreadsheet model)
CFO Financial Performance
Assessment– online survey
that collects extensive financial
analysis data from CFO
Product/Service Value
Contribution model– to identify
highest to lowest contributors to
profit or loss
ACI-Xray financial
performance ratings
& narratives

Closer look: CFO Financial Assessment
CFO Financial Performance Assessment
Using an online survey, the CFO
provides responses to a set of
financial performance questions.
The CFO response provides
actual current performance data,
ratings of the performance (1-5)
and comments about current
financial performance.
This data are used for
understanding strengths and
weaknesses of financial
performance as compared to
desired performance.

Closer look: Product/Service Value Analysis
Product/Service Value Contribution Assessment
This spreadsheet model is
applied to actual financial
reports of revenue income,
cost of goods sold,
expenses and gross profit –
by product and service.
The example value
contribution table shows a
sort from highest to lowest
contribution to profits.

Revenue Capture Effectiveness

improve “Financial Performance, we are
ready to move to Revenue Capture
Effectiveness (marketing and sales).”
Performance Areas:
Revenue Capture (Sales/Markets)
Strategy Alignment/Accomplish.
Leadership & Social Impact

Milestone 8 (8.2) Revenue Capture
Below is a partial snapshot of HPO procedure 8.2 Revenue Performance:
Revenue Capture Effectiveness is
about the process for capturing new
customers – with great detail and tools
to track marketing and sales
performance and effectiveness.
Part 1 of this procedure is shown on
this image.

Below is a partial snapshot of HPO procedure 8.2 Revenue Performance:
Part 2 of the Revenue Capture
Effectiveness is what we call the
Opportunity Marketing Guide.
This guide is exactly what sales
and marketing people need to
plan, execute, measure and
boost marketing and sales
effectiveness, plus revenue and
customers capture.

Four HPO tools are used to measure and improve revenue capture:
 ACI-Xray (10 key marketing/sales survey questions with 1-5 ratings/narratives)
 HPO21 Opportunity Marketing Guide
 ACI-Customer/Prospect/Stakeholder Prioritization Matrix
 ACI Opportunity Manager
HPO21 Opportunity Marketing
Guide – Pre-Screening,
Referral Generators, Contact
Lists, Value Propositions
Touch 1 to "n" communications
Presentations/Proposals
ACI Opportunity Manager–
tracks sales “touch” progress,
and calculates probability of
win on competitive proposals
Customer+ Prioritization–
matrix to help select most
successful customers, prospects
and stakeholders

Closer Look: Opportunity Marketing Guide
Below is a partial snapshot of the Opportunity Marketing Guide document:
Part 2 of the Revenue Capture
Effectiveness is what we call the
Opportunity Marketing Guide.
This guide is exactly what sales
and marketing people need to
plan, execute, measure and
boost marketing and sales
effectiveness, plus revenue and
customers capture.
It includes tactics and step by
step preparation for long-term
successful marketing and sales
management.

Closer Look: Customer + Prioritization
Above is an example of the customer or prospect prioritization matrix. There are seven
criteria that are rated, then scores are sorted high to low to show most to least –
successful customers, or prospects.

Closer Look: ACI Opportunity Manager
Above is an example of the ACI Opportunity Manager (sales touch tracking).
Each step in the sales process is tracked so that the sales manager can oversee
multiple sales members progress.

Closer Look: ACI Opportunity Manager
Above is an example of the ACI Win Probability Estimator.
There are 14 rated questions that helps create a total win probability estimate. This
estimate is not exact, however, it can help evaluate and improve win capture for
competitive proposal scenarios. This example shows 63% probability of winning.

Strategy Alignment and
Accomplishment

improve “Revenue Capture Effectiveness,
we are ready to move to Strategy Alignment
and Accomplishment.”
Performance Areas:
Strategy Alignment/Accomplish.

Milestone 8 (9.1) Strategy Alignment
Snapshot of HPO procedure 9.1 Strategy Alignment & Accomplishment:
Strategy Alignment is the
balanced, progressive flow of
desired outcomes, mission,
strategy, programs, outputs,
targets, measures and training.
Strategy Accomplishment is the
measuring of progress in
completing the Strategic Plan,
including action plans leading
to completion of strategic goals
and objectives.
The ACI Strategy Alignment
model helps discover gaps in
existing strategic plans.

Milestone 9 (9.2) Strategy Alignment
Four HPO tools are used to measure and improve strategy alignment:
 ACI-Xray (10 key strategy alignment survey questions with 1-5 ratings/narratives)
 ACI Strategy Alignment model
 HPO21 Strategy Assessments (8 total)ACI Opportunity Manager
 Strategy Action Plans
ACI Strategy Alignment Model
– Helps discover gaps between
existing Strategy Plan goals,
objectives and metrics and the
HPO21 excellence goals and
results objectives. (high value)
Strategy Action Plans –
(projects with milestones and
activities) aimed at achieving
strategic plan and focus team
goals and objectives.
Strategy Assessments (9) –
Helps discover opportunities for
improvement expressed as
milestones in the Workforce,
Operations, Customer and
Leadership Excellence Plans.

Closer Look: Strategy Alignment Model
Above is an example of the ACI Strategy Alignment Model.
This model compares Excellence Goals (leadership, customer, operations, workforce to current
strategic plan goals, objectives, measures, targets, and % of accomplishment. Gaps (orange
coded) then appear in areas where the organization has missing elements in its strategic plan.

Closer Look: Strategy Assessments
This image is a partial snapshot of the
S.W.O.T. Assessment - one of the nine
strategy assessments conducted to
complete the strategy assessments.
The list of eight assessments are:
Workforce Satisfaction Assessment (2.1)
Workforce Capability/Capacity (2.2)
Key Partner/Supplier Performance (3.1)
Workforce Performance (3.2)
Key Stakeholder Satisfaction/Value (7.1)
Customer Satisfaction/Voice of
Customer/Prospect(-7.2)
S.W.O.T. (9.1)
Community Impact ( 9.2)

Closer Look: Strategy Action Plans
Above is an example of the Leadership Excellence Action Plan
This example is a project plan created with the ACI Project Manager tool. The other three
Excellence Action Plans are the Customer, Operations and Workforce Excellence Action Plans.

Leadership and Social Impact

improve “Strategy Alignment and
Accomplishment, we are ready to move to
Leadership and Social Impact.”
Performance Areas:

Milestone 9 (9.2) Leadership/Social Impact
Snapshot of 9.2 Leadership and Social Impact:
Leadership and Social Impact
procedures helps discover how
senior leaders guide and
sustain the organization,
including governance, legal,
ethical and social
responsibilities.
These procedures include a
detailed Senior Leadership
Assessment and a Community
Impact Assessment.
The value added list on the left
is worth studying.

Milestone 9 (9.2) Leadership/Social Impact
Three HPO tools are used to measure and improve leadership/social impact:
 ACI-Xray (10 leadership/impact survey questions with 1-5 ratings/narratives)
 ACI Senior Leadership Assessment
 ACI Community Impact Assessment
Community Impact Assessment
Helps achieve and maintain positive
social and community contributions
and value perceptions of
communities impacted.
Senior Leadership Assessment:
Discovers perceptions of senior
leaders performance, and
suggested improvements to be
input into Leadership Excellence
Action Plan
ACI-Xray leadership
and social impact
ratings & narratives

Closer Look: Senior Leadership Assessment
The Senior Leadership
Assessment helps the
organization understand more
about each of the C-level and
other senior managers or
executives in the organization.
This assessment can be rated
separately by the senior leaders
themselves – and – by the lower
level managers that report to
them.
Expect each view to be unique
and of value in succession and
recruitment of excellent leaders.

Closer Look: Community Impact Assessment
The Community Impact
Assessment should be deployed
to important regional community
groups and key stakeholders,
such as:
City/County Government
Chambers of Commerce
Major Health Care Offices
Universities or Colleges
Large local Businesses
Local Nonprofits
Major Real Estate Offices
The view of these local
stakeholders should be
captured and responded to in a
positive way – It’s about social
responsibility!

Closer Look: ACI-Xray Assessment
When Leadership/Social Impact
is finished, the final (example)
Organization Excellence score
of 59.1% is visible.
At a glance we can see five
critical (red) areas to work on:
Revenue Capture
Program Outcomes
Process Management
Workforce Capability
The good news is that as we
have implemented each area,
we have also created
Excellence Action Plans for
workforce, operations, customer
and leadership areas.

improve Leadership and Social Impact, we
should know a lot more about how well the
leadership excellence is performing.”
Performance Areas:
 Leadership & Social Impact

“After we assess and improve Leadership
and Social Impact, can see that we should
focus on Revenue Capture Effectiveness first,
then Strategy Alignment, and Financial
Performance. Take a look at the performance
summary on the right.”
Leadership Performance Areas:
Financial Performance (60%) marginal
Revenue Capture (30%) poor/critical
Strategy Alignment (56%) marginal
Leadership/Social (80%) good

End of Leadership Excellence

“Our HPO21 Program TOUR is OVER!”
Time to Celebrate???
“Well, almost. We imagine you will have a
few valid questions for us at this point.”
VALID QUESTIONS:
What will HPO21 cost my specific
organization?
What kind of performance boosting
should I expect after HPO21 is
implemented?
How long will it take my organization to
learn and apply the HPO21 Program
procedures and tools and get the results I
need?
What if my organization will need outside
consulting help?

Suggested Next Steps:
1. Buy this Trial Program license. Study the HPO21 procedures and tools
2. If you see the value (as we do) then count the number of managers in your
organization, come back to this site and order the number of licenses (10
managers/license) you need. You will pay only $48 per license (10 managers
= $480)

What kind of performance boosting (ROI) should
be expected after HPO21 is implemented?
Based on over 20 years of experience with
our HPO21 program, we would estimate that
an average business (300 workers; 30
managers) would boost financials and
market performance by at least 2%.
What would a 2% boost in total revenue
mean to a business with $10M annual
revenue? Answer: $200,000
What would the ROI be like? Answer: A 30
manager business would pay $1,440 for
HPO21 (price list on previous slide).
It does not take a rocket scientist to
conclude that this is a HIGH ROI offer.
Disclaimer: No promises about the ROI %;
just our best estimate based on experience.

How long will it take my organization to learn and
apply the HPO21 Program procedures and tools
and get the desired results?
Based on over 20 years of experience with
our HPO21 program, we would estimate that
an average business (300 workers) would
train thirty (30) of their managers to become
internal consultants (part time basis).
2 – Leadership Focus Team
2 – Customer Focus Team
2 – Operations Focus Team
2 – Workforce Focus Team
These four teams would work in parallel on a
part time basis, while still doing their normal
management jobs.
They will likely finish HPO21 implementation
in well under one year – without serious
impact to ongoing work.

What if my organization will need outside
consulting help? The HPO21 Institute has management
consultants that are HPO21 trained and
we can provide whatever level of
assistance you need – until your own
Internal Consultants are ready to take
over the HPO21 implementation.
Good News: The first 8 hours of
assistance we provide are FREE. After
that, our hourly rates are competitive.
We help your organization through
online meetings and other
communications using the great
technology tools available in online
meeting applications (e.g. zoom.usa)

How to train your Managers to be High Performers
Focused on Results!
The HPO21™ Program…

How to Create High Performance Managers (Business - Single User)

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