How to create an enduring business in 2013

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How to create an enduring business in 2013

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  • Not a consultant
  • Not a consultant
  • How to create an enduring business in 2013

    1. 1. Resetting Business Expectations What are the hidden opportunities that enable business owners and their companies to thrive in 2014 and beyond? Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 1
    2. 2. Resetting Business Expectations What is compromising your business value? Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 2
    3. 3. Resetting Business Expectations “The art of choosing men is not nearly so difficult as the art of enabling those chosen to attain their full worth.” ~Napoleon Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 3
    4. 4. Resetting Business Expectations Tom Pickering engages to provide the hands on support, oversight, and access to the very best resources from his proven network from start to finish. Goodbye Tom Pickering BA(Hons) FIET Icebreaker CEO ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 4
    5. 5. Resetting Business Expectations We don’t need to be there all the time Goodbye •Because the test of good management is what happens when you are NOT there ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 5
    6. 6. Resetting Business Expectations Creating value is not about “the what” it is ALL about “the how” Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 6
    7. 7. Resetting Business Expectations Reaching a different outcome is about •The breadth of experience/scenarios •An extraordinary commitment to deliver Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 7
    8. 8. Resetting Business Expectations We are pleased to have made mistakes Goodbye ...because we can share this learning too ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 8
    9. 9. Resetting Business Expectations If you keep on doing what you’ve always done you will keep on getting the results you have always got. Goodbye ...If you want a different result you need to change your actions ...which often means challenging ones flawed beliefs ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 9
    10. 10. Resetting Business Expectations Our unique approach is at the core of what enables us to be so effective •How do you create a legacy and change beliefs? John Webster and Tom Pickering pioneered the approach. Since then we have 7 years of implementing this to realise remarkable results Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 10
    11. 11. Resetting Business Expectations Stay humble Goodbye Being a professional is knowing the boundaries of one’s knowledge and when to take advice The only danger is therefore knowing it all ! ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 11
    12. 12. Resetting Business Expectations Get to the truth or the problem will never be fixed Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 12
    13. 13. Resetting Business Expectations Judge us on what we do from the start, the rest is history Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 13
    14. 14. Resetting Business Expectations Our starting point is to review what the owners and executives are doing Goodbye - Because good or bad - everyone else will follow ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 14
    15. 15. Resetting Business Expectations The scope of the capability development starts and must include the business owners, so it is critical we have the right role to lead the change Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 15
    16. 16. Resetting Business Expectations We will also ensure you have the right team to achieve the plan Goodbyetrust us ... So its a closed loop - you can ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 16
    17. 17. Resetting Business Expectations We enable ambitious business owners to realise their ambitions Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 17
    18. 18. Resetting Business Expectations •How are you going to create value? Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 18
    19. 19. Resetting Business Expectations The issue for ambitious owners and executives Goodbye Are you following a realistic plan to realise value? •Do you have the right counsel to help you recognise and face the current risks? ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 19
    20. 20. Resetting Business Expectations In a challenging situation or climate Goodbye Don't recruit more of the same! ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 20
    21. 21. Resetting Business Expectations The only danger of an unrealistic plan Goodbye is tenaciously sticking to it! ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 21
    22. 22. Resetting Business Expectations Passion is the key to success Goodbye •Focus on making people passionate about finding out what customers value ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 22
    23. 23. Resetting Business Expectations The new norm Goodbye All plans need continuous challenge .. Pride and ego need replacing with passion, humility and more effective teams and ways of working ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 23
    24. 24. Resetting Business Expectations “Creating a sustainable pot of value requires applying award winning experience to leapfrog the competition too” Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 24
    25. 25. Resetting Business Expectations Where does our speed and analytical ability come from? Goodbye Like Accident and Emergency, in turnaround & award winning situations the implementation target is much faster .. & have tenacity and passion to realise results ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 25
    26. 26. Resetting Business Expectations All that is missing in a corporate environment is a shorter completion time and teh ability to execute change Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 26
    27. 27. Resetting Business Expectations How do we preserve cash? Goodbyeresults much faster By reaching the plan and realising ...this effectiveness enables our affordable monthly fee ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 27
    28. 28. Resetting Business Expectations The monthly fee just keeps the wheels on during the process Goodbye Our reward solely comes from realising the value within 2 years ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 28
    29. 29. Resetting Business Expectations What does excellent look like? Goodbye By sharing our award winning and varied experience it allows us how to set the bar higher ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 29
    30. 30. Resetting Business Expectations Once committed we are always accessible and support flexibly to achieve the outcome to suit the scenario – servant leadership Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 30
    31. 31. Resetting Business Expectations Cash and profit Goodbye Focus on a CASH generating plan and Profit looks after itself .. A myopic focus on profit is often lethal ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 31
    32. 32. Resetting Business Expectations Why does speed matter? Goodbye Because delays, create unceratinty - burn value and cash! ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 32
    33. 33. Resetting Business Expectations & humility is important Goodbye Encourage mistakes; its the ONLY way to learn ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 33
    34. 34. Resetting Business Expectations Its important to act early or the business can become too expensive to fix - insolvency Most owners don't recognise these signs nor know how to act or react Goodbye
    35. 35. Resetting Business Expectations Who has the integrity to put the business interests first? Goodbye We have developed this integrity from turnaround scenarios ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 35
    36. 36. Resetting Business Expectations But most employees naturally put their own interests before the best interests of the business Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 36
    37. 37. Resetting Business Expectations So you need a catalyst to make sure the business comes first Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 37
    38. 38. Resetting Business Expectations We provide the catalyst to get to the truth and enable the business to make the right decisions Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 38
    39. 39. Resetting Business Expectations A business is future proof, when it has the capability, structure and relentless passion to continually reinvent itself. Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 39
    40. 40. Resetting Business Expectations Tom provides total Commitment to the outcome “without being trapped by an inflexible solution” Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 40
    41. 41. Resetting Business Expectations & Owners need a FLEXIBLE solution to suit the emerging scenario Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 41
    42. 42. Resetting Business Expectations We treat a Business’s money with the same care as if it is our own money We zero base any expenditure Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 42
    43. 43. Resetting Business Expectations What is a business worth if the owners are still critical to the day-day running? Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 43
    44. 44. Resetting Business Expectations Many critical business experiences are once in a lifetime events for capable owners, this leaves unrealistic expectations that should be respectfully realigned Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 44
    45. 45. Resetting Business Expectations Conversely not getting to the truth.. “causes unrealistic expectations and delays which burn cash” Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 45
    46. 46. Resetting Business Expectations Owners that are waiting for the wind to change to suit them - create a “virtual outcome” Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 46
    47. 47. Resetting Business Expectations We don’t know better, we simply align expectations and are expert at enabling others to perform at their best Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 47
    48. 48. Resetting Business Expectations Advice is worse than a waste of money without having the accountability and responsibility for changing actions... We are not consultants Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 48
    49. 49. Resetting Business Expectations Advice is also useless, to many excellent organisations that don’t know how to build capability Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 49
    50. 50. Resetting Business Expectations Increase margin •rebuild the passion that created the business in the first place Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 50
    51. 51. Resetting Business Expectations Ensure there is a sustainable core, and relentlessly improve the remarkable aspects of the business Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 51
    52. 52. Resetting Business Expectations What matters to us? Goodbye Trust, getting to the truth, achievement, relentlessly finding better ways, preserving cash, and open communication ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 52
    53. 53. Resetting Business Expectations The Pitfall with developing capability Goodbye Management are THE role models who set the standard that EVERYONE MATCHES So Change ALWAYS starts with ME, not YOU ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 53
    54. 54. Resetting Business Expectations What is going on if people are not thinking? Goodbye “A thinking workforce creates predictable results” ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 54
    55. 55. Resetting Business Expectations Developing capability Goodbye •Create the right structure •Give people space to think •Work flexibly •Work very hard ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 55
    56. 56. Resetting Business Expectations Passion motivates employees to be an ambassador for their company all of the time Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 56
    57. 57. Resetting Business Expectations Developing capability has nothing to do with training ... It is implicit in this way of working Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 57
    58. 58. Resetting Business Expectations Raising the bar Goodbye •Set the way of working & improve it •OK to disagree, but someone is always responsible for making decisions ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 58
    59. 59. Resetting Business Expectations Checking strategy vs. key capabilities Goodbye •Develop the mastery of continuous capability assessment and the understanding of people ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 59
    60. 60. Resetting Business Expectations Staying ahead Goodbye •Stay humble regardless of the circumstances •Have productive dialogue with customers or someone else will do so! ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 60
    61. 61. Resetting Business Expectations Simplicity Goodbye •Work obsessively to reach simplicity •Strategy communicated in max 5 bullet points •Be consistent ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 61
    62. 62. Resetting Business Expectations Teamwork checks decision making and rationalises new ideas thoroughly and quickly Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 62
    63. 63. Resetting Business Expectations Set the means of decision making to suit the scenario and focus on the present to constantly check the strategy Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 63
    64. 64. Resetting Business Expectations Why do 80% of passionate people in the workplace feel unwanted? Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 64
    65. 65. Resetting Business Expectations ... Harnessing and misreading passion Goodbye •People complain because they DO care •Difficult people are passionate people! •Give passionate people more responsibility ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 65
    66. 66. Resetting Business Expectations Financial management Goodbye •Cash is king •Zero based budgeting ensures you keep your cash ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 66
    67. 67. Resetting Business Expectations Ways of working Goodbye •Select the right people for the bus, without cloning •Recognise and Value diversity; listen and don’t interrupt ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 67
    68. 68. Resetting Business Expectations Increase and sustain margin by identifying what is the main source of value that is difficult to replicate then relentlessly develop it. Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 68
    69. 69. Resetting Business Expectations Define objectives using measurable targets, obsess about consistency and simplicity Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 69
    70. 70. Resetting Business Expectations Managing risk is counterintuitive; it depends upon decisive and delegated decision making Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 70
    71. 71. Resetting Business Expectations Accept you never have all the answers but be proactive to reach YOUR OWN certainty Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 71
    72. 72. Resetting Business Expectations We rationalise everything ultimately against what is right for the business Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 72
    73. 73. Resetting Business Expectations Staff motivation drives customer satisfaction Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 73
    74. 74. Resetting Business Expectations Showing trust requires real courage •People and customer experience are the most important assets •Everyone has a critical role, give them space Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 74
    75. 75. Resetting Business Expectations The new norm - continuously challenge decision making and make sure parties remain aligned on the outcome NOT the solution Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 75
    76. 76. Resetting Business Expectations Staying Ahead earns the space to think Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 76
    77. 77. Resetting Business Expectations Businesses need a catalyst Goodbye ©2006-2013 icebreaker executive www.icebreakerexecutive.com Page 77
    78. 78. Resetting Business Expectations Goodbye +44(0) 20 7193 5518 tom.pickering@icebreakerexecutive.com

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