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How can a broken business be fixed?

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A guide to focusing a business on it's priorities and objectives.

Published in: Business, Technology
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How can a broken business be fixed?

  1. 1. So how can a brokenbusiness be fixed??
  2. 2. Gillespie’s Hypothesis of Business Leadership•There is a difference between managementand leadership•Your business is NOT an exception.•80% of all businesses lack true leadership.•Gillespie’s Corollary: The 80% figure isprobably low but it fits into the ParetoPrinciple.
  3. 3. So how do we make the pieces fitand work? ion Vis Ob Mis jec sion tiv es gy ate G es Str oa lu ls Va
  4. 4. Why Change??Same thought… different words If you do what youve always done, youll get what youve always gotten. Tony Robbins And… Insanity: doing the same thing overand over again and expecting different results. Albert Einstein
  5. 5. How can it be fixed?
  6. 6. Every team needs a plan…
  7. 7. Without aroad map –anydestinationwill do
  8. 8. So….Here are thedirections toget there
  9. 9. Thebusinessmodelhas a lotof pieces but you already knew that
  10. 10. Strategic Business Model Vision What we want to be Why we exist Mission What we believe in Core ValuesVoice of the customer & our game plan Strategy What we need to do Strategic Initiatives Implementation & Focus Balanced Scorecard What I need to do Personal Objectives Strategic Outcomes Satisfied Delighted Effective Motivated & Prepared Shareholders Customers Processes Workforce
  11. 11. Strategic Business Model Established by Vision What we want to be Executive Team & Why we exist Mission Ownership What we believe in Core ValuesVoice of the customer & our game plan Strategy What we need to do Strategic Initiatives Implementation & Focus Balanced Scorecard What I need to do Personal Objectives Strategic Outcomes Satisfied Delighted Effective Motivated & Prepared Shareholders Customers Processes Workforce
  12. 12. A good business model needs a solid foundation - STRATEGY
  13. 13. Strategic Business Model Vision What we want to be How do we develop Why we exist Mission our Strategy! What we believe in Core ValuesVoice of the customer & our game plan Strategy What we need to do Strategic Initiatives Implementation & Focus Balanced Scorecard What I need to do Personal Objectives Strategic Outcomes Satisfied Delighted Effective Motivated & Prepared Shareholders Customers Processes Workforce
  14. 14. How do we develop a workable strategy?
  15. 15. A SWOT Analysis surveys where you areand where you need to be…Now you can determine how you are goingto get there with Strategic Initiatives
  16. 16. Current conditions SWOT Matrix Also known as TOWS Matrix Strengths Weaknesses Opportunities S-O Strategies W-O Strategies Threats S-T Strategies W-T Strategies The Plan for the future
  17. 17. Strategic Business Model Vision What we want to be Why we exist Mission What we believe in Core ValuesVoice of the customer & our game plan Strategy What we need to do Strategic Initiatives Implementation & Focus Balanced Scorecard What I need to do Personal Objectives Strategic Outcomes Satisfied Delighted Effective Motivated & Prepared Shareholders Customers Processes Workforce
  18. 18. Strategic Initiatives need to stay on course
  19. 19. A Balanced Score Card keeps the process focused
  20. 20. Why Implement a Balanced Scorecard? •Increase focus on strategy and results •Improve organizational performance by measuring what matters •Align organization strategy with the work people do on a day-to-day basis •Focus on the drivers of future performance •Improve communication of the organization’s Vision and Strategy •Prioritize Projects / Initiatives
  21. 21. Strategic Business Model Vision What we want to be Why we exist Mission What we believe in Core ValuesVoice of the customer & our game plan Strategy What we need to do Strategic Initiatives Implementation & Focus Balanced Scorecard What I need to do Personal Objectives Strategic Outcomes Satisfied Delighted Effective Motivated & Prepared Shareholders Customers Processes Workforce
  22. 22. So…. what does this mean to me?
  23. 23. Individual goalsand objectivesneed to reflect theorganizationsgoals andobjectives
  24. 24. in e… l m to bot e th t’s w haso
  25. 25. Strategic Business Model Vision What we want to be Why we exist Mission What we believe in Core ValuesVoice of the customer & our game plan Strategy What we need to do Strategic Initiatives Implementation & Focus Balanced Scorecard What I need to do Personal Objectives Strategic Outcomes Satisfied Delighted Effective Motivated & Prepared Shareholders Customers Processes Workforce
  26. 26. Strategic Business Model Vision What we want to be Why we exist Mission What we believe in Core ValuesVoice of the customer & our game plan Strategy What we need to do Strategic Initiatives Implementation & Focus Balanced Scorecard What I need to do Personal Objectives Strategic Outcomes Satisfied Delighted Effective Motivated & Prepared Shareholders Customers Processes Workforce
  27. 27. Strategic Business Model Vision What we want to be Why we exist Mission What we believe in Core ValuesVoice of the customer & our game plan Strategy What we need to do Strategic Initiatives Implementation & Focus Balanced Scorecard What I need to do Personal Objectives Strategic Outcomes Satisfied Delighted Effective Motivated & Prepared Shareholders Customers Processes Workforce
  28. 28. Strategic Business Model Vision What we want to be Why we exist Mission What we believe in Core ValuesVoice of the customer & our game plan Strategy What we need to do Strategic Initiatives Implementation & Focus Balanced Scorecard What I need to do Personal Objectives Strategic Outcomes Satisfied Delighted Effective Motivated & Prepared Shareholders Customers Processes Workforce
  29. 29. Strategic Business Model Vision What we want to be Why we exist Mission What we believe in Core ValuesVoice of the customer & our game plan Strategy What we need to do Strategic Initiatives Implementation & Focus Balanced Scorecard What I need to do Personal Objectives Strategic Outcomes Satisfied Delighted Effective Motivated & Prepared Shareholders Customers Processes Workforce
  30. 30. Now do it again and make it better – then repeat again and again and again…
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