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2014 National Association of Women MBAs Presentation
- 1. A Goal Without a Plan Is Just a Wish Antoine de Saint-Exupery SURVIVE OR THRIVE Going Beyond the Numbers 3-Part Power of Planning
- 2. 3 Critical Success Factors 1. The Plan - A rigorous and constantly examined growth strategy 2. The People - A sophisticated, smart and strategically relevant human capital strategy 3. The Market - A robust, analytical, on time and on demand-inbound marketing strategy for today!
- 3. Survive or Thrive • MISSING ANY OF ONE OF THESE THREE AREAS CAN CAUSE YOUR STRATEGY TO GO FROM THRIVE TO SURVIVE: – Part 1 - GROWTH STRATEGY • LOSING FOCUS OF YOUR ‘NORTH STAR” – Part 2 - HUMAN CAPITAL POTENTIAL AND ORGANIZATIONAL ALIGNMENT • WAITING TOO LONG AND INVESTING TOO LITTLE – Part 3 - MARKETING & ANALYTICS • UNDERVALUING THE IMPACT AND DOING TOO LITTLE
- 4. Part 1: Growth Strategy
- 5. Organizational Alignment Shared Values: McKinsey’s 7s
- 6. Growth Strategy • Key Principles –Begin with your growth gap analysis –The market knows the answer, not the smart people in the room –Swim in your lane
- 7. Growth Strategy Declining odds of success as the distance from the core increases
- 9. Growth Strategy Focus, Expand, Redefine
- 10. Workshop Questions 1. What are potential distractions? Rank your top 3 2. Who could they be coming from? Rank your top 3
- 11. Growth Strategy Just because you can, doesn’t mean you should FOCUS – Leverage, expand & redefine the core over time – Define the core boundaries. Optimize full core potential – Strengthen core differentiation – focus on the customer – Continually watch your competition and block their entry
- 12. Growth Strategy EXPAND –Project and extend strengths –Expand into related adjacencies –Push out core boundaries –Pursue repeatable growth formula
- 13. Growth Strategy REDEFINE –Continually strengthen the operating platform from which you will launch change –Target future profit pools –Build defensible new forms of competitive differentiation –Heavily invest in the necessary capabilities and capacity to deploy on demand
- 14. Workshop Question What are all the differentiation issues you must continually consider? Rank your top 3 in order
- 15. Part 2: Human Capital Planning
- 16. Value Proposition The best strategy can fail at implementation without a human capital strategy supporting it Paradigms Blocking People from Achieving Strategic Initiatives •People are smart and people are busy •All our people are always working at their highest potential •People are our most important asset
- 17. The Current Global Business Trends 2014 • 27% of CEO’s say they lose sleep over human capital – Fortune • According to PE surveys – 85% of their time is spent on people issues. There is a crisis in leadership – creating organizational permafrost – Phoenix Strategic Performance • 60% of employees are disengaged – Towers Watson – Global Employment Study 2014 • 50% of Small Businesses Fail within the first 5 years – Geri Stengel – Ventureneer • On the Values – Productivity Matrix - Too much time , over 60%, is spent tolerating either low or disengaged performers – Jana Matthews – Kaufman Institute 17
- 18. Organizational Alignment If you don’t know where you are going, any road will take you there. Lewis Carroll • Key Principles –Vigorously and continually align people, roles, competencies, skills, processes and technology to support the strategy –How people behave is as important as what they do
- 19. Value Proposition – Assess people on current and trending competency criteria – Forecast current and future people potential and capacity to pace with strategic business objectives – Unlock people’s performance potential – Mitigate people risk – Close the performance accountability loop
- 20. Managing Human Capital Potential • 3-Filter Funnel Assessment Diagnostic • Organizational Agility Assessment Reporting, Analytics & Gap Analysis • Workforce Planning, Development & Governance Implementation
- 21. Phoenix Strategic Performance System
- 22. Filter Funnel Assessment – Diagnostic •Filter Funnel Organizational Assessment Model Diagnostic – Filter 1 - Role Clarity – Filter 2 - Competency Assessment – Filter 3 - People Style
- 23. Filter Funnel Assessment – Diagnostic
- 24. Organizational Assessment Organizational Assessment Model Strategy Organization Role Clarity Competencies Assessments Plans
- 25. Organizational Assessment Organizational Assessment Model – Culture Strategy Organization Role Clarity Competencies Assessments Plans + Culture
- 26. Role Clarity Funnel Filter 1: Role Clarity Strategy Role Clarity Leader Role Knowledge Role
- 27. Competency Assessment Funnel Filter 2: Competency Assessment Strategy Phoenix Factors Knowledgeable Accountable and Engaged to Deliver Confident
- 28. Making Human Capital a Strategic Initiative 28
- 29. People Style Funnel Filter 3: People Style – DISC Profile Strategy DiSC® D – Dominant I – Influencer S – Steadiness C – Conscientious
- 30. Filter Funnel Diagnostic Summary 30
- 31. Organizational Agility Assessment Results •Organizational Agility Assessment Results Reporting, Analytics and Gap Analysis • Phoenix Matrix Report • Heat Map • Phoenix Competency Report – Gap Analysis • Phoenix Competency Report Routine & Non-Routine - Gap Analysis
- 32. Making Human Capital a Strategic Initiative 32
- 33. Example – Ratings Heat Map 6 4b 3 2b • Knowledgeable • Accountable & Engaged • Confident • Action Required • Knowledgeable • Accountable & Engaged • Confident • Knowledgeable • Accountable & Engaged • Not Confident • Limited Knowledge • Accountable & Engaged • Increasing Confidence • Limited Knowledge • Unaccountable & Disengaged • Not Confident 5 • ‘Go To’ Person • Utility Player • Under Achiever • Complacent • Developer • Overwhelmed 4a • Knowledgeable • Unaccountable & Disengaged • Confident 1 • Limited to No Knowledge • Engaged but Unaccountable • Not Confident • New 2a • Limited Knowledge • Unaccountable & Disengaged • Overly Confident • Over Achiever
- 34. Part 3 - Marketing & Analytics You can’t manage what you can’t measure
- 35. Today’s Marketing Reality A proactive, measurable function with data & analytics to plan, manage & measure success •Can a small company afford not to have a marketing strategy? • How are you going to create a presence in a crowded marketplace? •How do you plan to get found & drive customers to your website with all the cyber noise out there?
- 37. Develop Attainable Marketing Strategy • Develop Attainable & Actionable Goals • Content Strategy • E-books • Whitepapers • Webinars • Blogging • Social Media Strategy • Search Engine Optimization • Email Marketing/Automation • Attend Local & National Events • Build Personal & Business Online Presence
- 38. Marketing and Analytics Arizona Technology Council Campaign: •Speak at local event •4 event invitation emails •2 follow-up emails •Case study offer •Blog for promotion •Blog for those who couldn’t attend •Social media
- 39. Consistent Marketing = Continued Growth
- 40. Analyze All Traffic Sources • Where is your website traffic coming from? • Where are your leads coming from? • What sources are converting the most leads? • What traffic drives the most customers?
- 41. What Does an Inconsistent Strategy Look Like?
- 43. Your Action Items • Develop Attainable Goals • Content Development • Calendar • Topics • Social Media Implementation • Personal Accounts • Business Accounts • Search Engine Optimization • Define Target 25 Keywords • Email Marketing/Automation • Identify Buyer Personas • Find Local & National Associations
- 44. 3 Critical Success Factors 1. The Plan - A rigorous and constantly examined growth strategy 2. The People - A sophisticated, smart and strategically relevant human capital strategy 3. The Market - A robust, analytical, on time and on-demand inbound marketing strategy for today!
- 45. Final Thought: Always Remember…
- 46. Questions? Joanne Flynn Phoenix Strategic Performance www.phoenixstrategicperformance.com jflynn@phoenixstrategicperformance.com Making Human Capital a Strategic Initiative 46
Editor's Notes
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