4-Profit Denver Conference- Charting your course deep dive
•Download as PPTX, PDF•
1 like•412 views
The document is a program for a leadership forum taking place from September 30 to October 2, 2013 at the Inverness Hotel & Conference Center in West Englewood, Colorado. The forum will focus on strategic planning and charting an organization's course, with sessions on drivers of valuation, vision alignment, financial benchmarking, solutions architecture, people and organization, and business development. Attendees will discuss their views on the future of their industry, including the impact of cloud computing, and identify the top three takeaways from the forum.
Recommended
More Related Content
Similar to 4-Profit Denver Conference- Charting your course deep dive
Similar to 4-Profit Denver Conference- Charting your course deep dive (20)
Recently uploaded
Recently uploaded (20)
4-Profit Denver Conference- Charting your course deep dive
- 1. Platinum Sponsor Gold Sponsors 4-Profit Leadership Forum | September 30 – October 2, 2013 Inverness Hotel & Conference Center | West Englewood, Colorado Charting Your Course Deep Dive
- 8. Strategic Planning Priorities • Drivers of Valuation • Vision Alignment • Financial Benchmarking • Solutions Architecture • People & Organization • Business Development
- 9. Life is Full of Choices
- 10. It’s Just Multiple Choice A. Subtle Changes B. Meaningful Changes C. None of Above 5yr Survival, lower profit Create wealth & prosperity Go out of business
- 12. Clarity & Focus
- 13. Plan for a 3 Year Journey
- 17. Now What … 2014?
- 18. Roundtable Discussions • What is your view of the future of our industry? Ie, How will “cloud” eventually change the marketplace? • What are the Top 3 Takeaways?
- 19. The Choice is Yours
Editor's Notes
- 30-40 minutes to the breakoutIntroduce Scott – Scott tells his story: Officer in product focused, 800 employee VAR, strong service business, poor service strategyUltimately bought out 3 enterprise b/f clientsStrategy: take a new product to a new market on the cash flow of the clientsPlan: enterprise process knowledge, outsourcing to SMB (today called managed services)Ultimately, took completely different people, ownership – essentially almost entirely different team and it looked nothing like it did in a mere 5 yearsResult, a strong service business running in excess of 23% EBITA at a medium level of scale
- Each share as storyFRANK – VAR storySCOTT – 3 large enterprise service clients to 70+ MSP clients in 6 years – complete shift (people, sales, philosophy, partnership members, etc)
- Gap analysis between stripping down what we have to what it needs to beUltimately we want a lean, mean fighting machine
- The decisions you have to make during times of transformation are very hard – it deals with peopleHow do you handle the balance of the people that are likely not part of the futureThis is not an IF, it’s a WHEN – the sooner you know what decisions you need to make, the sooner you are onto prosperityCLIP IN JOHN CANDY – for another version of this http://www.youtube.com/watch?v=bD4xwK13lGk
- Realize, there are 10,000 of these. The difference is “who is flying the plane” – it always comes down to peoplePeople are attracted by how clear your strategy is and how well you lead – you need the best pilots
- Do you know as an owner, what outcome you want for your business?
- For those coaching with us, you are working through many of these items. For those that are not, this is a short overview of the key components
- Use Paige analogyThen a business analogy
- We all know that the market is full of changesSome inflection points are significant – examplesBig companies IBM regarding Gates and the desktopAT&T / LucentNortel – dominant player – new up and comerToday – CLOUD is likely an inflection point (world isn’t 100% cloud, but a good % is)
- If choosing to stay very h/w centric – you have to go into a very lean model (aka Dell) – but it has limitations – no excess fat (you’ll be out of boot camp)If going more services centric – your body has to transform into a lean/mean machines – don’t invest more AND keep the oldIe, don’t keep the 5 bad people and hire an addition 5 good people
- Whatever the choice you make – you have to be crystal clear on the focusEx’s – H/W focused, then service focusedWhat is the path of transformation – what does it mean to your people, do they understand and buy into it
- This starts with a pro-forma – by year – to ensure that the 1-year chunks are reasonableToo many people get excited about the diet, only loose 3 pounds, and quit – are you committed to the journey and what it takes
- This shows how fast you can possibly take the transformation
- By understanding the path and what is realistic – you can answer:Right resourcesRight cashRight clients (will they buy it)Impact to culture?Impact to legacy team that got you here?Are you ready to make the hard decisions and stand behind the direction?ACTION: pop up words on clicks – hit 5 key words – culture, commitment, consumability, right people,
- REALITY CHECK – tough decisions and conflict1/3 1/3 1/3 – you have all the clarity set - those that are like “why are we going left” will be the hardest to move – MARK OUR WORDS – this will be your sales organization
- Clear decision on who I want to be – it’s your choice – but choose it (are you in it for 2 years or 10?)Does size matter? Profit vs. Revenue growthDo I have the right people to execute against this vision I believe in as an ownerDo I have the competency and capability to go at it alone (people and talent)What’s it worth to me to get it right?
- Does anyone have a question This it the question you are solving forThis is the output you are solving for One person presenting to the group