1. The document outlines a six-year process to build an organization's future capabilities through strategic planning, competency development, and organizational development. 2. Key elements include establishing a strategic plan, values, and balanced scorecard metrics; assessing and developing employee competencies; and implementing interventions to optimize processes and develop talent. 3. By following this process, the organization aims to align employees with its vision, improve leading performance indicators, tie rewards to development, recognize talent, attract top talent, and ensure competence at all levels.

1. Building the Future It is possible to create the environment and the skills necessary to succeed in tomorrow’s market today

2. Establish Direction Environmental Scan Vision Defined or Revisited Strategic Plan Brand the Company & Leadership Values Defined or Revisited Culture Defined Measures Alignment

3. Balanced Scorecard Align the organization through shared objectives Increase capacity Increase financial strength Build your talent Build your reputation Cascade objectives across and down the organization Build supporting action plans Assess and manage exceptions Focus on Process Focus on People Internal Focus External Focus Relationships Human Capital Growth Capability

4. Capability What processes must we optimize to ensure future success? Strategies that tie to capability Critical success factors that indicate success or failure of those strategies How the factors will be measured and managed Process People Internal External New Products & Services Effective and efficient new product development process Number of new product ideas Time to launch Success in the market Relationships Human Capital Growth Capability

5. Growth How do we strengthen our financial position? Strategies that tie to growing the business Critical success factors that indicate success or failure of those strategies How the factors will be measured and managed Process People Internal External Improved Cash Flow Aggressive management of working capital Days sales outstanding Inventory turns Relationships Human Capital Growth Capability

6. Relationships How do we improve stakeholder satisfaction? Strategies that tie to our reputation and relationships Critical success factors that indicate success or failure of those strategies How the factors will be measured and managed Process People Internal External Meet and exceed customer expectations Increase order accuracy Right product On time Invoiced accurately Relationships Human Capital Growth Capability

7. Human Capital How will we sustain our ability to change and improve? Strategies that tie to developing our people Critical success factors that indicate success or failure of those strategies How the factors will be measured and managed Process People Internal External Fill critical leadership gaps Increase leadership skills and knowledge in current employee base Hi-potential employees identified Development plans in place Relationships Human Capital Growth Capability

8. Competencies Traits that can be defined or observed and developed that lead to desired performance and results What people can do What people will be able to do What people are willing to do What people want to do Profile the company, functions and jobs Assess, develop, and reward your people Ability Willingness Performance Potential Process People Internal External Career Goals Aptitude Interests & Motives Attitude Beliefs Values Intelligence Personality Learning Capacity Knowledge Skills Relationships Human Capital Growth Capability

9. Profile Define desired state Ability Willingness Performance Potential Experience & Education Readiness Congruency with Operating Principles Position ‘fit’ Career Goals Aptitude Interests & Motives Attitude Beliefs Values Intelligence Personality Learning Capacity Knowledge Skills

10. Assessment Define current state Ability Willingness Performance Potential Tests and Resume Tests, Interview, Inventories Surveys Surveys & Interview Career Goals Aptitude Interests & Motives Attitude Beliefs Values Intelligence Personality Learning Capacity Knowledge Skills

11. Develop Build required competence Ability Willingness Performance Potential Train & Coach Long-term Intervention Congruency Work Developmental Assignments & Coaching Career Goals Aptitude Interests & Motives Attitude Beliefs Values Intelligence Personality Learning Capacity Knowledge Skills

12. Reward Encourage excellence Quantity Quality Performance Development Raise and/or Bonus Developmental Assignment Recognition and/or Incentive Promotion or Special Incentive Readiness How it was done Progress against plan What was done

13. The First Year Planning Define future scenario and vision Define strategies, success factors, measures Define values and culture required Competencies Define for overall organization Roll-out climate survey based on comp & values Build assessment and development tools Balanced Scorecard Draft at executive level and report to company

14. The Second Year Balanced Scorecard Cascade down through all levels of management Review progress quarterly and roll-up reports Competencies Pilot job family profiles in a P&L function Pilot job profiles in that same function Pilot assessment tools Coach and help with creation of individual development plans in the pilot jobs Modify tools and apply to second pilot group

15. The Third Year Balanced Scorecard Continue quarterly progress reviews and reports Modify report cards as needed quarterly Competencies Final revisions after second pilot completed Train facilitators on profiling process and roll out to all job families and jobs Organization Development Design OD assessments and solutions Pilot tools in critical areas

16. The Fourth Year Balanced Scorecard Executive team revisits the strategy Process rolled out across and down all employees Quarterly performance reviews and reports Competencies Managers and supervisors trained to assess and coach employees All employees assessed and development plans drafted Assessments rolled up into reports on state of development for teams, functions, and company OD tools implemented where needs indicated by reports

17. The Fifth Year Balanced Scorecard Strategy revisited and process rolled out annually Quarterly reports and revisions continue Competencies Live and online training programs rolled out Guts work programs launched Mentors and special assignments identified and implemented Leadership development program launched Organization Development Interventions implemented as needed

18. The Sixth Year Balanced Scorecard Process continues Competencies Assessments and development plans re-done every other year beginning in year six All programs reviewed for efficacy Organization Development Managers and supervisors taught basic OD assessment and diagnostic skills Programs reviewed for ROI after implementation

19. Results Employees are aligned with the company’s vision and values Work is completed to improve leading-indicators instead of lagging-indicators of performance Rewards are tied directly to performance and developmental progress Talent is recognized and utilized The company has a leadership brand that will attract top talent Employees are competent before moving up Systems and processes are optimized and constantly improved