Quarterly operating reviews are important meetings held every quarter to review business unit performance, current state, goals, and priorities for the upcoming quarter. This document provides guidance on preparing for, executing, and assessing these reviews to make them as valuable as possible. It recommends developing long-term company goals, creating a dashboard to track KPIs, preparing unit heads with the right questions, customizing the process for company stage, focusing the discussion on priorities, and assessing reviews for continuous improvement. Conducting effective quarterly reviews in this way can help align goals, focus efforts, and move the business forward.
XBOSoft runs through the Top 10 Agile Metrics revealing the most fundamental data points Agile methodology requires to work effectively, and will put you on the highly targeted path to successful implementation of your Agile processes.
XBOSoft and Go2Group run through the top data points you should be measuring in your Agile Workflow. We’ll show you what to track, when and how often, and most importantly – why. Many believe that metrics are useless, but unless you measure, how can you systematically improve or know how you are doing? And with velocity as an overarching objective in agile, you should be tracking other things so that you know what else you could be impacting by going faster. But, with all the metrics so readily available to us today, how do we filter through to the most meaningful?
How to measure your success as a Customer Success ManagerAmity
As CSMs, we can usually rattle off a number of metrics and statistics that we use to measure our customer's health and success -- but it gets a little less standardized when others ask us how we measure our own success. Renewals and churn are both important metrics to keep an eye on, but they're not the only ones.
In this webinar, we’ve partnered with Sparkcentral to discuss:
- The benefits of a top-down approach when re-evaluating CS team goals
- The importance of CSAT metrics
- Which KPIs to measure if Account Management and CS roles are combined
- Which questions to ask yourself when exploring and assessing your team’s current KPIs and goals
Join Krysta Gahagen and Julia Burnett, two Customer Success Managers from Sparkcentral, for the rundown of which KPIs are truly key for CSMs, and why.
XBOSoft runs through the Top 10 Agile Metrics revealing the most fundamental data points Agile methodology requires to work effectively, and will put you on the highly targeted path to successful implementation of your Agile processes.
XBOSoft and Go2Group run through the top data points you should be measuring in your Agile Workflow. We’ll show you what to track, when and how often, and most importantly – why. Many believe that metrics are useless, but unless you measure, how can you systematically improve or know how you are doing? And with velocity as an overarching objective in agile, you should be tracking other things so that you know what else you could be impacting by going faster. But, with all the metrics so readily available to us today, how do we filter through to the most meaningful?
How to measure your success as a Customer Success ManagerAmity
As CSMs, we can usually rattle off a number of metrics and statistics that we use to measure our customer's health and success -- but it gets a little less standardized when others ask us how we measure our own success. Renewals and churn are both important metrics to keep an eye on, but they're not the only ones.
In this webinar, we’ve partnered with Sparkcentral to discuss:
- The benefits of a top-down approach when re-evaluating CS team goals
- The importance of CSAT metrics
- Which KPIs to measure if Account Management and CS roles are combined
- Which questions to ask yourself when exploring and assessing your team’s current KPIs and goals
Join Krysta Gahagen and Julia Burnett, two Customer Success Managers from Sparkcentral, for the rundown of which KPIs are truly key for CSMs, and why.
How to Build the Ultimate Customer Success Board PresentationGainsight
Is there anything that causes more sleepless nights or gray hairs than planning a presentation before your Board of Directors? There’s so much riding on it, from your next fiscal year budget to near-term headcount to (potentially) the future of your career at your company. You know that every slide, every sentence, every chart and figure will be closely scrutinized.
Our all-star panel has been on both sides of this key business event, and they know exactly what you need to do to prepare and execute a flawless presentation for your board. Alfonso de la Nuez is CEO of UserZoom, a highly customer-centric company. Kristina Shen is a partner at Bessemer Venture Partners, and no stranger to receiving presentations on Customer Success. And finally, Nils Vinje is VP Customer Success at Rainforest QA and founder of Glide Consulting.
In this webinar, you will learn:
The top three things every CS leader should include in their deck
What board members really want to know about Customer Success
How to blend metrics, tactics, and strategy into a seamless presentation
And much more
This template will help you codify your customer success strategy. You can read the blog post and download the template here: http://blog.preact.com/customer-success-strategy-template
From customer success metrics to the customer journey, and from the customers' critical path to your customer success team, this template enables you to present your vision to your executive team.
Agile Operations For Optimizing Tasks And Enhancing Team Performance PowerPoi...SlideTeam
Agile Operations refers to the application of agile concepts and techniques for the organizations growth and operations. Agile Methodology mainly focuses on iterative development across the lifecycle of the project and on collaboration and communication between developers and end-users. The goal is to be flexible and adaptable to change. At present, the company wants to implement Agile Methodologies to a project in order to optimize the processes within multiple departments leading to higher quality iteration and customer satisfaction. This presentation provides some information on Agile Operations such as agile project overview with estimated cost, prioritizing agile software development tasks, checklist for effective agile implementation, agile software development stages with estimated time, automation processes in agile operations, most commonly used agile methods worldwide, agile project planning table, agile project task status table, agile operations project cost estimation table, outcomes of implementing agile strategies, team performance measurement after agile implementation, agile software development dashboard with sprint progress etc. After analyzing and studying the Agile Methodologies to implement, the company will lay out the costs involved in application of the selected method with related pros and cons. The goal will be to reduce the time involved in process completion by optimizing the tasks. https://bit.ly/3aYua0P
The Customer Success Playbooks You Need to Drive AdoptionAmity
Driving adoption is critical for ensuring that customers get maximum value out of their technology investment. It is also increasingly important for technology providers as they continue to embrace recurring revenue business models.
Customer Success teams equipped with well-defined playbooks are uniquely positioned to deliver on this charter. In this webinar, Neil Jain and Aman Singh of Waterstone Management Group will share key insights and best practices around how to successfully drive adoption through Customer Success playbooks.
Whether you’ve been doing Customer Success for years or are just getting started, the best step you can take is to understand where you are on the maturity curve so that you can take steps to move forward to the next level.
Totango’s SVP of Customer Success Jim Coleman, presents a maturity model based on Totango’s experience helping hundreds of organizations design, implement, and optimize their Customer Success strategies. This maturity model lets companies figure out where they are with their current initiatives and what they need to do to maximize customer engagement and significantly increase retention.
Customer success continues to be an emerging practice as both technology companies and nontraditional industries move to a new subscription revenue model. A maturity model framework helps companies establish their customer success organizations and initiatives, as well as allowing them to see where they stand and how they can improve as they move through the stages of maturity. www.tsia.com.
Scaling Agile in Regulated Environments: Addressing the Challenges of Complia...Cprime
Engineering tomorrow’s products means keeping ahead and staying relevant in a constantly and rapidly changing environment.
A core characteristic of regulated environments is the necessity to comply with formal standards, regulations, directives and guidance. Organizations must demonstrate that their system meets its intended purpose and has no unintended consequences that might cause harm. They must also develop the objective evidence required to prove that the system conforms to regulatory standards.
The Scaled Agile Framework (SAFe®) addresses the conceptual and process incompatibilities between systems and software. By selecting the right ‘hooks’ in the Scaled Agile Framework, you can achieve high maturity levels for various reference models (Automotive Spice, CMMI, etc.).
In this webinar, we will highlight how to ensure compliance when implementing SAFe in regulated industries and present a recent case study in the Automotive industry.
In this webinar, we will:
· Explore how compliance can be achieved, maintained and proven to regulators.
· Introduce the concepts and practices of Applied SAFe.
· Share a case study for Automotive SPICE 3.0
If you wish to combine agility and efficiency together with compliance to regulatory requirements (both specific reference models, such as SPICE 3.0, as well as your own organization’s reference models), this webinar is well worth your time.
How to Develop a Quarterly Business ReviewGainsight
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation - How to Develop a Quarterly Business Review - is from Pulse 2014, the biggest Customer Success industry event ever and included panelists from Gild, Box, Zuora, Workday
Developing The Ultimate Customer Success Strategy Gainsight
Want to adopt Customer Success but don't know where to start? A seasoned customer success manager looking to optimize your team, workflow and organization?
Accurately defining your Desired Outcomes for each customer segment
Outlining the roadmap to your customer's Desired Outcome
Aligning your team, organization and workflow to optimize for meeting your customer's desired outcomes
During the presentation, the audience will be invited to ask any questions about the content, customer success or Gainsight that come up.
Now that you’ve developed your strategy to optimize customer usage, loyalty and renewal, use this Customer Success Action Plan template to outline the activities you and your team will implement in order to reach your goals.
Learn how to use Gainsight to prep for, conduct, and follow through on effective Executive Business Reviews. In this session, a Gainsight CSM will take you through how to use success plans to streamline your EBR process.
Use this Quarterly Business Review template to help engage your customer in a meaningful dialogue about their success using your product. Specifically designed for SaaS providers, this QBR template has all the slides you need to summarize your customer's use of your product and tie that back to their overall goals. The template is easily customized and has everything you need from the agenda to goal setting, outstanding items, tracking against metrics, health scores, activity scores and even NPS scores.
PERFORMANCE MANAGEMENT kerala UniversityPOOJA UDAYAN
Various methods to evaluate performance at Individual & Team Levels , Team Performance, Performance of Learning Organizations and Virtual Teams: Team Performance Management.
Performance Reviews & Appraisal - Information and Training by Pathway GroupThe Pathway Group
Performance Reviews & Appraisals looks at why reviews and appraisals are important and how they should be conducted.
Pathway Group provide business management training focusing on coaching, mentoring and leadership. For more information about the courses that we offer please call: 0121 707 0550 or e-mail: info@pathwaygroup.co.uk
For more business advice please visit: www.pathway2grow.co.uk/blog
How to Build the Ultimate Customer Success Board PresentationGainsight
Is there anything that causes more sleepless nights or gray hairs than planning a presentation before your Board of Directors? There’s so much riding on it, from your next fiscal year budget to near-term headcount to (potentially) the future of your career at your company. You know that every slide, every sentence, every chart and figure will be closely scrutinized.
Our all-star panel has been on both sides of this key business event, and they know exactly what you need to do to prepare and execute a flawless presentation for your board. Alfonso de la Nuez is CEO of UserZoom, a highly customer-centric company. Kristina Shen is a partner at Bessemer Venture Partners, and no stranger to receiving presentations on Customer Success. And finally, Nils Vinje is VP Customer Success at Rainforest QA and founder of Glide Consulting.
In this webinar, you will learn:
The top three things every CS leader should include in their deck
What board members really want to know about Customer Success
How to blend metrics, tactics, and strategy into a seamless presentation
And much more
This template will help you codify your customer success strategy. You can read the blog post and download the template here: http://blog.preact.com/customer-success-strategy-template
From customer success metrics to the customer journey, and from the customers' critical path to your customer success team, this template enables you to present your vision to your executive team.
Agile Operations For Optimizing Tasks And Enhancing Team Performance PowerPoi...SlideTeam
Agile Operations refers to the application of agile concepts and techniques for the organizations growth and operations. Agile Methodology mainly focuses on iterative development across the lifecycle of the project and on collaboration and communication between developers and end-users. The goal is to be flexible and adaptable to change. At present, the company wants to implement Agile Methodologies to a project in order to optimize the processes within multiple departments leading to higher quality iteration and customer satisfaction. This presentation provides some information on Agile Operations such as agile project overview with estimated cost, prioritizing agile software development tasks, checklist for effective agile implementation, agile software development stages with estimated time, automation processes in agile operations, most commonly used agile methods worldwide, agile project planning table, agile project task status table, agile operations project cost estimation table, outcomes of implementing agile strategies, team performance measurement after agile implementation, agile software development dashboard with sprint progress etc. After analyzing and studying the Agile Methodologies to implement, the company will lay out the costs involved in application of the selected method with related pros and cons. The goal will be to reduce the time involved in process completion by optimizing the tasks. https://bit.ly/3aYua0P
The Customer Success Playbooks You Need to Drive AdoptionAmity
Driving adoption is critical for ensuring that customers get maximum value out of their technology investment. It is also increasingly important for technology providers as they continue to embrace recurring revenue business models.
Customer Success teams equipped with well-defined playbooks are uniquely positioned to deliver on this charter. In this webinar, Neil Jain and Aman Singh of Waterstone Management Group will share key insights and best practices around how to successfully drive adoption through Customer Success playbooks.
Whether you’ve been doing Customer Success for years or are just getting started, the best step you can take is to understand where you are on the maturity curve so that you can take steps to move forward to the next level.
Totango’s SVP of Customer Success Jim Coleman, presents a maturity model based on Totango’s experience helping hundreds of organizations design, implement, and optimize their Customer Success strategies. This maturity model lets companies figure out where they are with their current initiatives and what they need to do to maximize customer engagement and significantly increase retention.
Customer success continues to be an emerging practice as both technology companies and nontraditional industries move to a new subscription revenue model. A maturity model framework helps companies establish their customer success organizations and initiatives, as well as allowing them to see where they stand and how they can improve as they move through the stages of maturity. www.tsia.com.
Scaling Agile in Regulated Environments: Addressing the Challenges of Complia...Cprime
Engineering tomorrow’s products means keeping ahead and staying relevant in a constantly and rapidly changing environment.
A core characteristic of regulated environments is the necessity to comply with formal standards, regulations, directives and guidance. Organizations must demonstrate that their system meets its intended purpose and has no unintended consequences that might cause harm. They must also develop the objective evidence required to prove that the system conforms to regulatory standards.
The Scaled Agile Framework (SAFe®) addresses the conceptual and process incompatibilities between systems and software. By selecting the right ‘hooks’ in the Scaled Agile Framework, you can achieve high maturity levels for various reference models (Automotive Spice, CMMI, etc.).
In this webinar, we will highlight how to ensure compliance when implementing SAFe in regulated industries and present a recent case study in the Automotive industry.
In this webinar, we will:
· Explore how compliance can be achieved, maintained and proven to regulators.
· Introduce the concepts and practices of Applied SAFe.
· Share a case study for Automotive SPICE 3.0
If you wish to combine agility and efficiency together with compliance to regulatory requirements (both specific reference models, such as SPICE 3.0, as well as your own organization’s reference models), this webinar is well worth your time.
How to Develop a Quarterly Business ReviewGainsight
The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale.
In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success.
This presentation - How to Develop a Quarterly Business Review - is from Pulse 2014, the biggest Customer Success industry event ever and included panelists from Gild, Box, Zuora, Workday
Developing The Ultimate Customer Success Strategy Gainsight
Want to adopt Customer Success but don't know where to start? A seasoned customer success manager looking to optimize your team, workflow and organization?
Accurately defining your Desired Outcomes for each customer segment
Outlining the roadmap to your customer's Desired Outcome
Aligning your team, organization and workflow to optimize for meeting your customer's desired outcomes
During the presentation, the audience will be invited to ask any questions about the content, customer success or Gainsight that come up.
Now that you’ve developed your strategy to optimize customer usage, loyalty and renewal, use this Customer Success Action Plan template to outline the activities you and your team will implement in order to reach your goals.
Learn how to use Gainsight to prep for, conduct, and follow through on effective Executive Business Reviews. In this session, a Gainsight CSM will take you through how to use success plans to streamline your EBR process.
Use this Quarterly Business Review template to help engage your customer in a meaningful dialogue about their success using your product. Specifically designed for SaaS providers, this QBR template has all the slides you need to summarize your customer's use of your product and tie that back to their overall goals. The template is easily customized and has everything you need from the agenda to goal setting, outstanding items, tracking against metrics, health scores, activity scores and even NPS scores.
PERFORMANCE MANAGEMENT kerala UniversityPOOJA UDAYAN
Various methods to evaluate performance at Individual & Team Levels , Team Performance, Performance of Learning Organizations and Virtual Teams: Team Performance Management.
Performance Reviews & Appraisal - Information and Training by Pathway GroupThe Pathway Group
Performance Reviews & Appraisals looks at why reviews and appraisals are important and how they should be conducted.
Pathway Group provide business management training focusing on coaching, mentoring and leadership. For more information about the courses that we offer please call: 0121 707 0550 or e-mail: info@pathwaygroup.co.uk
For more business advice please visit: www.pathway2grow.co.uk/blog
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
Strategic Planning for Business Performance by Valio Competitive Intelligence. We give more competitiveness to our clients, creating real measures to evaluate the results of the business.
How to Scale with Usage-Based Pricing with Kyle Poyar from OpenViewOpenView
Usage-based pricing (UBP), also known as consumption-based pricing, is a pricing model that enables customers to pay for a product according to how much they use it. The metric used to measure usage corresponds to how the customer is extracting value from the product. UBP is becoming increasingly prevalent within SaaS, replacing more traditional subscription- and seat-based pricing models. Learn more at https://openviewpartners.com/blog/
Investment banks can provide a tremendous amount of value to your business. This might be most clear when it comes to assisting with a sale process or preparing for an IPO, but advice and guidance often begins well before a transaction.
You don’t need to be actively pursuing an exit to begin speaking with banks. Building relationships early on can provide perspective on who would be the best partner down the road, and are often great resources before engaging as well.
Read more at https://openviewpartners.com/blog/
A common problem facing startup founders is how to adequately fund their businesses from inception through profitability.
Many rely on equity raises to climb up the J-curve, but the dilution that results is often a hefty price to pay. Fortunately, that isn’t the only option.
Venture debt is a potentially attractive alternative that founders tend to under-utilize. Whether you’re looking for a source of growth capital with minimal dilution, a way to extend your runway between equity financings, or both, venture debt is an important component of the capital structure for many venture-backed startups.
What’s best is that you don’t need to be an expert in debt financing to make venture debt work for your business. What you do need to understand, however, is how and when to access the venture debt markets.
Read more here: https://openviewpartners.com/blog
11 PLG Principles for the Age of Connected Work from OpenViewOpenView
We’re often asked “How do we become PLG?” While there is no one way to PLG, we have accumulated a number of principles below to guide entrepreneurs. Building upon our inaugural post on what is PLG, we are launching our PLG principles for the Age of Connected Work. Public company PLG leaders like Datadog, Snowflake and HubSpot have adopted at least nine of the principles and are rewarded with outsized valuations–more on that later.
You don’t need to adopt all 11 principles to be PLG, but use as many as are applicable for your market to build a defensible competitive advantage for your business and win in the long-term. Start by embracing the Build principles; otherwise you’ll be optimizing from a shaky foundation. Then layer on Deliver and Monetize principles to amplify your efforts.
Read more at https://openviewpartners.com/blog/age-of-connected-work/
Developer-focused tools can greatly improve organic discovery and conversion by ensuring that their documentation acts as a side-door to the product.
Often, developer documentation is so product and feature focused that it doesn’t answer the question ”What’s in it for me with this product?”
We researched 20+ developer-focused products’ documentation using the internet archive to understand trends and best practices used by top companies in the space.
It’s important to note that this is a follow on to our Developer Buyer Journey, and we recommend reviewing that first.
What Happened After SaaS Companies Introduced Free Offerings Last YearOpenView
2020 was the year of free. And 2021 is the year of reaping the rewards. Let's dig into what happened when SaaS companies started to give away their products.
Product Led Growth (PLG) is a go-to-market strategy that relies on product usage as the primary driver of acquisition, conversion and expansion. Learn why we're now in the end user era and how your org can adapt.
Anyone who has ever tried to sell software to developers probably learned pretty quickly that traditional B2B marketing tactics just plain don’t work. Developers are a tough crowd, their time is extremely valuable, and they’re allergic to anything that even remotely feels, tastes, or smells like marketing.
How Organizations Can Focus Sales for Maximum ImpactOpenView
The best PLG businesses have a dirty secret: They all have sales teams. In fact, they’re doubling down on these teams.
But that doesn’t mean their unit economics are going to get any less attractive, or that they’ll build their sales team at the same pace that their lead volume increases.
How are the best companies doing this? Focus. We used to want to build a big funnel to give our sales team plenty of leads—but many of the experts Sam Richard spoke with from InVision, Wistia, Hubspot and more told me that they’re “splitting the funnel,” or narrowing it, to keep their teams laser-focused on the leads that make sense for their business.
Sam just finished a project with an OpenView portfolio company that wanted help identifying ways to keep their sales team focused on the best accounts coming through their free tool. During the course of the work, Sam consulted with experts and pretended to be a lead in order to shape some findings that she would now like to share with the community.
We invite you to check out Sam's findings, best practices and suggestions to rethink how you’re applying sales resources at your own organization. We hope this helps provide some guidance, and we’d love to know how your organization does this or what companies you admire who do this well. Reach out on Twitter or LinkedIn.
The Recession Planning Framework for StartupsOpenView
We are “officially” entering a recession. That’s likely not a surprise to hear.
For SaaS companies, a recession is defined by a few things:
Churn increases (big time)
ARR growth decreases (big time)
Cash burn feels like bleeding out (big time)
Runway is king
You’ve probably read this same kind of advice in many doom and gloom posts over the last month or so.
But how do you turn these high-level truths into practical action?
I put together this Recession Planning Framework based on how I have seen the best SaaS CEOs leading through this crisis.
I hope that it makes planning during this uncertain time feel less like summoning a crystal ball and more like navigating with a map .
This framework is meant to help you develop the map so you can then focus on navigation.
Step up. Lean in. Be strong. Make decisions. Move forward.
It’s never been more imperative to understand if you're providing enough value to your customers. Check out our best practices for building a customer health score based on product analytics, customer success, and support data.
Product Led Growth (PLG) is a go-to-market strategy that relies on product usage as the primary driver of acquisition, conversion and expansion. Learn why we're now in the end user era and how your org can adapt.
We uncovered a lot of information in our 2019 Expansion SaaS Benchmarks survey. What's keeping founders up at night, what the fundraising landscape looks like and how a product led growth strategy can help you narrow your focus to see better results.
Over the past few decades, buyer power shifted from the executive to the end user. OV's Kyle Poyar explains how this shift occurred and how product led growth is how you adapt.
OpenView surveyed over 500 companies, from pre-revenue to $150M+ ARR publicly traded SaaS companies, about what does and doesn't work when it comes to scaling a business.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
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Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
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While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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2. TABLE OF CONTENTS
Foreword............................................................................................................................... 1
Understanding Operating Reviews:
What Are They and Why Are They Important?........................................................................... 2
Operating Reviews Defined.......................................................................................................2
The Benefits of Operating Reviews.............................................................................................3
Customizing Your Approach to Match Your Company ...................................................................5
Preparation, Execution, and Assessment: Key Steps to Conducting Successful Operating Reviews...... 6
6 Preparatory Practices That Will Improve Execution...................................................................6
A Few Basic Rules for Quarterly Operating Review Execution......................................................11
Properly Assessing Operating Review Performance....................................................................11
Common Operating Review Challenges and Solutions to Overcome Them.................................. 12
The Road Ahead: Checklists and Additional Resources to Get You Up and Running.................... 15
Checklist for the CEO ............................................................................................................16
Checklist for the CFO ............................................................................................................17
Checklist for the Unit Head Leading the Operating Review.........................................................18
Checklist for the Meeting Participants......................................................................................20
Checklist for the Facilitator.....................................................................................................21
Operating Review Assessment.................................................................................................22
Additional Resources..............................................................................................................26
3. FOREWORD
When your business was started, there were
a set of goals that were important
to your founders.
They wanted to create something exciting and meaningful that could impact or disrupt a particular market. They hoped
to build a highly effective, cohesive team and they aspired to grow the company efficiently and smartly, pivoting and
adjusting to respond to new opportunities or embrace new goals. If everything worked well, the company reached a level
of success that allowed it to grow.
As your company expanded, you hired more people and split the company into departments. You probably also hired
new operating heads for some of your departments as they continued to grow.
Many organizations “go sideways” at this point, as managers sometimes get stuck in the day-to-day execution of the
business and sometimes have too many goals, conflicting goals, the wrong goals, or no goals at all. They also may
have managers or employees who aren’t performing well and not even realize it. These issues lead to lower market
competitiveness, customer attrition, and the loss of their best employees.
Expansion-stage organizations need a new approach to ensuring that they have the right people and that they are
doing the right things the right way.
That’s why, instituting a quarterly operating review process — even though it takes time to assemble and conduct —
is critical, regardless of your company’s maturity. These regular reviews ultimately allow you to improve, refine, and
adjust executional performance, and equip you with the strategic direction and focus you need to achieve the goals
you set for your business.
Put simply, a quarterly operating review process, like the one we lay out in this eBook, is something you must have
in place if you are going to make the most of your company’s potential. As OpenView venture partner George Roberts
points out, given the option of a quarterly operating review or a quarterly board meeting, the operating review wins
every time. There’s no meeting that more consistently impacts the performance of a company.
“Quarterly Operating Reviews: Moving Your Business Forward by Looking Back” covers the basics of quarterly operat-
ing reviews, why they’re beneficial, how to prepare for them, and how to execute and assess each meeting. Addition-
ally, we’ve included a set of checklists that should help every person involved in quarterly operating reviews ensure
that they’ve done everything in their power to create successful meetings.
So, what are you waiting for? Let’s get started!
Scott Maxwell
Senior Managing Director and Founder
OpenView Venture Partners
Quarterly Operating Reviews: Moving Your Business Forward by Looking Back | 1
4. Understanding Operating Reviews:
What Are They and Why Are They Important?
Effective leaders maximize the performance of their
“Success isn’t a matter of
companies by developing great aspirations (including a chance, but rather a mat-
mission, vision, and values) and solid long-term goals.
They then rigorously execute against those goals while
ter of choice. This concept
continuously iterating on them over time. As a leader, really encapsulates why
your role is to guide this process at regular intervals
(weekly, monthly, quarterly, or annually), thereby help- having a clear strategic direction and
ing to ensure that you have a systematic approach to strategic plan with a focused imple-
realizing your goals and being successful.
mentation process in place is important.
Conducting quarterly operating reviews can get you
there by helping managers:
Business success isn’t going to happen
• Understand the current state of their company and by accident. You must look into the future
markets and create a plan for wherever you’re
• Identify and prioritize the best goals/initiatives for
trying to go.”
the following quarter (i.e., the goals that will expe-
dite your company’s progress toward meeting long- Erica Olsen, Co-founder and COO, M3 Planning,
taken from Strategic Planning Kit for Dummies
term goals)
Operating reviews are at the heart of integrating strategy OPERATING REVIEWS DEFINED
with operations and are both intuitively and analytically
derived. They also provide key stakeholders and outside Operating reviews are typically quarterly meetings
experts with a forum to examine and debate the cur- (although they can also be held weekly, bi-weekly,
rent state of your business as well as the top issues, monthly, semi-annually, or annually) that are used to
opportunities, and priorities going forward. Ultimately, set and prioritize operating unit-level goals for the fol-
they help you determine the more important initiatives lowing quarter.
to work on during the following quarter.
During operating review meetings, department heads:
“Quarterly Operating Reviews: Moving Your Business • Share key successes
Forward by Looking Back” is a guide to formalizing the • Describe the current state of their unit, markets,
process of conducting quarterly operating reviews and and goals
— more importantly — making the most out of them. It • Identify obstacles and impediments as well as
will show you how to guide your unit heads to prepare ways to overcome them
the right information for these meetings, how to have
• Suggest ideas for improvements
productive conversations during the reviews, and how to
• Solicit advice from others
assess the reviews so that you can continue to improve
the practice over time. • Discuss possible goals for the upcoming quarter
Quarterly Operating Reviews: Moving Your Business Forward by Looking Back | 2
5. The overall objective is to develop a list of the best pos- THE BENEFITS OF OPERATING REVIEWS
sible goals for the following quarter based on the prep
work done for the meeting and the discussion the meet- From a corporate perspective and that of the CEO, estab-
ing produces. lishing a quarterly rhythm for operating reviews will help
you realize your most important long-term goals faster
While the time between operating reviews can vary, this and more effectively. The power of operating reviews
eBook focuses on quarterly operating reviews as part comes from their ability to:
of a quarterly management rhythm that consists of the
operating review itself plus five additional steps, all of • Align each operating unit’s quarterly goals with the
current state of your markets, other operating units,
which are conducted every three months:
and the company’s long-term priority goals
1. Quarterly Operating Reviews. The senior manage-
• Focus each operating unit on the most important
ment team and select outside advisors review an goals to accomplish the following quarter and mini-
operating unit’s performance, current state, lon- mize other activities that distract from the focal
ger-term goals, and possible goals for the unit for points
the following quarter. • Ensure that each unit is clear on its goals; has the
2. Prioritization. Senior management prioritizes the
appropriate resources, confidence, and conviction to
possible goals for the following quarter. realize those goals; and has taken responsibility for
achieving those goals
3. Planning. The unit team creates initial plans for
meeting prioritized goals, determines how many • Maximize the opportunity for each unit to accomplish
of them can be accomplished the following quar- its most important goals
ter, and determines how adjusting resources can
For department managers, operational reviews create an
impact the number of prioritized goals the unit
opportunity to:
accomplishes. The unit head then works with the
• Gain a clear perspective on where the department is
CEO and CFO to lock in the planned goals and
now and where it needs to go by stepping back from
available resources for the quarter.
day-to-day management activities to assess the unit
4. Execution. The unit team (and possibly others)
and its goals
executes the plans to meet the quarterly goals.
• Gather ideas and perspectives from other senior man-
5. Check. The unit team monitors the progress being
agers and outside advisors to help improve the list of
made against the goals. goals for the following quarter
6. Retrospectives. The unit team and other partici-
• Identify your most important goals and initiatives to
pants reflect on the goals, initiatives, activities, move them forward over the next 90 days
and results for the prior quarter and create a pri- • Ensure that your unit’s quarterly goals are aligned
oritized list of adjustments that the team proposes with the company’s most important long-term goals
to make the following quarter.
• Agree on the resource requirements and activities
from outside the department (e.g., other depart-
Integral to the quarterly management rhythm, operating
ments, outside advisors) that will be available to help
reviews enable managers to more thoughtfully assess
meet the goals
results and realign goals, strategies, staffing, and other
resources. The process keeps the executive team better Many of the business benefits of operating reviews
informed of each department’s activities, progress, goals, come from the work done to prepare for the meeting
and needs. It also ensures that department heads are itself. It’s often difficult for managers to step away from
accountable and responsible, and that all departments day-to-day business tasks and consider the unit from a
are aligned with the company’s strategic goals. broader perspective. Operating reviews help create this
discipline.
Quarterly Operating Reviews: Moving Your Business Forward by Looking Back | 3
6. Additionally, businesses can benefit significantly by set-
ting aside time to bring their management teams, unit
How Can You Improve
heads, board members, and outside advisors together Market Clarity?
to share their unique experience and perspectives. With
quarterly operating reviews, each of these role players The answer is simple in theory, but difficult to
can voice their insight and help the company identify achieve in practice. Companies need strong, long-
new goals or opportunities that align with the business’s term senior management level support to improve
overall strategy. market clarity. There are four management prac-
tices that will significantly raise your probability
Another important benefit of operating reviews is that for success:
they create opportunities for the operating heads to hear
• Prioritization
from one another as well as from outside parties (board
• Collaboration
members and external advisors) whose unique experi-
ences with other companies and can be extremely useful. • Iteration
• Rigorous quarterly reviews at the senior
management level
Once an expansion-stage
Every quarter, your company’s market clarity team
software company raises needs to check its progress, reflect on the work
and results to date, and determine what the best
growth equity, it’s all about prioritized actions are to improve market clarity
in the following quarter. That work should then
execution — not capital.
be reviewed and discussed at the senior manage-
Quarterly reviews are all about improv- ment level, leading to final prioritized plans that
the senior management team can commit to.
ing, adjusting, and refining executional
The key discovery that OpenView has reaffirmed
performance. If I had to choose between over time is that companies can actually design
their growth by creating high market clarity. As
a board meeting or an operating review you penetrate and begin to own target segments,
to have each quarter with our portfolio you can use market clarity to increase and main-
tain your stranglehold on those segments.
companies, the operating review would
Of course, it’s only helpful if you maintain it. Market
always win. It’s the one meeting that clarity is not a one-time commitment. As your com-
pany grows and expands with new product offerings
consistently makes a difference in the and new target segments, your market clarity will
need to follow that same growth trajectory.
performance of the team.”
Scott Maxwell
George Roberts, Venture Partner, OpenView Venture Partners Senior Managing Director and Founder
OpenView Venture Partners
Quarterly Operating Reviews: Moving Your Business Forward by Looking Back | 4
7. CUSTOMIZING YOUR APPROACH TO MATCH YOUR COMPANY
Operating review meetings must be designed to align with a company’s maturity in terms of size, management sophis-
tication, and development (i.e., startup, expansion-stage, or large growth-stage company).
As with all practices, too much process and structure creates bureaucracy, while too little can lead to chaos. The trick
is to achieve the optimal level of process and structure for your company’s current state and to then adjust it over time
as the company matures. For example:
An early stage company might have a single operating review meeting with the entire
team, including board members and external advisors, present to review the company’s
operations in their entirety. Early stage operating reviews might focus on product and
customer development, reviewing strategies at the same time that operations are
EARLY STAGE
being reviewed.
COMPANY
In other words, early in a company’s development, quarterly operating reviews may
serve as both an operating and a strategic review until the company matures to
the point where it is able to execute on annual strategic planning meetings. As the
company grows and matures, the team might add additional meetings to ensure that
other areas of the company are getting adequate focus and attention.
An expansion-stage company might have an operating review for each of the CEO’s
direct reports and include the senior management team and board of directors in
each meeting. As the company grows, it might substitute certain members of the
EXPANSION-STAGE board with specialized outside advisors for specific meetings to ensure that the team
COMPANY is getting the best idea.
A large growth-stage company might have an operating review for each of its major
functional areas and business units, and include certain members of the senior
management team and specialized outside advisors at each meeting.
LARGE GROWTH-STAGE The remainder of this eBook focuses on operational reviews for expansion-stage
COMPANY companies (generally companies with 20 to 300 employees). However, these
approaches can be customized to companies of any stage or maturity level. As with
any practice, there are many ways to execute operating reviews, so take OpenView’s
approach as a standard practice that can be customized into a best practice to meet
your particular needs.
Quarterly Operating Reviews: Moving Your Business Forward by Looking Back | 5
8. Preparation, Execution, and Assessment: Key Steps
to Conducting Successful Operating Reviews
Now that you understand the essence of quarterly operating reviews and why they can improve your expansion-stage
business’s short- and long-term performance, it’s time to dive into how to actually prepare for, execute, and assess
your own review process.
This section provides a complete list of practices that will help you better prepare for your quarterly reviews, along with
some steps you need to take to execute and assess those reviews. Ultimately, this collective process will increase the
holistic value of your quarterly operating reviews and significantly boost the impact that they can have on your business.
Ready to get started?
6 PREPARATORY PRACTICES THAT WILL IMPROVE EXECUTION
Vince Lombardi once famously said that the will to win is not nearly as important as the will to prepare to win. In
other words, wanting to be successful at something — whether it’s football or business — is the easy part. Preparing
well enough to execute the drivers of that success is the real challenge. That’s why the six practices below can be the
difference between executing marginally helpful quarterly operating reviews and highly informative ones.
Don’t be alarmed if you haven’t completed all of these items before your first operating review — these practices
evolve together in an iterative manner. Focus on just getting started with the operating reviews on a quarterly basis
and develop these practices as you have time. Your goal should be to try to adjust and improve each of these prac-
tices, as well as your overall operating review practices, on a regular basis.
DEVELOP LONG-TERM, COMPANY-LEVEL from this practice and develop them before proceed-
1.
ASPIRATIONS AND GOALS ing. (For details on this process, check out OpenView’s
eBook, What Really Matters: A Guide to Defining and
Since one of the outcomes of quarterly operating reviews Realizing Your Company’s Aspirations.)
is to ensure you are aligned with long-term goals, you
need to make sure you’ve established those long-term Alternatively, you should at least set aside some time to
goals in the first place. Ideally, you’ll have done that develop and communicate three to five long-term goals
already and communicated your mission, vision, values, (milestones) so that you have something to align your
strategy, and annual goals for the company. You should quarterly goals to. This approach works particularly well
also ensure that all department managers have a clear for early stage companies that have not yet locked into a
understanding of those goals and that they’ve clearly specific product market and/or a specific customer seg-
conveyed them to your employees. ment. However, it can also be useful for early expansion-
stage companies that are not ready (for whatever reason)
If you don’t have your complete long-term aspirations to develop a complete set of long-term goals for the
and goals worked out, it might be good to step away company.
Quarterly Operating Reviews: Moving Your Business Forward by Looking Back | 6
9. ENSURE EACH OPERATING UNIT UNDER- HAVE EACH OPERATING UNIT DEVELOP
2. 3.
STANDS ITS LONG-TERM GOALS AND ITS OPERATING SYSTEM FRAMEWORK
RESPONSIBILITIES
To complete this step, the CEO and CFO must lead the Each unit head (working with the CFO and, in some
charge together by: circumstances, the CEO and/or outside advisors) should
have an objective framework in place for the unit to
• Determining the long-term goals that each operating assess itself on a regular basis (weekly, monthly, and
unit head is responsible for. Ideally, each operating quarterly). Overall, there should be visible and well-
head owns one of the annual goals, though the goals communicated information available to all of the senior
may need to be divided differently (e.g., disaggregate managers, including:
certain annual goals into their functional components
and then assign them). Ensure that operating heads • The unit’s longer-term goals and, possibly, its aspira-
understand and have the skills and resources to tions
accomplish their goals, and that they are not so over- • A summary of the unit’s current quarterly goals and
burdened that they cannot accomplish them (two to measures against those goals
four key goals per manager is a good rule of thumb).
• Plans to achieve these goals, including the specific
• Ensuring that what it means to successfully complete tasks and associated deliverables
each goal is clearly defined. Whatever your definition • Current operating methodologies
of success is, it should be easily measurable so that
it’s crystal clear to everyone what achieving the goal • KPI results and targets
means. Sometimes, that entails having a measure • Analytics and drivers behind each gap in performance
(e.g., new customer bookings) and a target (e.g., $10 (updated periodically)
million). Other times this involves something that is • An organizational chart that identifies key gaps
more binary (e.g., hiring a top VP of Customer Service
• A unit calendar that helps everyone understand the
by a specific date).
key meetings and the overall approach to managing
• Requiring unit heads to understand the importance of the unit
quarterly operating reviews. A successful review pro- • Ongoing lists of issues and a list of possible goals for
cess will be difficult to implement if the unit heads the following quarter
aren’t giving adequate attention to the effort or don’t
• Required resources, if any, to achieve goals
truly understand their responsibilities.
• Anticipated impediments and plans to remove them
• Delivering draft presentations and other supporting
This information will help the unit during its weekly and
materials to the participants well in advance of each
monthly meetings and prove valuable as the unit head
operating review. The goal here is to make certain
prepares for quarterly operating reviews.
that ample analysis and thought have gone into devel-
oping any materials being shared at quarterly review
meetings. Pre-review meetings are a good venue to
4. SET AN AGENDA
ensure that one-on-one feedback and guidance are
given to functional managers.
The best operating reviews are separated into two sec-
• Making it clear that all unit heads must take responsi- tions: one that catches everyone up on the unit and
bility for their respective goals. It’s critical to establish the current state of the markets, and another where the
purpose, responsibility, and accountability through- conversation is focused on the unit’s future direction.
out the organization. Having all unit heads attend the
The first part is retrospective in nature; the manager up-
operating reviews establishes a broad understanding
dates everyone on the progress since the last operating
of the business, key dependencies, shared resource
review, reflecting on what worked and what didn’t, and why.
allocation issues, and shared objectives.
Quarterly Operating Reviews: Moving Your Business Forward by Looking Back | 7
10. This part of the meeting serves as a forum to: ongoing performance reports and everyone is expected
• Remind everyone of the unit’s longer-term goals and to read and comment on them. In this case, the retro-
spective portion of the meeting can be very short and be
the goals that were set for the prior quarter
used to answer any questions the team has.
• Compare results against goals from the prior quarter
• Review the successes and failures of initiatives from The second part of the meeting is prospective in nature;
participants help the operating manager determine the
the last operating review
best possible goals for the following quarter. This part of
• Analyze KPI results for the previous quarter against
the meeting serves as a forum to:
short- and long-term targets
• Discuss the potential goals developed by the operat-
• Dive deeper into the KPIs that are off-target and dis- ing unit prior to the meeting
cuss possible causes for the gaps
• Brainstorm a list of potential initiatives going forward
• Examine the organizational chart
• Exchange a list of potential things to stop doing going
• Review assessments and/or capability maturity of the forward
unit, including:
• Prioritize (first cut with a rough cost/benefit) the goals
– The unit’s customer/market impact during the
for further review at a later prioritization meeting
previous quarter
– Methodologies/processes used by the depart- • Discuss the new resources that might be required to
ment, and the KPIs and targets for each meet the goals and the resources that will be freed
– People up through productivity improvements, as well as the
tasks that the unit will stop doing
– Organizing approaches
– Economic model KPIs and targets • Examine possible impediments to success and
approaches to removing them
• Discuss obstacles to improvement
• Determine a rough prioritization of the unit’s most
• Describe the current issues and opportunities in the
important goals
department and the list of ideas for improving them
During this part of the meeting, participants should
Some of the best companies spend very little or no time offer independent ideas to identify the complete set of
on the retrospective portion of the operating review. potential goals, debate the merits of each, and deter-
Instead, they regularly circulate the information in mine the short list of prioritized goals.
“Operating reviews are a crucial part of our management cadence because
they force us to focus strategically at least once a quarter, even if it is just for
an afternoon. The reality is, we often set strategic goals, and then as soon as
the planning meeting is over, we forget about them. With the rigor of a quarterly
operations review, not only are you forced to reflect on why you did or did not achieve those
goals, you have to do it in front of the rest of the management team and potentially even a
board member. It’s an amazing vehicle for focus and honesty.”
Pete Gombert, CEO, Balihoo
Quarterly Operating Reviews: Moving Your Business Forward by Looking Back | 8
11. 5. ASSIGN ROLES THREE EXECUTION ROLES
There are three primary roles for both the preparation 1. The unit head is responsible for leading the conversa-
for and execution of an operating reviews practice (this tion on his or her unit, including:
eBook contains several attachments that help each of the • Presenting the unit’s current state and proposed goals
people involved with the roles to initiate the practice): for the following quarter
THREE PREPARATION ROLES • Absorbing the meeting participants’ points of view,
and identifying the insights that will help the unit
1. The CEO is responsible for: perform better in the future
• Ensuring that the team is fully committed to the oper- • Facilitating a discussion around alternative goals and
ating reviews, that the unit has the right set of outside the overall prioritization of those goals
advisors, that the first set of KPIs for each operating
unit has been established, and that dashboards to 2. The meeting participants (CEO, CFO, other operating
report on the KPIs have been established heads, the board of directors, and outside experts) are
• Reviewing and commenting on draft presentations responsible for bringing a unique outside view to the
management team, including:
• Providing support for any necessary changes moving
forward • Asking penetrating questions
• Helping the unit heads identify better approaches for • Helping the unit heads identify better approaches for
assessing their units assessing their units and each unit’s strengths and
weaknesses
• Helping to identify each unit’s strengths and weak-
nesses • Bringing new practices and people to the attention
of the operating unit heads to help the units function
• Bringing new practices and people to the attention of
better
the unit heads to help the units function better
• Offering possible goals and helping to prioritize the
• Offering possible goals and helping to prioritize the
list of goals
list of goals prior to the meetings
3. The meeting facilitator is responsible for setting the
2. The CFO is responsible for:
tone by nurturing dynamic, constructive debate. Any of
• Ensuring that each operating unit understands its bud- a number of people can serve as facilitator, but ideally
get and has the resources it needs to meet its goals the facilitator is the only person playing that role, and is
• Educating unit heads about their unit’s economic not a unit head or a meeting participant.
models and long-term financial and operational goals;
In addition, it’s helpful to assign someone to handle the
how their units fit into the company’s overall eco-
typical administrative tasks associated with important
nomic model; and how their units are measured
meetings, including:
• Providing top-notch (and independent) objective
• Preparing and distributing meeting agendas
financial and operating metrics to the unit
• Informing participants of the time, date, and location
• Ensuring that the appropriate financial and opera-
of the meetings
tional control systems are in place
• Booking the rooms and arranging for the technology
3. The unit head is responsible for working with the needed as well as refreshments
CEO, CFO, and operating unit to develop the material • Updating the people presenting and preparing infor-
for the operating review. mation for the meeting
• Taking notes during the meetings
Quarterly Operating Reviews: Moving Your Business Forward by Looking Back | 9
12. • Following up with individuals regarding action items The first operating review meetings tend to be longer.
that were agreed to at the meetings As the senior management team gains experience with
• Following up with participants and gathering feed- the rhythm, the preparation materials get better, and
back and assessments on how to improve each oper- the participants become more knowledgeable about
ating review meeting going forward each unit, the meetings will tend to become shorter.
Well-run units with managers who are fully prepared
• Preparing and distributing notes from the meetings
with the right material tend to have the shortest operat-
ing reviews, which last about one hour.
6. SCHEDULE THE REVIEWS INTO Operating reviews should be held at the beginning of
YOUR CALENDARS every quarter. A series of meetings (one for each unit)
can be scheduled over the course of one or more days,
A typical operating review will take one to three hours
preferably off-site.
of dedicated time depending on the preparation of the
material, the importance of the unit to the company’s Since many board members will participate in operating
current long-term goals, and the number of issues in reviews and the material from reviews will go into board
the unit. packages, it is helpful to schedule the operating reviews
directly before the company’s quarterly board meeting.
“Conducting quarterly business reviews is always a challenge
because expansion-stage companies are often understaffed and
overworked. The last thing one needs is another review. But this
type of thinking can be dangerous. The CEO needs to make sure
that these reviews are relevant and consistently done. Good reviews ensure that
your operating plans stay current.”
Michael Sharma, CEO, Exinda Networks
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