This document summarizes Mass Ingenuity's NOW Management System, which aims to improve business results by guiding leadership teams through customizing and installing a management framework. The system is designed to visually inform employees about routine work and strategic initiatives, define priorities and accountabilities, and provide real-time performance transparency. It is claimed to improve customer experience, reduce costs, and accelerate growth. Typical client results show profit growth, 30% improved employee engagement, and 10-15% reduced costs within 12-24 months of implementing the system.
Improving Employee Engagement through a Culture of InnovationTalentMap
The top organizations in Canada in terms of employee engagement all foster a strong culture of innovation. What does this mean? How can we do that in our organizations? How do we do this in the public sector or not-for-profit sectors (as well as in our companies)?
Managing a professional services firm is hard work. Firm leaders must juggle marketing, business development, client service, staff recruiting, development and retention to a successful outcome for everyone involved. There is one thing that
firm leaders must feel comfortable with that links all of these firm management initiatives together — technology.
Marco gianotten - empathie maakt winnaars - SEE 2016TOPdesk
De klassieke SLA’s (door Marco Gianotten omgedoopt tot Secret, Lies and Assumptions) zijn verouderd. Giarte introduceert XLA’s: eXperience Level Agreements, waarbij vooral de beleving van de relatie centraal komt te staan. Minder van het technische en analytische linker hersenhelft-denken, en juist meer empathische en mensgerichte rechter hersenhelft-denken.
A basic understanding of how change can be managed in the digital transformation of business. It covers the idea of change management, achieving digital transformation, and the way both can be related.
Improving Employee Engagement through a Culture of InnovationTalentMap
The top organizations in Canada in terms of employee engagement all foster a strong culture of innovation. What does this mean? How can we do that in our organizations? How do we do this in the public sector or not-for-profit sectors (as well as in our companies)?
Managing a professional services firm is hard work. Firm leaders must juggle marketing, business development, client service, staff recruiting, development and retention to a successful outcome for everyone involved. There is one thing that
firm leaders must feel comfortable with that links all of these firm management initiatives together — technology.
Marco gianotten - empathie maakt winnaars - SEE 2016TOPdesk
De klassieke SLA’s (door Marco Gianotten omgedoopt tot Secret, Lies and Assumptions) zijn verouderd. Giarte introduceert XLA’s: eXperience Level Agreements, waarbij vooral de beleving van de relatie centraal komt te staan. Minder van het technische en analytische linker hersenhelft-denken, en juist meer empathische en mensgerichte rechter hersenhelft-denken.
A basic understanding of how change can be managed in the digital transformation of business. It covers the idea of change management, achieving digital transformation, and the way both can be related.
Managing Employee Engagement through Organizational ChangeTalentMap
Our experience in working with hundreds of organizations shows that undergoing significant organizational change does not mean that employee engagement has to suffer as a result. Managed well, organizational change can drive big improvements in engagement. Yes, improvements! In fact, one client very recently achieved a 16% improvement in employee engagement while undergoing significant change and restructuring. How?
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
Engaging New Employees Through Effective Onboarding - 13aug15TalentMap
Attitudes begin to form at the initial point of contact with an organization. There is no better place to start applying glue than when you are welcoming new employees to your company. Smart companies take advantage of these early days in order to ensure a strong, productive, and dedicated workforce.
Norm Baillie-David, as the frequently discussed topic of engaging Millennial employees is thoroughly explored. We look at who the Millennial employees are, some myths and facts, speak with a panel of Millennials and finally discuss the implications of engaging Millennials.
Now more than ever, IT is expected to take customer satisfaction to higher levels, while keeping costs down. Enter the Service Catalog. Implementing a service catalog will not only improve the relationship between customers and IT, it can also help IT better align with the needs of the business.
During this session we’ll explore:
• What is a Service Catalog
• How a Service Catalog can improve the relationship between IT and customers
• How a Service Catalog can help IT align with the business
• Key considerations for a successful Service Catalog implementation
The New Process Genome: Recoding Business Process Work to Thrive in the Moder...Cognizant
Work processes, including those in the banking, healthcare and insurance industries, are undergoing significant change -- making it hard for executives to maintain the status quo. Best practices and new research insights emphasize the new role of shared services,and how businesses can begin to re-code their business process architecutres to reduce costs, drive innovation and successfully compete in the digital economy.
Tendencias y mejores prácticas del Financial Performance ManagementNexolution
En el área de Finanzas existen dos roles fundamentales que son más necesarios equilibrar. En el primero debe de enfocarse en realizar una serie de controles y verificaciones. En el segundo aprovechar su amplia experiencia sobre el conocimiento de los recursos necesarios que generan un determinado nivel de ingresos.
La forma en que Finanzas encuentra este equilibrio (y muchos otros) determina en gran parte el éxito o el fracaso de la empresa.
Lo invitamos a ver nuestra presentación: “Mejores prácticas del Financial Performance Management”, donde le mostraremos de que manera encontrar el equilibrio para el éxito de la corporación alineando procesos y controles, y al mismo tiempo asesorando al negocio sobre direcciones futuras.
The world has changed. Throughout most of the 20th century a company’s cost structure and competitive advantage was driven by scale—larger operations typically had lower costs and could dominate their industries by offering consumers better products at lower prices. However, that is no longer the case. Complexity, driven by SKU growth, increased number of channels, lengthened supply chains and globalization, is now the most significant driver of most companies’ ability to compete. Risk and cost both rise exponentially with complexity, but most companies are ill-equipped to recognize, manage and remove the complexity that is inhibiting their success.
The first step in managing complexity is understanding it—where it comes from, how it manifests itself and knowing the difference between good and bad complexity. Doing so requires taking a different view of accounting for complexity; applying Square Root Costing to complexity-driven, NVA costs paints a truer picture of complexity’s impact. This understanding supports important decisions around product offerings, pricing, production scheduling, inventory levels, vendor selection, component rationalization and process standardization.
The adoption of a single management system to define key controls processes addresses a company’s organizational and process complexity by driving standardization and consistency and removing NVA complexity to drive performance. And the success of a management system is dependent on a well-defined and purposefully-managed culture that supports it.
Developing a true understanding of the sources and impacts of complexity and then addressing complexity in a systematic, thoughtful way will eliminate risk, decrease costs, improve service levels and prepare companies to compete in the 21st century.
In this presentation we will:
Explore the sources of supply chain complexity
Discuss how supply chain complexity manifests itself in high costs and poor performance
Explain the Square Root Costing approach for properly allocating the costs of complexity
Review strategies for eliminating NVA complexity and managing value-added complexity
Managing Employee Engagement through Organizational ChangeTalentMap
Our experience in working with hundreds of organizations shows that undergoing significant organizational change does not mean that employee engagement has to suffer as a result. Managed well, organizational change can drive big improvements in engagement. Yes, improvements! In fact, one client very recently achieved a 16% improvement in employee engagement while undergoing significant change and restructuring. How?
Engaging your Employees through a Compelling Organizational VisionTalentMap
Do you know the single, most important, factor in determining how engaged your employees are? Compensation? Teamwork? Feedback and Recognition? Nope. All wrong. It’s seeing a clear link between one’s work and the organization’s long-term objectives, i.e. its vision. Employees need to feel part of something greater than themselves; they want and need to be on board with the big picture. Yet so many organizations struggle to get this one right, but when they do, employee engagement goes through the roof!
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
Engaging New Employees Through Effective Onboarding - 13aug15TalentMap
Attitudes begin to form at the initial point of contact with an organization. There is no better place to start applying glue than when you are welcoming new employees to your company. Smart companies take advantage of these early days in order to ensure a strong, productive, and dedicated workforce.
Norm Baillie-David, as the frequently discussed topic of engaging Millennial employees is thoroughly explored. We look at who the Millennial employees are, some myths and facts, speak with a panel of Millennials and finally discuss the implications of engaging Millennials.
Now more than ever, IT is expected to take customer satisfaction to higher levels, while keeping costs down. Enter the Service Catalog. Implementing a service catalog will not only improve the relationship between customers and IT, it can also help IT better align with the needs of the business.
During this session we’ll explore:
• What is a Service Catalog
• How a Service Catalog can improve the relationship between IT and customers
• How a Service Catalog can help IT align with the business
• Key considerations for a successful Service Catalog implementation
The New Process Genome: Recoding Business Process Work to Thrive in the Moder...Cognizant
Work processes, including those in the banking, healthcare and insurance industries, are undergoing significant change -- making it hard for executives to maintain the status quo. Best practices and new research insights emphasize the new role of shared services,and how businesses can begin to re-code their business process architecutres to reduce costs, drive innovation and successfully compete in the digital economy.
Tendencias y mejores prácticas del Financial Performance ManagementNexolution
En el área de Finanzas existen dos roles fundamentales que son más necesarios equilibrar. En el primero debe de enfocarse en realizar una serie de controles y verificaciones. En el segundo aprovechar su amplia experiencia sobre el conocimiento de los recursos necesarios que generan un determinado nivel de ingresos.
La forma en que Finanzas encuentra este equilibrio (y muchos otros) determina en gran parte el éxito o el fracaso de la empresa.
Lo invitamos a ver nuestra presentación: “Mejores prácticas del Financial Performance Management”, donde le mostraremos de que manera encontrar el equilibrio para el éxito de la corporación alineando procesos y controles, y al mismo tiempo asesorando al negocio sobre direcciones futuras.
The world has changed. Throughout most of the 20th century a company’s cost structure and competitive advantage was driven by scale—larger operations typically had lower costs and could dominate their industries by offering consumers better products at lower prices. However, that is no longer the case. Complexity, driven by SKU growth, increased number of channels, lengthened supply chains and globalization, is now the most significant driver of most companies’ ability to compete. Risk and cost both rise exponentially with complexity, but most companies are ill-equipped to recognize, manage and remove the complexity that is inhibiting their success.
The first step in managing complexity is understanding it—where it comes from, how it manifests itself and knowing the difference between good and bad complexity. Doing so requires taking a different view of accounting for complexity; applying Square Root Costing to complexity-driven, NVA costs paints a truer picture of complexity’s impact. This understanding supports important decisions around product offerings, pricing, production scheduling, inventory levels, vendor selection, component rationalization and process standardization.
The adoption of a single management system to define key controls processes addresses a company’s organizational and process complexity by driving standardization and consistency and removing NVA complexity to drive performance. And the success of a management system is dependent on a well-defined and purposefully-managed culture that supports it.
Developing a true understanding of the sources and impacts of complexity and then addressing complexity in a systematic, thoughtful way will eliminate risk, decrease costs, improve service levels and prepare companies to compete in the 21st century.
In this presentation we will:
Explore the sources of supply chain complexity
Discuss how supply chain complexity manifests itself in high costs and poor performance
Explain the Square Root Costing approach for properly allocating the costs of complexity
Review strategies for eliminating NVA complexity and managing value-added complexity
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Today’s marketing leadership is being tasked with creating lasting relationships and loyalty among their customer base.
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As the development of a robust and connected customer experience strategy becomes the linchpin to CMO success, the question is now more important than ever: Can loyalty and advocacy be built…and how?
This presentation walks through some of the challenges and considerations CMO need to explore in order to reframe how their brands engages their customers like never before.
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When the business head does not plan and execute the people management process effectively, the organization suffers from slipping deliveries, quality issues, increase in human resources cost, IR related problems and eventually all those failures affecting the business profitability and growth.
The solutions call for a holistic approach to all aspects of the people management process, and this presentation attempts to give some perspectives from my experience with SME's in different regions.
Recently I shared this presentation in one of the SME 's CEO forum and received a lot of interaction and appreciation.
Hope this helps for business heads / CEO's
Breakthroughs in a Mass Ingenuity℠ system of management require people to combine their most creative ideas and most diligent execution to build a competitive advantage.
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1. A Business Revolution Calls for a Management Revolution Ed IsraelVP Sales 503.720.0912Kelly FergusonVP Marketing 206.300.7220 July 27, 2011
2. Who We Are Creators of the A Fully Integrated and Closed-Loop Framework to Drive the Proactive and Disciplined Execution of Routine Work and Initiatives
3. What We Do Guide leadership teams through the customization and installation of a Management System that dramatically improves business results
4. Mass Ingenuity Vision, Value Proposition and Customer Benefits Vision Every Opportunity, Every Employee, Every Time Value Proposition We build a direct connection between what leaders envision and what employees deliver Customer Benefits Improve customer experience Accelerate growth Reduce costs
5. Why Do We Call it the NOW ManagementSystem? The NOW Moment When an employee encounters an opportunity to make a “YES” decision and take action that will move the business toward its goals TIME
7. 7 Stages of YESability 7. Own the Solution TOLD PERMITTED EXPECTED 6. Own the Problem 5. Take Initiative 4. Suggest Solutions 3. Voice Opinions 2. Understand Orders 1. Follow Orders
9. What Management System Does Your Organization Use To Enable NOW Moments? An effective management system needs to: Visually tell every employee how your organization must execute on its: Routine Work (Fundamentals) and Strategic Initiatives (Breakthroughs) Illustrates the enterprise-wide core processes and sub-processes Clearly define the top priorities and strategic initiatives Drive transparency and accountability Tell you in near real-time when a major process or initiative is trending into trouble Improve customer experience, reduce costs and accelerate growth
10. Improve Customer Experience Reduce Costs Accelerate Growth FUNDAMENTALS Routine Work BREAKTHROUGHS Strategic Initiatives 7-Step Problem Solving Quarterly Target Reviews
11.
12. Client Testimonials “By implementing the Mass Ingenuity management system, we have achieved across-the-board results beyond anything we had imagined.” — CEO and Dental Director, Third Largest U.S. Dental Group “The Management System visually proved to prospects and customers that we were the right supplier for them. The results were priceless!” — Co-founder and CEO of Electronics Company "If I could go back, I’d have implemented a management system framework before investing in lean.”— State Government Deputy Director
15. A manufacturing company leveraged their Management System as a sales tool to win business nationally and to hire top talent
16.
17.
18. Typical Client ROI Clients investment is typically returned in 18-24 months Ongoing year after year improvements are achieved at a very significant level As evidenced by Permanente Dental Associates
19. Dentist Turnover Dentist Idle Time Time to First Appointment Time to Appointment Outcomes vs. Plan Process in Control Dentists Engaged in Research Employee Engagement Dentist Engagement 21% 9% +46% +68% +22% -46% -41% -50% -20% Concern for Patient Comfort Permanente Dental Associates 2008-2010 +14%
20. The Situation Our business and economic revolution calls for a management revolution Yet, most organizations lack a management system to: Accurately inform employees at all levels about their business performance Informs employees where and how to make improvements
21. “This economic crisis doesn’t represent a cycle. It represents a reset. It’s an emotional, raw social, economic reset. People who understand that will prosper. Those who don’t will be left behind.” Jeffrey Immelt, CEO, General Electric
25. Quotable Quotes “84% of the errors, inefficiencies, problems, etc., derive from the system and 16% are due to variations in individual performance.” -- W.E. Deming “Pit a strong performer against a bad process and the process will win almost every time.” -- Rummler & Brache “A leader is someone who helps improve the lives of other people or improve the system they live under.” -- Sam Ervin
26. The Era of MASS CUSTOMIZATION The Era of MASS PRODUCTION The GREAT RECESSION www 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020
28. THEN NOW DRIVER Managerial Hierarchy Customer Need ORGANIZATION Functional Process Centric DECISIONS Centralized Decentralized IMPROVEMENT Big Ideas Micro-Improvements USE OF DATA Management Everyone PROBLEM SOLVING Ad Hoc, Intuitive Standardized, Fact Based SPEED Slow Fast
29. Additional Complications High waste and costs Low employee engagement Poor customer experience Low transparency Low line of sight and accountability Slow growth
30. Eliminating the Sins Unclear Direction No Line-of-Sight Unclear Accountability Inconsistent Language Poor Issue Transparency Inappropriate Resources Inadequate Tools/Skills 7 Deadly Sins of Management
31. C O N C E P T S Eliminate Fear Reduce Variation Pursue Constraints
32. Digital Natives Grew Up in the NOW Social Good Total Transparency Work/Life Integration
33. Social Media Sets a new standard for ACCESS Makes the conversation that has been going on anyway, public
36. Ideas Implemented Per Employee Per Year 70 60 50 40 30 20 10 0 Toyota Motor Company General Motors BANKRUPT 1 idea every 7 years 7 June 1, 2009 Filed Chapter 11 1983
37. Micro-Ingenuity and Micro Economics An idea that saves: $2.00 In a process done each day: 10 times By others who do the same work: 12 colleagues Who work each year: 260 days $62,400 savings
52. CUSTOMIZABLE TO MEET ORGANIZATIONAL NEEDS PERSONAL PAGE FOR EVERY EMPLOYEE UP & DOWN LINE-OF-SIGHT FEATURE: Landing page for self-managing performance FEATURE: One-click line-of-sight and transparency VISIBILITY TO MAJOR BREAKTHROUGHS FEATURE: Customizable templates to match identity FEATURE: Major initiative performance transparent INSTANT ACCESS TO KEY DOCUMENTS FEATURE: One-click access to documents that define the organization’s direction REAL-TIME PERFORMANCE DATA FEATURE: Real-time visibility of key-accountabilities performance SEARCHABLE KNOWLEDGE BASE FEATURE: Quick access for every employee to information they need to take effective action CALL TO ACTION AUTOMATED FEATURE: Below-expectation performance highlights call to action/escalation triggers automatically notify management FULL PRIVATE SOCIAL MEDIA FEATURE: In-company social media suite to facilitate NOW action including the full compliment of common social tools including company blogs INSTANT PROBLEM SOLVING SUPPORT INSTANT ACCESS TO ANYONE AND EVERYONE FEATURE: Instant click through to creation of a 7-Step plan for corrective action FEATURE: Private “tweeting” to everyone in the organization or to select levels, teams or departments ELIMINATE FEAR REDUCE VARIATION PURSUE CONSTRAINTS INSTANT ACCESS TO TEAMMATES FEATURE: Private “tweeting” within the user’s team CLEAR VISIBILITY OF TASKS COMING DUE CALL TO ACTION WHEN TASK PAST DUE IMMEDIATE ACCESS TO PLANNING TOOLS FEATURE: Task engine delineates individual accountabilities on Breakthrough initiatives FEATURE: Past-due tasks are highlight in bold FEATURE: One-click access to common planning tools
53. Quarterly Target Reviews:Transparency in Measuring Progress Discipline, accountability; need for action reinforced Facts are out in the open to deal with reality Constraints to goals are clear People prepared and motivated to take effective action Complete visibility of the organization’s performance Accomplishments recognized Opportunity to learn the business and expected behaviors Quarterly Target Reviews
54. Understand the SHIFT from THEN to NOW Inspire Change with a Shared Vision ACCESS TO DATA Create the NOW Mindset Quit Bossing & Start Teaching Leverage the Game Changers Eliminate the Fear Social Media Cloud Computing Millennial Mindset Build Total Transparency through Quarterly Target Reviews ConnectEVERYemployee through measures they can impact Achieve real Breakthroughs Institutionalize a common method for Problem Solving
55. Leadership Team Aaron Howard President and CEO John Bernard Founder, Chairman and Author Ed Israel Vice President of Sales Kelly Ferguson Vice President of Marketing
57. Sales Targets All industries – experience in both private and public sector All company sizes Need executive level client access High level strategic sell CEO sponsorship is vital for an enterprise-wide Management System Factors that impact pricing (typically project price) Client revenue and number of employees Operational complexity
58. Pricing Examples Current sales range in total from $150-500,000 Price driven by primarily by organizational size Small <500 employees Medium <3,000 employees Large >3,000 employees Example of anticipated sales for small-medium-large organizations Fundamentals Map only: $100,000-$175,000-$250,000 Breakthroughs Map only: $100,000-$175,000-$250,000 Full NOW Management System: $500,000-$1MM-$1.5MM Breakthrough Projects: $50,000 to $250,000 each
59. Pricing Variables Factors that impact pricing Client revenue and number of employees Operational complexity Project fee (preferred) or time and materials Pricing is subject to reseller’s discretion Sales cycle time varies from 3-12 months Sales process is very relationship oriented with senior executives
60. Joint Value Proposition [Placeholder to be customized for each reseller or VAR, if applicable]
61. Go To Market Strategy Conduct series of sales training webinars The basics Lead generation to closing process Advanced concepts and reinforce all prior material Start with Advisory Council as early as 8/01 Send sales kits and map examples in advance One-on-one access to Kelly and Ed for whatever support is needed Conduct initial webinar for early stage prospects Mass Ingenuity is available to participate in joint sales calls for qualified prospects Target: At least three engagements valued in aggregate at $500,000
62. Sales Process Identify potential companies from your contacts Assess interest If interested, contact Mass Ingenuity for proposal and sales assistance Maintain shared relationship (reseller and Mass Ingenuity) Receive normal commission on award redemption
63. Benefits for Reseller Sales Force Get in on the ground floor Be ready to capitalize on book release (Dec. 6) and intense national PR campaign Management System applicable to all size organizations, industries and sectors Diversify your offerings Strengthen client value add and relationships Drive increased revenue and commissions Short term revenue and long term annuity
64. A Great Marketing Opportunity! BUSINESS AT THE SPEED OF NOW Fire up your employees, thrill your customersand crush your competitors By John Bernard In Bookstores December 6, 2011 “Practical. Useful. Inspiring. Managers and leaders who want to engage the hearts and minds of every employee will find all the tools they need in the pages of Business at the Speed of Now.” -- Marshall Goldsmith,million-selling author of MOJO and What Got You Here Won’t Get You There
Editor's Notes
A business revolution calls for a management revolution. Find out why people are passionate about the NOW Management System. The Mass Ingenuity framework is a revolutionary way to significantly boost employee engagement, increase project success and eliminate the seven deadly sins of management waste. Mass Ingenuity is a consulting firm that guides leadership teams through the customization and installation of the NOW Management System℠. The NOW Management System is a fully integrated and closed-loop framework to drive the proactive and disciplined execution of routine work and initiatives. As you’ll see, our system is proven to achieve dramatic results. The story of the NOW Management System is being published by our co-founder, John Bernard, in a book coming out from Wiley & Sons this fall. The book is titled, “Business at the Speed of Need.” Wiley says it will be a very significant and popular management book because it presents a revolutionary view on how to excel in our current business environment. The NOW Management System is a game-changer for any organization. The system establishes clear ownership with every executive, manager and employee through clear line of sight and provides near real time data. We leverage cloud computing, social media and the millennial mindset. Therefore, the system enables “every employee to act on every opportunity every time” to improve the customer experience, grow revenue and reduce costs.
Remember the “Moment of Truth”...
I want to bring some clarity to this shift, the 7 Stages of YESability….how we make the move from (ANIMATION #1) TOLD, to PERMITTED to EXPECTED.So, to do this, I need your help. I need 7 volunteers (if you volunteer I’ll send you a free copy of my book). (take a card…don’t show it to the audience…get yourselves in order)(ANIMATION #2)So, Stage One person, tell us what you do at your company…. ….what’s that like? ….what do you do when you see an opportunity to make things better? ….how’s it make you feel about yourself working in this place? .…how much waste is there in your company ….what’s the underlying assumption of this strategy? ….what does management do in this kind of an organization? ….do you like working here? (move through all 7 stages, focus on #1 and #7)Thanks, for helping out….please give me your card at the end of the session and I will get you a copy of BUSINESS AT THE SPEED OF NOW to you.
If you remember one thing…from today, I hope it is THIS statement.(ANIMATION)READ THIS. WRITE IT DOWNAnd WHAT is that work? Let me describe what MUST be in place for your people to be able to act in the NOW.
Segue: MANAGEMENT must be viewed as a system, a collection of processes that are core to running the business such that it can successfully deliver in the NOW.Segue: Earlier we described the NOW Management System as a fully integrated closed-loop framework that drives the proactive and disciplined execution of all routine work and strategic initiatives. Here is the 30,000 foot view of the Management System and the main components. Sitting underneath this 30,000 foot view is a completely integrated system of components that tie the Fundamentals and Breakthroughs into a closed-loop framework. The framework provides clear expectations, measurement, feedback, transparency, line of sight and ownership. The QTR is the lynchpin because it translates what leaders envision into what employees deliver. The reason employee engagement goes up is…Again, this is not about putting a man on the moon. It is about the proactive and disciplined execution of all routine work and strategic initiatives.
Just as she settles in, Skpe chimes and it’s Amos O’Shea…he’s the CIO of TexTech, a brand new customer in Ireland…and Amos is furious.“Six of our production facilities are down, because your damned software crashed! We need this fixed, and we need it fixed NOW!” “I’ll get back to you in ten minutes,” Brandy promises, her heart racing.Calmly she sends a private distress tweet to the software team in Saigon alerting them.Immediately the Vietnamese team begin “tag” searches probing blogs, conference call videos documents using the NOW inference engine.By the time Brandy has them up on Skype they’ve spotted that the Paris maintenance team has a bug fix release on the data feed TexTech is having trouble with.The decision is made and they release the fix NOW.Brandy Skypes Mr. O’Shea…”You’re amazing young lady,” he grins and the finish pleasantries.Her Red Bull, STILL COLD, Brandy smiles. Her Smart phone chimes…incoming text from her boss. “Checking in, Kiddo. Everything OK?” No prob,” she texts back. “Having fun.!”
“The System of Management delivered as promised on increasing employee accountability.” —Founder and CEO, Professional Services Firm "In the first three months we have knocked down the silos, began to think like an enterprise, and see future opportunity to become a true outcomes-based agency.”— State Government Director
An insurance company used their Management System core process, “Acquiring Businesses,” to acquire other companies and prepare for all aspects of the acquisition. The CEO is very confident the acquisition will be a tremendous success and will not be one of the many of M&A deals that fail.
—Founder and CEO, Professional Services Firm "In the first three months we have knocked down the silos, began to think like an enterprise, and see future opportunity to become a true outcomes-based agency.”
Third largest U.S. dental practice with 16 offices and 180,000 patientsNever before CEO elected by his peers. Client Results from 2008 to 2010 (during a major economic recessions).Most profitable year in 2010 ever. Dentists making even more money now. Client Results from 2008 to 2010 (during a major economic recessions)Now is benchmarked by other large dental foundations for their management best practices.
So, John applied leading-edge models to the process of management by building Mass Ingenuity’s NOW Management System
JOHN: The THEN economy thrived on high volume production driven with a focus of low cost. It’s easy to see this in the goods we use everyday ranging from our automobiles to our microwave ovens to our blueray players.The NOW economy thrives on low cost, but buyers want unique outputs. Dell Computer is a good example as it has mass customized computers at low costs for years—you can get your computer configured exactly as you want it. Today you can go on-line and have Nike make a pair of shoes or Levi’s a pair of jeans customized to your needs.Whether you sell insurance, design logos, arrange flowers, make pizzas, produce circuit boards, build homes, buyers want it “there way” and the don’t want to pay extra. And if you don’t want to do what your buyer wants, hundreds of options are only a click away.
Complete opposites. We’re not agile enough for “NOW” factors.
Management MUST GET IT’S ACT TOGETHER….We must build a foundation that allows us to meet the demands of the NOW: …Our customers’ demand for customization and flexibility …Acknowledges the reality of the power our customer’s now have (Dave Carroll) …Causes us to face the incredible scrutiny of our customersEvery mistake you make is visible …you can no longer hide behind policies …you can no longer afford for your employees to NOT solve customer problems …you must be able to say YES to your customer’s EVERY possible need
(ANIMATION)No generation plays better into this new world…they are creating it….…called the trophy kids, the net generation…. ….Millennials have a mindset not so different from our own… ….but they are simply intolerant of it not being reality…They are different. And yet they are the same. But they will rock…and are rocking ….the workplace ….and the marketplace…and you better understand them.
Social media has established a new standard for access to EVERYTHING we want and NEED – and that is instantaneous. YouTube, Facebook, Twitter and the like all give us unprecedented access to thoughts, ideas, experiences, data – and anything else you can imagine. Very healthy to embrace social media. Whether you agree with it or like itBut more than anything, according to Social Media author Brian Solis, social media has turned the conversations going on privately into public conversations. That’s happening with your customers, your suppliers AND your employees. It’s been going on for a VERY long time it’s just you never were able to hear it before.Healthy dynamic that makes you face the cracks in your organization…which you should address anyway…. Conversations about your company are already happening. Why not look at the reality and join/shape the conversation about yourself. Not linking to your personal Facebook page.
Cloud computing is just beginning to gather storm, but it will dramatically cut the cost of using technology to meet customer needs. The escalating costs of current technology approaches are not only unaffordable, but they are of high risk of failure with 75% of technology projects coming in significantly short of expectations.Moving your computing power off of your desk tops and your data center and moving them through the internet to incredibly efficient options will speed your ability to bring new tools into play and dramatically reduce the costs to do so.
So to NOT get left behind, and to engage our Brandy’s of the world, we’ve got ourselves a heck of a challenge.According to Gallup:18% of our employees are actively disengaged (ANIMATION #1)49% are NOT engaged (ANIMATION #2)33% are engaged (ANIMATION #3)We are failing to utilize our greatest asset on a wholesale level. And NOW we need them.Do you think there is a connection between the 7 Stages of YESability and these numbers? (ASK AUDIENCE)
You no doubt have seen the price of being left behind…I know the Conference Board has similar data….This is the difference between the top quartile performing companies with regards to employee engagement, and the bottom quartile. Numbers in red are how much worse low-performing organizations do….(RUN THE ANIMATIONS)
MANAGEMENT must be viewed as a system, a collection of processes that are core to running the business such that it can successfully deliver in the NOW.I will share with you OUR NOW Management System, but I want to be clear our is not the only solution, but any solution must effectively enable
Print on 11x17 tabloid paper. Select HP Deskjet next to the computer. Go to Print/Properties and select tabloid size. Then select on main print menu “Scale to Fit” and “Good Quality.”
Permanente Dental…70% in red or yellow….Within a year it was down to 20%
Just as she settles in, Skpe chimes and it’s Amos O’Shea…he’s the CIO of TexTech, a brand new customer in Ireland…and Amos is furious.“Six of our production facilities are down, because your damned software crashed! We need this fixed, and we need it fixed NOW!” “I’ll get back to you in ten minutes,” Brandy promises, her heart racing.Calmly she sends a private distress tweet to the software team in Saigon alerting them.Immediately the Vietnamese team begin “tag” searches probing blogs, conference call videos documents using the NOW inference engine.By the time Brandy has them up on Skype they’ve spotted that the Paris maintenance team has a bug fix release on the data feed TexTech is having trouble with.The decision is made and they release the fix NOW.Brandy Skypes Mr. O’Shea…”You’re amazing young lady,” he grins and the finish pleasantries.Her Red Bull, STILL COLD, Brandy smiles. Her Smart phone chimes…incoming text from her boss. “Checking in, Kiddo. Everything OK?” No prob,” she texts back. “Having fun.!”
What does it take to build a company capable of doing ….BUSINESS AT THE SPEED OF NOW?I will share with you the WORK of NOW management….(it’s detailed, its thankless. It’s hard and takes discipline.) Yet it MUST be done to enjoy the rewards of a NOW organization… …both economic and human rewards….(RUN THE ANIMATIONS)
This book is a powerful marketing weapon. The book tells the story of moving from a 100-year old system of Mass Production to a system of Mass Customization. Ford is…Wiley says it will be a very significant and popular management book because it presents a revolutionary view on how to excel in our current business environment. Again, the MS is not about putting a man on the moon. It is about managing the Fundamentals and Breakthroughs with world class tools and best practices.