Are you an SME owner navigating the complexities of scaling your business? This slide deck, adapted from our recent YouTube Mini-Masterclass, provides a comprehensive framework for achieving unprecedented growth in small and medium-sized enterprises. Utilizing the PROMISE Methodology, this presentation explores actionable strategies in organizational strategy, innovation, leadership, and employee engagement to equip SME owners with the tools they need to thrive.
Discover how to:
Define a clear Strategic Future for your business
Foster Innovation and Critical Thinking
Implement an effective Management Operating System
Develop key Professional Skills and build superior Employee Experiences
Utilize Rewards & Recognition to motivate your team
Don't miss this roadmap to exponential growth. Learn how to align your business strategies, operations, and employee experiences to achieve the success your SME deserves.
This document discusses organizational design (OD) and its importance for future-proofing organizations. It defines OD as a methodology for identifying and addressing dysfunctional aspects of an organization's structures, systems and processes. The presentation outlines the benefits of OD, including improved efficiency and employee engagement. It also discusses critical success factors for OD, such as clear profit responsibilities. Models for OD are presented, including the five trademarks of agile organizations and Galbraith's star model of organizational design.
Mba 700 2 process of strategic planning (1)Kontoman
The document discusses the process of strategic planning for organizations, including defining mission and vision statements, conducting internal and external analyses, developing long-term and short-term objectives, implementing strategies, and evaluating performance. It emphasizes that strategy involves identifying competitive advantages and making moves to grow the company and improve profitability over time in a changing environment. The strategic planning process outlined in the document provides a framework to help organizations effectively plan for and achieve their strategic goals.
The success of the board relies on the individual contribution, expertise, and behavior of its directors. During this program, we talk about the role of the director, the critical attributes of a strong director, the role of the Board and Committee chairs, and common opportunities and challenges for boards and board members. Through sharing examples from our expert group of panelists, we look at what is expected of directors from ownership and management to help highly effective directors meet or exceed those expectations and make a meaningful contribution to the company’s success.
Part of the webinar series:
BOARD OF DIRECTORS BOOT CAMP 2022
See more at https://www.financialpoise.com/webinars/
The document discusses several aspects of business transformation and strategic leadership in today's rapidly changing business environment. It emphasizes that organizations must continuously innovate, connect with customers and stakeholders, think strategically about opportunities and risks, develop distinctive competencies, and build an agile culture through training and empowerment in order to achieve competitive advantage and long-term success. Good governance, productivity, responsiveness to market changes, and alignment of projects with corporate strategy are also highlighted as important factors.
Credence Training and Consulting provides competency based 360° corporate training solutions. Our training model allows the organisation to provide a comprehensive personal development and helps to gauge ROI on each employee.
This document discusses organizational design (OD) and its importance for future-proofing organizations. It defines OD as a methodology for identifying and addressing dysfunctional aspects of an organization's structures, systems and processes. The presentation outlines the benefits of OD, including improved efficiency and employee engagement. It also discusses critical success factors for OD, such as clear profit responsibilities. Models for OD are presented, including the five trademarks of agile organizations and Galbraith's star model of organizational design.
Mba 700 2 process of strategic planning (1)Kontoman
The document discusses the process of strategic planning for organizations, including defining mission and vision statements, conducting internal and external analyses, developing long-term and short-term objectives, implementing strategies, and evaluating performance. It emphasizes that strategy involves identifying competitive advantages and making moves to grow the company and improve profitability over time in a changing environment. The strategic planning process outlined in the document provides a framework to help organizations effectively plan for and achieve their strategic goals.
The success of the board relies on the individual contribution, expertise, and behavior of its directors. During this program, we talk about the role of the director, the critical attributes of a strong director, the role of the Board and Committee chairs, and common opportunities and challenges for boards and board members. Through sharing examples from our expert group of panelists, we look at what is expected of directors from ownership and management to help highly effective directors meet or exceed those expectations and make a meaningful contribution to the company’s success.
Part of the webinar series:
BOARD OF DIRECTORS BOOT CAMP 2022
See more at https://www.financialpoise.com/webinars/
The document discusses several aspects of business transformation and strategic leadership in today's rapidly changing business environment. It emphasizes that organizations must continuously innovate, connect with customers and stakeholders, think strategically about opportunities and risks, develop distinctive competencies, and build an agile culture through training and empowerment in order to achieve competitive advantage and long-term success. Good governance, productivity, responsiveness to market changes, and alignment of projects with corporate strategy are also highlighted as important factors.
Credence Training and Consulting provides competency based 360° corporate training solutions. Our training model allows the organisation to provide a comprehensive personal development and helps to gauge ROI on each employee.
Four (4) Critical Success Factors to Build Sustainable Remuneration Strategies_Balancing People and Profit_presented by Dr Charles Cotter at the SLAZEISI Conference on 20 November 2023
Strategic implementation - strategic management - Manu Melwin Joymanumelwin
The document discusses strategic management concepts including the McKinsey 7s model, strategic leadership, portfolio analysis tools like the BCG matrix and GEC model, strategic control, and strategy evaluation. It provides details on each element of the McKinsey 7s model. It also explains the key components of strategic leadership, different types of strategic control like premise and implementation control, and the strategic evaluation process of setting standards, measuring performance, analyzing variances, and taking corrective actions.
The success of the board relies on the individual contribution, expertise, and behavior of its directors. During this program, we talk about the role of the director, the critical attributes of a strong director, the role of the Board and Committee chairs, and common opportunities and challenges for boards and board members. Through sharing examples from our expert group of panelists, we look at what is expected of directors from ownership and management to help highly effective directors meet or exceed those expectations and make a meaningful contribution to the company’s success.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
Michael Kipp is a global executive with experience transforming vision and strategy into action and bottom line results across multiple industries. He has a track record of managing businesses through periods of significant upheaval and change, driving strategy, seizing opportunities, and achieving sustainable profitable growth. Kipp's background includes roles as CFO, president, and executive roles where he improved operations, strengthened financial performance, and built high-performing teams.
This document provides an overview of the RBL Omnia Access program, which includes various tools and resources to help organizations build leaders, professionals, and capabilities. The key components included are:
- Organization Guidance System for assessing and prioritizing human capital investments
- Leadership and HR assessments
- RBL Academies for professional development
- Research repository of tools and content
- RBL Institute for large organizations, which provides executive think tanks and networking.
Pricing options are available for the annual subscription bundle, which the document promotes as helping organizations create measurable business impact through evidence-based human capital strategies and development.
Strategic management involves analyzing internal strengths and weaknesses as well as external opportunities and threats to develop strategies that achieve competitive advantage and superior performance. Effective strategy implementation then requires aligning organizational structure, culture and controls behind the chosen strategies to maximize shareholder value over the long run. Strategic leadership and decision-making processes aim to formulate strategies that sustain competitive advantage despite an unpredictable environment.
This document provides an overview of the RBL Omnia subscription bundle, which includes various business and leadership development resources. It includes an organization guidance system to help prioritize human capital investments, leadership and HR assessments, academies on various topics, and a research repository. For larger businesses, it also includes the RBL Institute, which provides executive think tanks, summits, and original research. The goal is to help build leaders and organizations that deliver measurable business impact through adult learning approaches and data-driven guidance.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
Deloitte CFO and finance discussion documentMarc Joiner
How can a CFO think about how they spend their time, where they focus efforts, and how their Finance team can deliver value to the organization? This document can act as a framework for CFOs and Finance teams.
Strategic Management - Module 3 – MG University - Manu Melwin Joymanumelwin
This document provides an overview of strategic management concepts including the McKinsey 7s model, leadership in strategic management, portfolio analysis tools like the BCG matrix and GEC model, strategic control processes, and strategy evaluation activities. It defines each concept, provides examples, and explains how managers can apply these strategic management tools.
Human Resource Aspect of Mergers and Acquisition - Presentation - Karim ViraniKarim Virani
The document discusses the human resource aspects of mergers and acquisitions. It outlines the 5 phases of mergers and acquisitions: 1) pre-acquisition review, 2) search and screen targets, 3) investigate and value the target, 4) acquire through negotiation, and 5) post-merger integration. It emphasizes that human resource issues like culture clashes, communication, and talent retention are critical reasons mergers often fail. The role of HR is to manage soft due diligence, address employee concerns, and oversee communications and change management through the process. For mergers to succeed, business strategies must be clear, financial expectations set, and cultural differences recognized.
Organization Capabilty Assessment for Bankkarthikeyan j
This document outlines strategies and capabilities for a bank to leverage its reach, build a single customer view, and improve customer experience through cross-selling, account mining, and analytics. It recommends focusing on mobile/virtual banking, alliances, IT security, social media presence, modernizing systems, talent management, risk management, and mergers and acquisitions to drive efficiency and differentiation. The bank should connect with employees, identify and retain top talent through integrated talent systems, career development programs, and leadership coaching/mentoring to build engagement and a hard to replicate culture.
EFQM Sustainable Excellence -Primer and Good PracticesChris Hakes
Primer on the 2010 EFQM Excellence Model.
Examples of International good practices for Leadership, Strategy, People, Process and Resource Management.
Examples of sound of measurement practices for People, Customer, Societal and Business results.
Strategic human resource management aligns an organization's human resource strategies and policies with its overall business strategies and objectives. It involves attracting, retaining, and developing employees while considering organizational strategies like growth, concentration, mergers and acquisitions. Effective strategic HRM ensures employees' skills are utilized to contribute to the organization's success. It also considers managing change, developing strategies at the corporate, business unit, and functional levels, and linking human resource practices to the organization's goals.
This document discusses the importance of competencies, which are combinations of skills, attributes, and behaviors directly related to job performance. As work functions undergo changes, new competencies are required of professionals. Core competencies are important for all staff, while managerial competencies are essential for those with supervisory roles. According to most HR leaders, the critical competencies are business knowledge, facilitating change, and influencing skills. Competencies help define expectations and development needs, and provide a basis for performance standards and recruitment. They will be used for staff development, career planning, performance management, and recruitment. Core competencies include communication, teamwork, and continuous learning. Competencies provide a shared language for discussing high performance.
Our Capability and Introduction_February 2017rsangani
Proservartner is a consultancy that partners with organizations to provide shared services advisory and implementation support. They offer a range of services including strategy development, change management, process optimization, organizational design, and robotic process automation. Their approach is collaborative and aims to build long-term relationships. They focus on quality and embedding organizational change through their experienced practitioners.
Addressing Sales Practice and Conduct Risk in the Canadian Marketaccenture
In this new Accenture Finance & Risk presentation we discuss how Accenture can help Canadian banks effectively manage their reputation and conduct risk challenges. Learn more: https://accntu.re/2NHfWp2
Four (4) Critical Success Factors to Build Sustainable Remuneration Strategies_Balancing People and Profit_presented by Dr Charles Cotter at the SLAZEISI Conference on 20 November 2023
Strategic implementation - strategic management - Manu Melwin Joymanumelwin
The document discusses strategic management concepts including the McKinsey 7s model, strategic leadership, portfolio analysis tools like the BCG matrix and GEC model, strategic control, and strategy evaluation. It provides details on each element of the McKinsey 7s model. It also explains the key components of strategic leadership, different types of strategic control like premise and implementation control, and the strategic evaluation process of setting standards, measuring performance, analyzing variances, and taking corrective actions.
The success of the board relies on the individual contribution, expertise, and behavior of its directors. During this program, we talk about the role of the director, the critical attributes of a strong director, the role of the Board and Committee chairs, and common opportunities and challenges for boards and board members. Through sharing examples from our expert group of panelists, we look at what is expected of directors from ownership and management to help highly effective directors meet or exceed those expectations and make a meaningful contribution to the company’s success.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
Michael Kipp is a global executive with experience transforming vision and strategy into action and bottom line results across multiple industries. He has a track record of managing businesses through periods of significant upheaval and change, driving strategy, seizing opportunities, and achieving sustainable profitable growth. Kipp's background includes roles as CFO, president, and executive roles where he improved operations, strengthened financial performance, and built high-performing teams.
This document provides an overview of the RBL Omnia Access program, which includes various tools and resources to help organizations build leaders, professionals, and capabilities. The key components included are:
- Organization Guidance System for assessing and prioritizing human capital investments
- Leadership and HR assessments
- RBL Academies for professional development
- Research repository of tools and content
- RBL Institute for large organizations, which provides executive think tanks and networking.
Pricing options are available for the annual subscription bundle, which the document promotes as helping organizations create measurable business impact through evidence-based human capital strategies and development.
Strategic management involves analyzing internal strengths and weaknesses as well as external opportunities and threats to develop strategies that achieve competitive advantage and superior performance. Effective strategy implementation then requires aligning organizational structure, culture and controls behind the chosen strategies to maximize shareholder value over the long run. Strategic leadership and decision-making processes aim to formulate strategies that sustain competitive advantage despite an unpredictable environment.
This document provides an overview of the RBL Omnia subscription bundle, which includes various business and leadership development resources. It includes an organization guidance system to help prioritize human capital investments, leadership and HR assessments, academies on various topics, and a research repository. For larger businesses, it also includes the RBL Institute, which provides executive think tanks, summits, and original research. The goal is to help build leaders and organizations that deliver measurable business impact through adult learning approaches and data-driven guidance.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
Deloitte CFO and finance discussion documentMarc Joiner
How can a CFO think about how they spend their time, where they focus efforts, and how their Finance team can deliver value to the organization? This document can act as a framework for CFOs and Finance teams.
Strategic Management - Module 3 – MG University - Manu Melwin Joymanumelwin
This document provides an overview of strategic management concepts including the McKinsey 7s model, leadership in strategic management, portfolio analysis tools like the BCG matrix and GEC model, strategic control processes, and strategy evaluation activities. It defines each concept, provides examples, and explains how managers can apply these strategic management tools.
Human Resource Aspect of Mergers and Acquisition - Presentation - Karim ViraniKarim Virani
The document discusses the human resource aspects of mergers and acquisitions. It outlines the 5 phases of mergers and acquisitions: 1) pre-acquisition review, 2) search and screen targets, 3) investigate and value the target, 4) acquire through negotiation, and 5) post-merger integration. It emphasizes that human resource issues like culture clashes, communication, and talent retention are critical reasons mergers often fail. The role of HR is to manage soft due diligence, address employee concerns, and oversee communications and change management through the process. For mergers to succeed, business strategies must be clear, financial expectations set, and cultural differences recognized.
Organization Capabilty Assessment for Bankkarthikeyan j
This document outlines strategies and capabilities for a bank to leverage its reach, build a single customer view, and improve customer experience through cross-selling, account mining, and analytics. It recommends focusing on mobile/virtual banking, alliances, IT security, social media presence, modernizing systems, talent management, risk management, and mergers and acquisitions to drive efficiency and differentiation. The bank should connect with employees, identify and retain top talent through integrated talent systems, career development programs, and leadership coaching/mentoring to build engagement and a hard to replicate culture.
EFQM Sustainable Excellence -Primer and Good PracticesChris Hakes
Primer on the 2010 EFQM Excellence Model.
Examples of International good practices for Leadership, Strategy, People, Process and Resource Management.
Examples of sound of measurement practices for People, Customer, Societal and Business results.
Strategic human resource management aligns an organization's human resource strategies and policies with its overall business strategies and objectives. It involves attracting, retaining, and developing employees while considering organizational strategies like growth, concentration, mergers and acquisitions. Effective strategic HRM ensures employees' skills are utilized to contribute to the organization's success. It also considers managing change, developing strategies at the corporate, business unit, and functional levels, and linking human resource practices to the organization's goals.
This document discusses the importance of competencies, which are combinations of skills, attributes, and behaviors directly related to job performance. As work functions undergo changes, new competencies are required of professionals. Core competencies are important for all staff, while managerial competencies are essential for those with supervisory roles. According to most HR leaders, the critical competencies are business knowledge, facilitating change, and influencing skills. Competencies help define expectations and development needs, and provide a basis for performance standards and recruitment. They will be used for staff development, career planning, performance management, and recruitment. Core competencies include communication, teamwork, and continuous learning. Competencies provide a shared language for discussing high performance.
Our Capability and Introduction_February 2017rsangani
Proservartner is a consultancy that partners with organizations to provide shared services advisory and implementation support. They offer a range of services including strategy development, change management, process optimization, organizational design, and robotic process automation. Their approach is collaborative and aims to build long-term relationships. They focus on quality and embedding organizational change through their experienced practitioners.
Addressing Sales Practice and Conduct Risk in the Canadian Marketaccenture
In this new Accenture Finance & Risk presentation we discuss how Accenture can help Canadian banks effectively manage their reputation and conduct risk challenges. Learn more: https://accntu.re/2NHfWp2
Similar to 📈 Mini-Masterclass: Unlock 10X Growth for Your SME with PROMISE Methodology 📈 (20)
Explore the key differences between silicone sponge rubber and foam rubber in this comprehensive presentation. Learn about their unique properties, manufacturing processes, and applications across various industries. Discover how each material performs in terms of temperature resistance, chemical resistance, and cost-effectiveness. Gain insights from real-world case studies and make informed decisions for your projects.
2. About Fifth Chrome
• Established 2013, headquartered in the Netherlands
• Business strategy advisory and training company specializing in scaling businesses, M&A,
internationalization and restructuring
• Developed innovative solutions that unlocks people’s capabilities and organizational
structure, builds high-performance culture and drive super-sized business growth
• Business footprint in US, UK, Europe, India, Singapore, Malaysia, China, Kenya, South
Africa and the UAE
• Our clients and trainees have included SMEs, mid-cap companies as well as large
companies including General Electric, ABB, TMF Group, Akzo Nobel, Kuehne-Nagel and
Stryker
3. Scalability of Small and
Medium Sized
Enterprises
Understanding SMEs predicaments
and growth constraints
4. Most SMEs struggle to scale
Insufficient strategic firepower
Inability to harness full market potential
Low scalability of business model
Limited mechanism to unlock people’s
capabilities
Incoherent culture focused on performance
Disjointed operating model
10/30/2023
Sample Footer Text 4
5. Execution pressure
higher than ever
• Relentless pressure from competition
• Pressing planning cycles
• Demanding Customers
• Challenging costs
• Stubborn talent challenges
• Continuous fire-fighting
• 24 hours in a day, too less for CEOs
10/30/2023
Sample Footer Text 5
7. SME Strategic Predicament
G R O U P 1 - L I F E S T Y L E B U S I N E S S
• Capped revenue generation
• Adequate profitability for owners
• Aligned with owner’s ambitions
Challenges with talent
Long term business sustainability
G R O U P 2 - S C A L I N G U P G R O W T H
• Increased revenue generation
• Transformed operating model
• Systemization
Growth pangs
Business risks
Maintain Status Quo Brace for Growth
8. Contrast of constraints and dependencies
S M A L L A N D M E D I U M S I Z E D
E N T E R P R I S E S
• Over reliance on owners
• Decision making primarily with owners
• Constrained by owner’s availability
• Dependent on owner’s ambition,
managerial capabilities, strategic outlook
and operational acumen
• Primarily owners operate as managers
• Owners central to organizational
governance
S C A L E D A N D L A R G E
B U S I N E S S E S
• Managed by structures
• Delegated and distributed decision making
• Systemized organization
• Focused talent development
• Emphasized strategic focus
• Extensive usage of tools and technology
• Well-defined processes and procedures
• Specialized roles and responsibilities
9. Journey of Growth
S M A L L A N D M E D I U M S I Z E D
E N T E R P R I S E S
S C A L E D A N D L A R G E
B U S I N E S S E S
11. Unlocking Scalability
through
the High-Performance
Culture
Great Companies have great culture. In
order to build a high-performance team,
organizations must create the right
operating model that can foster growth,
innovation, collaboration and future
thinking.
High-Performance is
an outcome
Result of underlying
structures, practices and
artifacts that form an
organizational culture
Constraints
To change operating model
and culture, constraints
need to be adapted.
Opportunities
Understand the
catalytic effects of
underlying
structures and
constraints
Our Method
Unlocking seven most critical factors
that has over-sized impact on growth
Balanced Approach
Building a system-of-systems based on
seven factors for developing operating
model
17. 6. Employee Experience
• Identify and compare key factors that drive employee
engagement
• Conduct organizational influence mapping and analyze
impact
• Recognize workplace environment irritants and
catalysts
• Distinguish and visibly converge career development
• Respect diversified need and yet drive the importance
of workforce for growth
20. P.R.O.M.I.S.E.
High-Performance Operating Model
10x
Growth
Operating
Model
People &
Professional
Development
Rewards,
Recognition
& Incentives
Organization
Hierarchy and
Leadership
Styles
Management
System
Innovation
and Critical
Thinking
Strategic
Future
Employee
Experience
✓ Based on seven most impactful
factors
✓ System of system thinking
approach
✓ Unlocking each factor for
maximum impact
✓ Based on people, leadership,
operating model and
organizational structure
✓ Amplifying focus on systemization,
structures, processes and
technology
✓ Revenue accelerator to drive 10x
plus growth for SMEs
21. Force Multiplier Operating Model
Once all catalysts and structures are unlocked and activated, feel the power of force-multiplication of the framework. To continue engagement
and sustainability of changes, force multipliers need to be highlighted and converted into new and specific culture values, behaviors and beliefs
10x Growth Operating Model
Unlocksuper-sized sustainable growth through
structuresand organizational culture
Values
Redefine values for the high-performance
organization that reflectaspiration and future
capabilities
Behaviors
Respect difference,have patienceon transformation,
encourage positivebehaviors and containnegative
behaviors
Adoption
Construct and evolvethe adoption through
constant reinforcementsand leadership
engagement
Managing PROMISE
Use Agileapproach to manage and
continuouslyreiterateas per changing needs
22. PROMISE
Advantage
The PROMISE framework is a
well-structured approach
designed to unlock
opportunities for scaling and
help organizations create a
culture of growth and
innovation
Flexible
Can be tailored to the
unique needs and
challenges of each
organization
Simple
Simple to understand,
explain and drive
consensus logically
Comprehensive
Covers all the key
aspects of
organizational culture
Employee-Centric
Strong emphasis on
employee, leadership
and organizational
structure
Force-Multiplier
Each constraint can be
converted into a catalyst to
accelerate achieving
strategic goals
AlignedLeadership
Align, synchronize and
mobilize leadership actions
and accountabilities
24. Life-Cycle Transformation Approach
6 months 2 years 3 years
Future
Visualization
Goals, Cycles and Sprints
Twelve 90-day Cycles
Four phases of 3x 90-day Cycles
Now
Problem/SolutionFit
Next
Product/Market Fit
Later
Scale
SF I&C
T
OS
&L
MS P&
PD
EE R&
R
SF I&C
T
OS
&L
MS P&
PD
EE R&
R
SF I&C
T
OS
&L
MS P&
PD
EE R&
R
SF I&C
T
OS
&L
MS P&
PD
EE R&
R
SF Strategic Future
I&CT Innovation and Critical Thinking
OS&L Organization Structure and Leadership
MS Management Systems
P&PD People and Professional Development
EE Employee Experience
R&R Rewards and Recognition
Phase 1
Phase 2
Phase 3
Phase 4
26. 1st 90-day Sprint Cycle
Week Sprint # Area Activities Outcome
0 Sprint 0 Preparation 90-day plan discussed and finalized 90-days plan discussed and agreed
1-2 Sprint 1 Problem
Discovery
Persona Evaluation
Problem / Jobs to be Done
LEAN Canvas
Persona Focus
Specific Jobs to focus
Visualized LEAN canvasses - user groups
3-4 Sprint 2 Problem
Discovery
Constraints (Desirability, Viability, Feasibility)
As-Is Strategy Mapping (Blue-Ocean)
Customers & Non-customers mapping (Blue-
Ocean)
List and prioritized Constraints
Competition strategy comparison
New customer opportunities
5-6 Sprint 3 Solution
Design
Unlocking PROMISE
Solution Fit-for-Purpose (Channels)
Visualized PROMISE canvas
Existing gaps and potential design
7-8 Sprint 4 Offer Delivery New solutions, packages, products, channels
Approach, Offers
Hypothesis, success criteria
Package creation by persona group
Attract-Activate-Revenue Approach
Initiate market reach
9-10 Sprint 5 Offer Delivery Validation
Redefine/refine
Solicit market feedback
Redefine/refine next steps
11-12 Sprint 6 Buffer Overrun and backlogs Next cycle of sprints
28. Watch the Mini-Masterclass
• https://youtu.be/eo1GiUr0aB0?si=RLsxgwyqW6bhoPOi
Contact Us
• info@fifthchrome.com
• +31 (0) 649 133170 | +60 12 234 3348
Or book a 30-minute discussion:
• https://calendly.com/anirvan-sen/30-minute
29. Our Solutions and Services
10x Growth driving
Operating Model
Advisory
Organization
Structure and
Model
Operating Model
Design Training
10x Business
Growth Enabling
Workshop
High-Performance
Culture
Development
Building a strong foundation for high-performance culture and operating model
Organizational
Performance
Assessment
10x Business
Growth Mentorship
and Coaching