Strategy & Execution Program OverviewKelly Petrock
Our Six Disciplines approach combats the challenges to growth because it is based on a proven and repeatable methodology, efficient strategic management systems / tools and expert coaching. Through this integrated approach we help clients efficiently and effectively Formulate, Align and Execute upon strategically.
The Business Execution Gap
Companies execute their strategy in fits and starts, and few companies are
good at aligning their current activities to their long term strategic priorities
- 90% of strategies fail due to poor execution (HBR):
• Only 27% of employees have access to their company strategic plan.
•Only 5% of employees understand their company strategy.
• 92% of organizations do not measure Key Performance Indicators
Strategy & Execution Program OverviewKelly Petrock
Our Six Disciplines approach combats the challenges to growth because it is based on a proven and repeatable methodology, efficient strategic management systems / tools and expert coaching. Through this integrated approach we help clients efficiently and effectively Formulate, Align and Execute upon strategically.
The Business Execution Gap
Companies execute their strategy in fits and starts, and few companies are
good at aligning their current activities to their long term strategic priorities
- 90% of strategies fail due to poor execution (HBR):
• Only 27% of employees have access to their company strategic plan.
•Only 5% of employees understand their company strategy.
• 92% of organizations do not measure Key Performance Indicators
Get to know us at PeopleFirm -- who are we, our services, key workforce challenges we address. We support organizations across North America. How can we help you drive more strategic success through you organization?
The paper explains what is meant by Strategy Deployment, distinguishing between the aspects of alignment and engagement. It anchors the theory and practice in both Strategic Thinking and Lean Thinking
MAKING STRATEGY HAPPEN An intensive immersion into the world of Strategy Execution Course officially Endorsed by the ILM This course is endorsed by the Institute of Leadership & Management (ILM).
Get to know us at PeopleFirm -- who are we, our services, key workforce challenges we address. We support organizations across North America. How can we help you drive more strategic success through you organization?
The paper explains what is meant by Strategy Deployment, distinguishing between the aspects of alignment and engagement. It anchors the theory and practice in both Strategic Thinking and Lean Thinking
MAKING STRATEGY HAPPEN An intensive immersion into the world of Strategy Execution Course officially Endorsed by the ILM This course is endorsed by the Institute of Leadership & Management (ILM).
The shift to the knowledge era is driving the need for new tools for management. This workshop helped participants talk about these new tools and how the shift has affected their own work. See blog post to see some of the outcomes of the workshop http://www.i-capitaladvisors.com/2010/02/02/thoughts-on-the-shift-to-the-knowledge-economy/
A successful business requires both a well developed strategy and the ability to execute on that strategy. Strategy without execution is merely theory. Many companies develop robust strategies, but fail at operationalizing their strategies into implementable steps.
This slideshare covers frameworks that deal with both sides—Strategy Development and Strategy Execution. In this presentation, we will discuss 12 business frameworks. For each framework, we will provide an overview, explain its proper usage, and highlight the analyses involved.
This slideshare will also provide references to more detailed documentation, guides, and methodologies if you would like more information.
The following business frameworks will be discussed:
Consolidation-Endgame Curve
Porter’s Five Forces
BCG Growth-Share Matrix
Marketing Mix (4/7 P’s)
Blue Ocean Strategy
SWOT Analysis
PEST Analysis
Product Lifecycle
Consumer Adoption Curve
Balanced Scorecard
Organizational Hurdles
Hoshin Kanri
Each framework is geared towards a specific type of analysis—pick and choose the best frameworks to use for your particular business problem.
What is strategy-execution?
Understanding the distinction between strategy-execution and strategy.
Understanding the distinction between strategy-execution failure and strategy failure.
Why strategy execution is a critical activity of organisational success?
What are the causes of strategy-execution failures?
How can the quality of strategy-executions be improved?
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
Consultant,Trainer,Speaker Keynote,Management Balanced scorecard, Performance coach Leadership, Talent management Learning and Development,HR CEO GM Director
Cultivate Talent January Newsletter on the theme "Solution Focused Selling" around getting the right sales culture and framework to improve sales performance
-- Buy slides at www.tools4management.com --
The Performance Management and Balanced Scorecard overview presentation is a comprehensive walkthrough of what Performance Management and Balanced Scorecard is and how you implement it at your company or your customer company. The nice looking slides are easy to incorporate into your own presentation and are designed by professionals to both give you an inside into the subject and give a professional presentation to your stakeholders. The PowerPoint slides are:
Slide 1: What is The Balanced Scorecard
Slide 2: The barriers to implementing Strategy
Slide 3: The Balanced Scorecard 4 perspectives
Slide 4: Rationale for the Balanced Scorecard
Slide 5: Signs that you may need a new performance measurement system
Slide 6: Balanced Scorecard Team Roles and Responsibilities
Slide 7: Balanced Scorecard Project Plan and Timeline
Slide 8: A simplified Communication Plan for your Balanced Scorecard project
Slide 9: Translating with the Balanced Scorecard
Slide 10: The Balanced Scorecard should contain a mix of lag and lead measures of performance
Slide 11: Cause-and-effect linkages in the Balanced Scorecard
Slide 12: Mapping Initiatives to Objectives
Slide 13: “Cascading” the Balanced Scorecard
Slide 14: The Cascading Process
Slide 15: Linking the Balanced Scorecard to Budgeting
Slide 16: Public-Sector Balanced Scorecard
Slide 17: Commonly used Financial Measures
Slide 18: A sample of customer Measures
Slide 19: Internal Process Measures
Slide 20: Employee Learning and Growth Measures
The Executive Program puts you on the leadership map with strategies, skills and acumen that will stretch your thinking and hone your abilities as a leader and a manager capable of achieving sustainable growth in your business. Encompassing all business functions of the global enterprise, a series of highly relevant, hands-on sessions galvanize your problem solving, team building and change management skills. UCLA Anderson faculty combine research-based expertise and real-world experience to deliver frameworks you and your peers can apply immediately and as your responsibilities increase… to catalyze positive change.
Gillian Easson for 2nd Russian-British Creative Economy forumbritishcouncilrus
Gillian Easson, Development Manager, NESTA (National Endowment for Science, Technology and the Arts)
Joining NESTA in 2006, Gillian has managed the initiatives supporting innovative creative entrepreneurs across the UK, including projects: Starter for 6 , Peer Mentoring and Insight Out.
Gillian led the development of NESTA’s successful Creative Enterprise Toolkit.
This step-by-step interactive resource helps creative individuals to plan, build, communicate and launch their new creative business. The toolkit has been used by hundreds of successful creative entrepreneurs around the world, from fashion designers, to freelance artists, to technology start-ups. They have used the resources, activities and case studies to develop their good ideas; and consider their personal motivations and aspirations for enterprise. NESTA also ran train-the-trainer events for tutors from Universities and colleges; and now the toolkit is being used widely in Universities across the UK.
With a background and passion for good design, Gillian believes that design is key to delivering engaging, creative and effective forms of support. Gillian has extensive experience of developing and delivering programmes in the charity and not-for-profit sectors; particularly within the areas of creative enterprise, education and employment.
NESTA is the National Endowment for Science, Technology and the Arts - an independent body with a mission to make the UK more innovative. We invest in early-stage companies, inform policy, and deliver practical programmes that inspire others to solve the big challenges of the future.
We know the creative industries are critical to the UK’s cultural and economic success, contributing more than £50 billion to the economy every year. They also generate important 'spillover' benefits for other sectors that work with them to create innovative products and services. But creative businesses face their own unique barriers to growth and success. NESTA is working to understand why, and to find ways of helping creative businesses unleash their full innovative potential.
Supporting Growth, Enhancing Competitiveness: Emergent Support Models for Creative Entrepreneurs
Moscow Dec 2011
http://www.britishcouncil.org/russia-common-projects-cultural-creative-economy-russian-british-forum-2011-2nd-report.htm
Quarterly Operating Reviews: Moving Your Business Forward by Looking BackOpenView
Does your company have the strategic direction and focus it needs to achieve its goals?
It’s easy for managers to get stuck in the day-to-day execution of their business. They can become burdened with too many goals, conflicting goals, the wrong goals, or, worst of all, have no goals at all. They may also have managers or employees who aren’t performing well without even realizing it. These issues lead to lower market competitiveness, customer attrition, and the loss of their best employees.
Instituting quarterly operating reviews can help. Regular reviews 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. Establishing a quarterly rhythm for operating reviews will help you realize your most important long-term goals faster and more effectively. The power of operating reviews comes from their ability to:
- Align each operating unit’s quarterly goals with the current state of your markets, other operating units, and the company’s long-term priority goals
- Focus each operating unit on the most important goals to accomplish the following quarter and minimize other activities that distract from the focal points
- Ensure that each unit is clear on its goals; has the appropriate resources, confidence, and conviction to realize those goals; and has taken responsibility for achieving those goals
- Maximize the opportunity for each unit to accomplish its most important goal
A quarterly operating review process is something you must have in place if you are going to make the most of your company’s potential. There’s no other meeting that more consistently impacts the performance of a company. Check out this eBook to learn about the benefits of operating reviews and how to conduct them successfully, gain insights into some of the most common challenges about conducting operating reviews and how to solve them, and obtain the practical guidance and tools you need to start implementing your own.
NESTA’s creative enterprise toolkit is a pack of tried and tested materials specifically tailored for creative individuals considering setting up in business. Used by creative entrepreneurs across the UK and internationally; it provides guidance, activities, downloadable content and case studies which challenge individuals to consider their creative and personal motivations for enterprise.
These slides introduce the toolkit; and go through the toolkit activities and approaches. Many of the images are clickable and should link/take you back to the relevant sections online.
Increasingly, stakeholders and leaders who fund training are
interested in demonstrated results. The increasing demand for
accountability and prudent expenditures are necessary so as to
succeed in today’s global competitive environment. Only by being
able to realize the benefi t of the training expense onto the bottomline
of the organization, can the senior managers justify their
training investments and improve their training approach to bring
about the greatest profi t from the expense. This workshop outlines
a step-by-step process you can use to conduct performance
data analysis, evaluate training effectiveness and real impact of
training programs (tangible ROI and intangible) through applying
appropriate level of training evaluation based on organizational
objectives and priorities.
Participants will be led by an expert as you learn and apply ROI
concepts to learning and development. During the workshop,
participants will develop plans and strategies to evaluate one of
their own programs so they can later execute the Measurement
and ROI Process in their organization. The learning process will
also include many useful case studies and scenarios to facilitate
the involvement, collaborative problem solving and deeper thinking
to resolve issues and build confi dence to execute. Last but not
least, workshop participants will be asked to work in teams to
apply the ROI Quality Analysis Tool to determine the credibility and quality of the ROI in case scenarios.
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.
Open view venture partners case study extraordinary execution
1. Turning aspirations into practical plans for success:
The Extraordinary Execution Workshop
You’re at the expansion stage. “Your day-to-day activities
But are you truly ready to grow? are the true drive-gear of
It’s the classic entrepreneurial dilemma: you have your firm. When your daily
a proven product and a promising market, but how
actions are aligned with
do you turn a good idea into a great enterprise?
With the right tools, you can make a transformative your larger aspirations,
leap from managing a product to growing a thriving you’ll fulfill your mission
business, a company that understands why it exists,
where it’s going and how to get there.
at an astonishing speed.”
Scott Maxwell, Managing Partner
and Senior Managing Director,
A proven process for creating OpenView Venture Partners
a practical, actionable strategy.
The Extraordinary Execution Workshop is an inten-
sive, two-day forum in which senior executives work
individually and collaboratively to address their two
most important leadership concerns:
1. clarifying aspirations that set the company’s
mission, vision and values
2. crafting a strategic plan that aligns operations
—by year, quarter, month and week—with the
company’s deepest and most urgent priorities.
2. A hands-on approach with
prioritized next steps.
Exinda Networks Crystallizes
Under the direct guidance of OpenView Venture
Partners, a firm with a unique understanding of
Vision, Clarifies Direction.
expansion stage companies, leadership teams will
define a clear and meaningful purpose for their
In October 2009, CEO Michael Sharma and five
company that will:
other members of Exinda Networks’ leadership
team participated in the Extraordinary Execution
Articulate a vision of where the company is going Workshop. Michael confesses that he was initially
Unite the leadership team in one common mission skeptical. “At first,” he says, “I thought I needed this
like a hole in the head. But it proved indispensable;
Determine the company’s guiding values
in just two days, we got a working plan in sync with
Uncover the strategic themes necessary for achieving our vision.”
business aspirations
When asked to evaluate the impact less than two
Set priorities that direct company energies and resources
months out from the experience, Michael says the
Create strategy maps for turning aspirations into resulting plan his team created “is living, breathing
practical actions and gaining momentum.” Specifically, he notes that
the workshop “called out our core values and got our
Establish measurements and assignments for
efficient execution senior leadership team speaking the same language.”
After the workshop, Michael and his team used the
Align employee efforts to aspirations by year, quarter,
document they created to share the company’s vision
month and week
with its 35 employees; the values they prioritized
Eliminate unnecessary efforts that waste time, have become a template against which the company
talent and money has evaluated new hires.
Document a strategic plan that can be shared across
the entire organization Most importantly, the experience has created a
road map for action. “We’ve been on a sprint
Form processes for monitoring, reviewing and since the workshop. It’s been an invaluable tool
adjusting strategy
for clarifying our direction and gaining alignment.
Today, everyone’s on the same page as we execute
“We’ve been on a sprint since by quarter, month and week. That’s the power of
the Extraordinary Execution Workshop.”
the workshop. It’s been an
invaluable tool for clarifying
our direction and gaining
alignment...”
Michael Sharma, Chief Executive Officer, Exinda Networks
3. Step by Step, Designed as an intensive series of hands-on exercises, the
Extraordinary Execution Workshop brings your mission into focus,
from Global establishes unity of purpose, and translates strategic directives into
Mission to concrete, operational plans. OpenView’s experienced workshop
facilitators lead participants through each step, helping them apply
Daily Actions. innovative management tools to urgent business challenges.
The ex Tr a or di na ry ex ecuTi on Wor kS hop a ge n d a
Pre-workshop readings establish working concepts and common ground
Identification of Aspirations among participants
Together, your leadership team
Analysis of a model plan explores the working components of a successful
defines the mission, vision mission and strategy
and values that will turn your
Formulation of a mission statement that meets ten key criteria for meaning
company from a product-driven and purpose
business to a mission-driven
Development of a vision for carrying your organization into the future
enterprise.
Articulation of values important to the success, people and personality of
your business
Clarification of priorities to concentrate energies on the issues of greatest
importance
Development of Strategy Maps Development of Strategic Themes Development of People Themes
Finances Productivity
Once the team has achieved a Economic model Internal roles
united sense of business purpose, Customer and market perspective Vendor and partner roles
Define target customer segments
they collaborate on strategy maps Development of Organizational Themes
Define target prospects
that fulfill aspirations through a Structure
Define target marketing channels
cascade of operating plans by year, System rhythm
Define indirect sales channels
Management productivity
quarter, month and week. Company output
Leadership
Product output to customers
Work environment/OD
Communications output to prospects
Value output to marketing channels Prioritize Objectives
Performance output to indirect sales channels Eliminate unnecessary, less valuable activities
Responsibilities to community and regulators Define priorities
Review of deliverables Create strategy statements
Development of Methodology Create a Management System
and Information Capital Using balanced scorecards
Information capital Setting SMART objectives
Design and development Determining activities by quarter, week, and day
Creating and delivering product output Assigning responsibilities and ownership
Customer acquisition Review cycles and schedule goals
New customer onboarding
Customer management
Managing partners and channels
4. “At the expansion stage, your
Making the Founders’ Vision aspirations should not be about
a Company-wide Reality.
a technology per se, but about
building a company that delivers
Founding partners Isaac Garcia and Arnulf Hsu are the right solution to the right
no strangers to entrepreneurial ventures. They sold
their first two companies to CNET and are now on customers with the right
their third, Central Desktop. “While Arnulf and I know economic model.”
what we are; we need to instill our vision with every-
one else in the company,” Isaac says. “Before we Firas raouf, Venture Partner, OpenView Venture Partners
participated in the Extraordinary Execution Workshop,
our wives knew more about our vision than our “The Extraordinary Execution
employees.”
Workshop gave us a framework
By participating in the workshop, the founders for creating a strategy sustain-
were able to define their mission and record it in a
document they could share with their employees. able at multiple layers in our
“It helped us solidify what we want to do,” says Isaac. organization.”
“Once we had our vision locked in place, we could
take stock of the actions we needed to fulfill it.” Scott Johnson, Chief Executive Officer, AtTask
Isaac and Arnulf refined their strategy to seven or
eight key themes for the year, then drilled down
further to assign two or three initiatives for each
quarter. “By the time the workshop was over,”
Prepare your venture for its next leap in growth.
Isaac says, “we had eighty-five percent of the
operating plan we wanted. This year, thanks to
To learn more about the Extraordinary Execution
what we learned, we’re already 90% of the way
Workshop—and how OpenView Venture Partners can
there for our 2010 plan.”
accelerate your success—contact OpenView directly at
(617) 478-7500 or email info@openviewpartners.com.