ORGANIZATIONAL MATURITY

1. Problem Growth VS
Business Growth
Managing Partner
@Growth Factory (Education)
CEO
@Profit Group (Consulting)
Alumni
@UC Berkeley
Sasha Gavrylyuk

2. How do you know, Sasha?
● Doing Operational Management
since 2010
● Profit Group: last year executed 20+
consulting projects
● Growth Factory: educated 130 C-level
participants
● Growth Factory: designed 6 products
to help IT companies succeed
To cut a long story short:
I know what troubles CEOs

3. What is the
main issue in
your
business
right now?

4. There’s always 1 or a
combination of 2 troubles
(no matter the head count)

5. 1. Sales
2. Profitability
3. Processes
4. Team
+
1. Mindset

6. 0-50
Profitability
50-100
Team
0-50
Sales
ALWAYS
Mindset
50-100
Processes
Death in operational
management
Survive and get to the next level of
trouble complexity
Sameissuesrepeatoverandover
again

7. This is Screwed Up, Sasha...seriously...
No matter the headcount...same
issues repeat over and over again

8. In service,
people
dependent
commodity
business,
there’s
always
trouble

9. Where’s Holly Lolly?
1. Get used to being in trouble

10. Where’s Holly Lolly?
1. Get used to being in trouble
2. Be fast to identify the main
trouble

11. Where’s Holly Lolly?
1. Get used to being in trouble
2. Be fast to identify the main
trouble
3. Get better then competition
at solving the trouble

12. Where’s Holly Lolly?
1. Get used to being in trouble
2. Be fast to identify the main
trouble
3. Get better then competition
at solving the trouble
4. Introduce system to address
troubles

13. Where’s Holly Lolly?
1. Get used to being in trouble
2. Be fast to identify the main
trouble
3. Get better then competition
at solving the trouble
4. Introduce system to address
troubles
5. Complex solutions = simple
life

14. The tools to help you
see the full picture
Helicopter view
& down to earth

15. 1. ONE main strategy of the year
2. SWOT => fight strategy => initiative cost
a. CAC ( customer acquisition cost)
b. EAC ( employee acquisition cost)
3. Benchmark research
4. BCG for accounts, technologies, locations
5. Horizon & KPI in cash (annual + quarterly)
The basic management toolkit
TB created with the team annualy, TB updated quarterly

16. 1. ONE main strategy of the year
Why?
To stay focused
To focus the team
Examples:
● team competency increase
● business process automation
● new market development

17. Client Case:
We need to get more
profitable
What we did together:
1) Improved online presence
+ UVP
2) Designed sales
enablement
3) Created customer relations
standards
4) BCGed accounts
5) Increased rates by 20% on
every 3rd project
6) Analysed 37 competitors
7) Finishing off with team
competencies increase
plan as a starting point for
continuous switch to
premium rates

18. Must include all business
functions
SWOT
● Tech stack - Are these
technologies going to make us
money?
● Sales channels - are these
channels in danger?
● Locations (Sales & TA) - are
these markets the best for us?
● Positioning - are we going to
remain relevant?
● HR brand - are we attracting
the best talent?
● Profitability - are we lowering
or increasing our margin?
Set priorities - what is the first
weakness you should attack?
Prioritize
● Urgency
● Business dependency
● Competitive advantage
● Maximum impact
How much do we need to
invest to implement
initiatives
Estimate
costs
● Develop action plan
● Estimate cost of each
initiative
● What can we afford?
● Assign budget & forget about
this money

19. SWOT Use case example:
Weakness detected: low client retention rate
● CAC = $7k
● Profit *LTV = $6k* 12 months =$72k
Initiatives:
● Regular client meetings = $5k/ year
● Assign account manager = salary *% of time *12 months =
$1200*20%*12= $2.8k/year per client
Total cost of initiatives: $7.8k/year
($7k+$72k)-$7.8k=$71.2k
We invest $7.8k to manage risk of losing $71.2k

20. Benchmark research
Look up to those, who are better than
you are

21. Benchmark flow example:
Why?
● To see where you’re better and where you screw up
● Your leads have choice - tons of global choices actually
Rules:
● Analyze minimum 30 competitors:
● 5 your size, your location, your tech stack
● 5 your size 50%+ hc, your location
● 5 your size EU
● 5 your size US
● 10 sky limit higher and larger then you

23. Benchmark
research
What are we
adapting?
What are they
doing better?
Design action plan

24. Analyze - Portfolio | Tech | Team

26. BCG Matrix for outsourcing:
Cash cows:
● High revenue long-term
contracts
● High margin teams
● Proved best selling services
● Stable high performing
employees
Rising stars:
Lagging dogs:Question marks:
Keep happy Invest & explore
DissolveValidate
● High potential contracts
● Enthusiastic innovative
teams
● Hyping services
● Young ambitious
employees
● Low margin, stagnant
contracts
● Complaining teams
● Aging services/technologies
● Toxic, non performing
employees
● New, ambitious contracts
● Innovating teams
● Raising hype technologies
● Questioning, change-making
employees

27. Mindset & Focus

29. CEO defines success
● Set aside time for
yourself
● CEO must be
resourceful
● Student always
● Vacation is help
to your business
● Discipline &
routine
● Mix with other CEOs

30. What do we do now?

31. 3 keepers

32. 1) Write down 3
keepers.
2) Set aside at least 3
hours next week to
work on strategy.
3) Create calendar
reminder
every 3 months.
4) GET your
team on
board.

33. Otherwise...

34. Полезные раздатки
￮ Презентация быстрее
￮ Заготовки по принятию решению
￮ Процесс "5-ти звездочные продажи"
￮ Книга “Создание IT компании”
http://bit.ly/bo_gifts_free

35. Thanks!
TL: @sashaiam
FB: Sasha Gavrylyuk
sasha@growthfactory.it