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Stratechi HR & Org Strategy Presentation Template by McKinsey Alum.pdf

This document outlines a comprehensive HR and organizational strategy focusing on improving employee experience, satisfaction, and retention through structured initiatives and goals for the upcoming year. It highlights recent achievements, such as an increase in employee satisfaction and retention rates, while setting clear objectives for cultural enhancement, organizational alignment, and strategic initiatives. Additionally, it details a holistic view of employee journey improvements and autonomy in managing HR functions to adapt to company growth and changing workforce needs.

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INSERT COMPANY LOGO OR NAME 202X HR & ORG STRATEGY 1
A Note about this HR & Org Strategy Template Developing a HR & Org strategy is one of the more nebulous strategy endeavors given the expanse of options to positively impact people and the team. There are always positives to be gained in improving culture, the employee journey, and strategic alignment, the challenge is diagnosing where to focus the efforts and creating the strategic alchemy of initiatives to effect positive change. I’ve created a storyline that you can pick and choose from and use to generate other ideas. I’ve also included other potential slides, icons, images, the Stratechi.com materials on HR & Org strategy and many useful worksheets all to help you ideate, structure thought, and hopefully make your journey a bit easier. As always, I’m here to help and support. If you need to brainstorm or problem solve anything, set up some coaching time on Stratechi.com. All the best, Joe Newsum P.S. The Terms & Conditions of this template are on the last page. Please abide by them. If you want to source proprietary and copyrighted Stratechi.com images and content, please reach out to me. Thank you.
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 3 THE HR TEAM’S MISSION The HR Team’s Mission is to support, embrace, elevate and realize the individual and collective potential of our team
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER AGENDA 4 • Year in Review & Current State • Next Year’s Goals • Strategies & Initiatives • Improve the Employee Journey • Align Org Design with Strategy • Elevate the Culture & Total Compensation
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Over the past year, the HR team had many wins 5 1 2 85% Retention (5% above goal) 15% Increase in Employee Satisfaction Score 3 Recognized as one of the Top 50 places to work in the state 4 Hired and onboarded 40 team members with 70% positions filled in 3 months 5 Implemented new HRM platform 6 Successful rollout of new review, evaluation and promotion process
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 6 Over the past year we accomplished some big goals 65% 72% 2021 2022 Employee NPS Goal – 70% 67% 75% 2021 2022 Retention Goal – 72% $56 $70 2021 2022 Profit per Employee ($ 000s) Goal – $65K 57% 65% 2021 2022 Customer NPS Goal – 62%
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER The current state of the organization • Target number of employees - xx • Target span of control – xx • Total budget - $xx Name Title Name Title Name Title Name Title Name Title Name Title New Positions Unfilled Positions 7
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Our 1,210 US team members span 18 states, with 78% of our team in 6 states 8 No Employees 1-15 Employees 16-50 Employees 50+ Employees 61 102 114 278 120 255
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER We also have 250 team members around the globe 9 90 85 20 10 60
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER The current state of the teams and functions $ % % $ 10 Sales Service Operations IT HR Finance / Legal Marketing Budget $xx $xx $xx $xx $xx $xx $xx % of Total xx% xx% xx% xx% xx% xx% xx% % of Org xx% xx% xx% xx% xx% xx% xx% Headcount xx xx xx xx xx xx xx Span of Control xx xx xx xx xx xx xx $ per Employee $xx $xx $xx $xx $xx $xx $xx Retention xx xx xx xx xx xx xx Satisfaction xx xx xx xx xx xx xx TOTALS $xx xx% xx% xx xx $xx xx xx
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 210 230 190 205 230 82 90 83 92 100 55 65 38 53 68 30 26 24 28 32 20 18 17 22 24 0 50 100 150 200 250 300 350 400 450 500 2018 2019 2020 2021 2022 Number of Team Members Organizational Breakdown 397 429 352 400 454 Growth 8% -18% 14% 14% Since the 2020 downturn, the team has grown by over 100 members 11 Support Operations Sales & Marketing HR & Legal Finance
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER The organizational breakdown has been fairly consistent 12 53% 54% 54% 51% 51% 21% 21% 24% 23% 22% 14% 15% 11% 13% 15% 8% 6% 7% 7% 7% 5% 4% 5% 6% 5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2018 2019 2020 2021 2022 Organizational Breakdown % of Employees Support Operations Sales & Marketing HR & Legal Finance
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Exit Advancement Evaluation Development Onboarding Hiring Recruiting The current organizational heatmap shows needed improvement in leadership and structure, onboarding, development and norms EMPLOYEE JOURNEY CULTURE Corporate Strategy Norms Comp & Benefits ORG DESIGN Environment Leadership & Structure Roles & Competencies $ Mission & Vision Values
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Our current people initiatives are driving impact across the organization Org Design Employee Journey Culture Initiative • Sales Team Reorg • Span of Control • Strategy Alignment Status Progress • Re-organized teams to territories. Currently reviewing territory game plans. • 6 out of 8 teams at span of control of 8, with sales and marketing delayed. • Finished with monthly all-hands, cascading strategies and KPIs • Jobs Platform • Training Excellence • New Review Process • Completion delayed due to QA issues. Rolling out hiring module in June. • Training platform completed, with 90% of team certified in at least 2 skills • 360° review pilot successfully completed. Rolling out to Ops & Support in May. • Enhanced Benefits • Slack Implementation • Sales Compensation • Mission & Values • New benefits packages well received. Working to get opt-in from 55% to 75% • Slack rolled out in January with 95% of team members utilizing daily. • New commission structure rolling out in April with all materials ready. • Internal and external marketing of mission and values rolled out in December.
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER AGENDA 15 • Year in Review & Current State • Next Year’s Goals • Strategies & Initiatives • Improve the Employee Journey • Align Org Design with Strategy • Elevate the Culture & Total Compensation
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 16 For next year, our employee goals are simple and focused Employee NPS 72% 85% Retention $65K Profit per Employee 70% Training Participation
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Next year’s functional people goals, budget and headcount $ % % 17 Sales Service Operations IT HR Finance / Legal Marketing Budget $xx $xx $xx $xx $xx $xx $xx Change xx% xx% xx% xx% xx% xx% xx% Change xx% xx% xx% xx% xx% xx% xx% Headcount xx xx xx xx xx xx xx TOTALS $xx xx% xx% xx Goals • xx • xx • xx • xx • xx • xx • xx • xx
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 2. EMPLOYEE JOURNEY Exit Advancement Evaluation Development Onboarding Hiring Recruiting Corporate Strategy 3. CULTURE Norms & Language Comp & Benefits 1. ORG DESIGN Structure Environment Roles & Competencies Mission Values The HR team utilizes a holistic approach to improving team focusing on org design, the employee journey and culture 18 $
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Next year’s people initiatives will elevate the efficiency and effectiveness of the team Org Design Employee Journey Culture Initiative • Consolidate Ops Teams • Succession Planning • Consolidate Roles Goals • Streamline ops teams by reorganizing to centers of excellence • Create succession plans for 85% of VP and above roles • Reduce job titles by 50% to standardize job ladders • Expand Recruiting • Benefits Portal • Career Ladders • Increase applicants by 40% with expanded college program & marketing • Reduce administrative costs by 25% with self-serve benefits portal • Rollout with training, certifications & milestone achievements • Market Compensation • Office Remodel • Work from Home • Meeting Norms • Normalize compensation aligned with market • Increase collaboration and community with more shared spaces • Rollout work from home toolkit and benefits program • Reduce time spent in meetings by 25% with ERCS lean program Timing Resources Feb. – Mar. Apr. – June Jan. – Mar. Feb. – Nov. Mar. – Aug. Apr. – Aug. Mar. – July Jan. – Nov. Mar. – Aug. Feb. – Mar. 2 FTE $200K 4 FTE $300K $750K 4 FTE $100K $1.2M $300K 2 FTE
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER The HR budget is 14% more than last year while the budget as a % of total sales is decreasing T&E Last Year Budget Growth Company Sales $9,500,000 $12,000,000 26% People Expenses Salaries $700,000 $750,000 7% Benefits $100,000 $130,000 30% Travel & Entertainment $200,000 $250,000 25% Miscellaneous $200,000 $250,000 25% Technology & Payroll Software & Support $140,000 $150,000 7% IT Consulting $120,000 $140,000 17% Payroll $41,000 $47,000 15% Training & Development Training $50,000 $60,000 20% Consulting $40,000 $50,000 25% Other $20,000 $30,000 50% Total Budget $1,611,000 $1,857,000 15% % of Sales 17.0% 15.5% Last Year Budget Executives 2 3 Managers 4 5 Specialists 10 13 Interns 2 3 Total 18 24 20
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER AGENDA 21 • Year in Review & Current State • Next Year’s Goals • Strategies & Initiatives • Improve the Employee Journey • Align Org Design with Strategy • Elevate the Culture & Total Compensation
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 22 Advancement Evaluation Development Onboarding Hiring Recruiting Creating a strong employee journey strategy necessitates answering some key questions What do your team members think about their employee journey? How does the employee journey help elevate and realize the potential of team members? What defines success and improvement for each stage of the employee journey? What initiatives will drive the most improvement in helping elevate and realize the potential of team members? EMPLOYEE JOURNEY
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Advancement Evaluation Development Onboarding Comp & Benefits Hiring Recruiting Employee Journey We have a holistic strategy to improve the entire employee journey • New online application process • Advertising on LinkedIn • Targeting 15 new hires • New hiring manager in place focused on experienced hires • More competitive sales commission & benefits package • New sales incentive trip & bonus • 4-week rotation to learn all aspects of the business • New buddy program for new hires • Assigning senior mentors for career development • New career track ladder • Improved evaluation criteria and process • New calibration meeting for VPs • Targeting 6 Director and 2 VP promotions • Improved salary and bonus adjustments for promotions Initiatives 23
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Recruiting Hiring Development Evaluation Advancement Onboarding 27% 13% 10% 12% 17% 31% 26% 21% 28% 18% 29% 22% 12% 16% 11% 8% 21% 25% 31% 12% 16% 22% 16% 27% 28% 25% 31% 26% 29% 18% 18% 22% 11% 15% 16% 31% 22% 15% 11% 18% 19% 18% 22% 23% 18% 13% 23% 26% 14% 18% 12% 10% 20% 24% 13% 33% 28% 29% 28% 12% 17% 20% 14% 29% 17% 25% 26% 30% 37% 39% 28% 12% 7% 27% 35% 19% 20% 12% 7% 11% 9% 14% 2% 9% 30% 14% 29% 28% 15% 8% The company is sought after by job candidates The company recruits top talent The recruiting process is efficient The hiring process is effective at getting top talent Most new hires have the skills to succeed The company brings on new people effectively New hires are set up for success You are being developed professionally You have opportunities to grow professionally You have mentors that care about your development You have access to training you need to be successful People are supported in their career goals You receive timely and constructive feedback The evaluation process is helpful to your development The evaluation process is clear and fair Promoted employees are set up to succeed The right people are promoted Promotions are celebrated in the company Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree From the team survey, the employee journey areas of priority are onboarding and development 24
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Our employee journey goals and strategy initiatives will elevate the team Core Initiatives New Evaluation Process Inc. University Interview Guides & Online Scoring INITIATIVES DESCRIPTION • Xyz • Abc • Xyz Candidate Score Acceptance Net Promoter Empl. Satisf. Adherence Training / Emp. Adherence Internal Promo. Xx Key Metrics 8.2 45% 86% 80% 82% 18 65% 202X 7.4 42% 56% 75% 72% 14 59% 202X GOALS Evaluation & Advancement Onboarding & Development Recruiting & Hiring 25
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Our recruiting & hiring goals will be supported with key initiatives Approve & Post Positions Source Qualified Applicants Screen & Schedule Applicants Assess & Interview Prospects Extend Offers & Get Acceptance 202X 202X TARGET KEY INITIATIVES 140 positions 5050 applicants 650 interviews 95 offers 60 employees 160 positions 7000 applicants 900 interviews 150 offers 100 employees • xx • xx • xx • xx • xx TALENT ACQUISITION FUNNEL 26
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER We are enhancing our 5C onboarding strategy to decrease 90-day attrition 5Cs Source: SHRM 27 Compliance Clarification Confidence Connection Culture Current State • New hire forms • Compliance training program • Background check • Manager expectations meeting • Job training • 3-month skills ladder • Drug testing Initiatives • Team meeting intro • Welcome package • Monthly new hire meeting • Day-1 package (email, computer, zoom account, business cards, etc.) • 10 free & scheduled lunches • Team bonding exercises • Team buddy • New hire social events • Company history videos • Facility tour • Company strategy videos • Moving new hire forms online • New confidentiality agreement • New 2-days of shadowing • Manager meeting checklist • Weekly manager check-ins • Team email welcome - background • Monthly “Meet the Leadership” program • Enhanced team member directory • “Living our Mission and Values” program • Meet the Leadership culture stories • New hire social events
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER We are enhancing our development programs to help our team members realize their potential Leadership Competencies Experience Performance Current State • Personal Development Plans • Performance Reviews • Team KPIs Initiatives • Skills University • Analytics Program • Lean Training • High Potential Program • Management University • Communications Training • Mentorship Program • Rotational Program • Easy Transfer Options Career Ladder • Revamping Ops • Consolidating lower- level ladders To migrate up the ladder team members must develop on 4 dimensions • Integrating benchmarking data • Building team KPI dashboards • Creating Educational Reimbursement • Developing Problem Solving module • Offsite for HiPos • Enhancing Rotational Programs • Introducing Development Program
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER We are targeting 140+ promotions through our end-of-year evaluation and advancement cycle Leadership Competencies Experience Performance Career Progression Timing • Evaluation and advancement are based on our 4 progression criteria • We are targeting an 18% promotion rate this year which equals 143 promotions Process Methodology New Initiatives Evaluation Advancement • Self-evaluation – Oct. 1 – 15 • 360 ° evaluation – Nov. 1– 15 • Processing – Nov. 15 – 25 • 360° forms to be filled out by individual, direct manager and 4 other peers and managers • The forms will utilize the 4 dimensions with scores and 1-2 examples per dimension • Automated online workflow and communication • Changed competency scores • Calibration – Nov. 26 – Dec. 5 • Workshops - Dec. 6 – Dec. 12 • Sign-off – Dec. 15 • Promotions – Dec. 16 - 22 • Managers receive target promotion allotment, with leadership workshops determining promotions • Calibration utilizes rank order methodology with rank ordered promotion workshops and compensation bands • Total team comp calculator rolled up to budgets and targets
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER The new HCM platform will streamline our processes, save costs, while providing extensive data and insight • The HCM project is an online platform automating much of our employee journey. The platform will streamline our processes will providing a better employee and manager experience and substantial business intelligence • The HCM project is on budget ($1.2M) with 2 modules delayed 2 months (hiring and onboarding). • The HCM project will reduce hiring and onboarding cycle times 25% save the HR team 4 FTE through automation. The target launch is January. 30 $
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER The HCM project is slated to be completed by end of year for a January launch Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Workstream 1 Action Item 1 Action Item 2 Action Item 3 Workstream 2 Action Item 1 Action Item 2 Action Item 3 Workstream 3 Action Item 1 Action Item 2 Action Item 3 Implementation Testing Pilot 31 Launch
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER To insure a successful HCM implementation we have a portfolio of change management initiatives Case for Change 1 • Xx • xx Reinforcement 4 • Xx • xx Role Models 2 • Xx • xx Training 3 • Xx • xx 32
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Our employee journey strategy focuses on each phase of the journey 33 Advancement Evaluation Development Onboarding Hiring Recruiting Metrics / Goals Initiatives • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER AGENDA 34 • Year in Review & Current State • Next Year’s Goals • Strategies & Initiatives • Improve the Employee Journey • Align Org Design with Strategy • Elevate the Culture & Total Compensation
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER In org design we’re solving for the structure, roles and competencies of the team members and how they align to corporate strategy, the mission and the vision. Corporate Strategy ORG DESIGN Structure Roles & Competencies Mission & Vision 35 In Org Design, we’re solving for: • Structure 1. Organizing Principles 2. Dimensionalization 3. Overall Size & Team Size 4. Layers & Span of Control 5. Reporting Structure • Roles, Competencies & Responsibilities 1. Team 2. Individual 3. Cross-functional
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER To drive our long-term competitive differentiation & advantage, we will focus on being best-in-class in the following core competencies... Organizational Core Competencies Core Competitive Differentiation & Advantage • xx • xx (Year) Strategies to Develop or Improve Core Competencies • xx 36
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER To drive value, we are implementing cascading goals across the company. Lower-level team goals will align to the higher-level functional goals. 37 $ Customer Employees Financial Efficiency Innovation Top Level Net Promoter Score Employee NPS EBIDTA Growth Employee Productivity New Products as a % of Sales Business Unit NPS Employee NPS EBIDTA Growth Employee Productivity New Products as a % of Sales Sales & Marketing Customer Churn Sales / Customer Customer Growth NPS + Retention Engagement Total Sales Budget Margin CAC. (Customer Acquisition Cost) Sales / Employee New Products as a % of Sales Operations & Support Customer Churn Cust. Satisfaction NPS + Retention Engagement Budget Costs / Sales Ops & Support Process Metrics N/A Product Development Product Reviews Warranty KPIs Quality KPIs NPS + Retention Engagement Margin Warranty / Sales Time to Market Development Lifecycle Metrics New Product Launches Finance / Legal / HR N/A NPS+ Retention & Engagement HR - Emp. Journey & Culture Metrics Actuals to plan on budget & headcount Fin - Cash Conversion HR – Employee Journey Metrics N/A
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER The product team career ladder has been simplified and will roll out in January 38 Level 1 Level 2 Team Lead Manager Director Vice President $60-80K $90-110K $120-140K $150-180K $200-230K $250-300K • College grads • No experience • 1-3 years experience • Certifications • Product expertise • Top 40% review • 3-5 years experience • Scrum certification • Leadership potential • Manager training • Team of 4-8 • 4-6 years experience • Manager certification • Top 30% review • Product strategy • Team of 20-30 • 5-8 years experience • Post-graduate degree • Leadership certification • Top 20% review • Financial management • Platform strategy • Team of 70-100 • 8-12 years experience • Post-graduate degree • Executive certification • Top 10% review • $100+ million budget • Team of 300+
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER The organizational rationalization will reduce headcount by 10% 39 210 76 65 45 35 32 30 25 20 22 10 12 5 0 0 3 5 5 Operations Support Sales Marketing IT R&D Finance &… Supply Chain HR Headcount Rationalization Continue Reduce 210 76 65 45 35 32 30 25 20 532 Continue 9% 12% 16% 10% 0% 0% 9% 17% 20% 10% 22 10 12 5 0 0 3 5 5 62 Reduce 240 86 80 50 35 32 33 30 25 594 Current % TOTALS Timing: May 15th at 10am Process: HR meetings with each functional team’s reduction group Severance: 2 months of pay & benefits with 6 months of COBRA Other Benefits: Recruiting support (resume writing, interviewing, job hunting) Savings: $4.5 million Overview
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 10 6 7 3 5 4 2 4 3 5 4 2 4 6 2 2 3 3 4 5 5 4 2 4 4 3 2 15 8 6 5 2 4 5 3 4 Operations Support IT Sales Finance Marketing R&D Supply Chain HR Span of Control (# of Managers) 1-2 Directs 3-4 Directs 5-6 Directs 7+ Directs We will execute a manager reduction to increase our span of control from 4.5 to 6.5 resulting in the reduction of 40 manager positions 40 1-2 3-4 5-6 7+ Direct Reports Process: Currently working with functional leadership on consolidating teams with 1-4 directs and identifying managerial leads of each team and which managers will stay on or will be laid off Timing: February – March – team consolidation exercise April 15th – HR leads with functional leadership teams will execute the consolidations & lay-offs Benefits: • ~$2 million in savings • Reduce layers from a max of 6 to 4 • Increased organizational agility and development Overview 10 5 6 3 4 3 2 4 3 40 Manager Reduction 22 10 12 5 0 0 3 5 5 6.5 Future SoC 6.1 4.6 3.8 4.3 3.4 5.6 6.3 4.3 4.1 4.5 Current SoC
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER We are consolidating functional teams into shared centers of excellence 41 Region 1 Region 2 Center of Excellence Region 3 Region 4 HR IT Support Finance Operations Layoff 20 5 5 Stay COE Layoff Regional 16 4 6 21 3 5 20 5 5 77 17 21 20 5 5 Stay COE Layoff 16 4 6 21 3 5 20 5 5 77 17 21 20 5 5 Stay COE Layoff 16 4 6 21 3 5 20 5 5 77 17 21 20 5 5 Stay COE Layoff 16 4 6 21 3 5 20 5 5 77 17 21 20 5 5 Stay COE Layoff 16 4 6 21 3 5 20 5 5 77 17 21 100 25 25 Stay COE Layoff 80 20 30 105 15 25 100 25 25 TOTALS 105 385 85 Savings $500K $600K $400K $500K $600K $2.6M
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Our employee certification levels have improved 42 55% 50% 46% 39% 34% 32% 35% 40% 45% 48% 13% 15% 14% 16% 18% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2018 2019 2020 2021 2022 EMPLOYEE CERTIFICATION LEVELS (100%) % of Employees Level 3 Level 1 Level 2
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER We will continue to improve our ratio of generalists and specialists to supervisors and management 43 % of Employees 45% 47% 50% 22% 25% 27% 20% 16% 13% 13% 12% 10% 202X 202X 202X Company Role Mix Generalists Specialists Supervisors Management
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER We will focus on filling key roles of the organization Name Title Name Title Name Title Name Title Name Title Name Title New Positions Unfilled Positions 44 Name Title Name Title
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER AGENDA 45 • Year in Review & Current State • Next Year’s Goals • Strategies & Initiatives • Improve the Employee Journey • Align Org Design with Strategy • Elevate the Culture & Total Compensation
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Our culture is defined by how our values drive the desired behaviors which are reinforced in our norms & language, benefits & compensation and environment NORMS & LANGUAGE BENEFITS & COMPENSATION ENVIRONMENT VALUES How does the org reflect the values in decisions, interactions, communication, and behavior? $ How are the company’s values reinforced through norms & language, benefits & compensation, and the environment? How does the org incentivize individual and team performance, and desired norms and behaviors? How do the physical and virtual environments reflect the values and spur collaboration? Personal behavior Conversations Decisions In-person and Virtual Meetings Email & Communications Projects Events Wages & Salaries Bonuses Stock Options & Retirement Health Benefits & Other Insurance Lifestyle Benefits (Gym, Advisors, Events) Holidays, PTO & Sabbaticals Education & Training Tenure Incentives Offices & Facilities Meeting Rooms Common Areas Home Offices Flex Space Outdoor Spaces Internal Website Collaboration Tools
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER From the team survey, the two areas of focus are culture and norms, language & communication Culture Values Environment Norms, Language & Communication Comp & Benefits 22% 27% 11% 22% 19% 25% 22% 11% 12% 16% 11% 8% 14% 12% 13% 14% 18% 14% 18% 12% 10% 34% 32% 28% 25% 28% 29% 26% 27% 25% 12% 26% 12% 23% 24% 14% 18% 22% 11% 12% 10% 8% 22% 13% 16% 14% 14% 7% 11% 27% 27% 32% 28% 32% 24% 22% 21% 14% 10% 22% 18% 23% 21% 21% 14% 18% 12% 28% 22% 17% 12% 22% 16% 13% 14% 11% 9% 19% 23% 20% 14% 18% 12% 22% 16% 20% 31% 17% 31% 15% 20% 25% 26% 30% 37% 26% 23% 30% 32% 20% 23% 29% 33% 40% 42% 15% 12% 15% 19% 14% 22% 17% 14% 14% 36% 13% 20% 14% 13% 29% 30% 14% 29% 28% 31% 33% 21% 31% 27% 30% 21% 30% 28% 5% 6% 5% 14% 8% 13% 13% You like the culture of the company Collaboration is encouraged and effective People treat each other with respect There is a high level of trust in the organization People are held accountable for their performance People are highly political There is a high level of negativity in the organization The company has a strong set of values The values make the organization more effective Employees know the company's values People know what is expected of them People are empowered to do the right thing Compensation is better than industry average Benefits are better than industry average Strong performance is rewarded The company has a bonus plan that incentivizes performance The company has great perks Your office space helps you be productive You have the tools and infrastructure you need to be successful You have access to the data you need The company has modern technology It is easy to get to know people in the company How decisions are made makes sense Important decisions are clearly communicated to those affected People effectively communicate with each other People spend too much time in meetings Meetings are efficient and effective People in the company use email effectively Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER $ Norms & Language Benefits & Compensation Environment Values • Create a values day where we do seminars, workshops, and social events to reinforce our values • Incorporate values into the employee review • Embed values into our training and onboarding materials • Implement meeting norms around time limits, pre-reads, reasons for meetings, and interaction norms • Launch Slack for employee messaging • Remodel headquarters to be more vibrant and energizing with more community spaces, flex workspaces, relaxation rooms and gardens • Start ”work from home” supplies allowance • Incorporate wellness benefits (gym memberships, reduced health premiums, sabbatical,, and health incentives) We are taking a holistic approach to improving our culture with initiatives for our values, norms and language, environment, and benefits & compensation Culture Building Blocks Key Initiatives 48 Progress • May 15 at Lakeview conference center • Materials and speakers are finalized • Complete for December review cycle • Project on-schedule for June launch • Online training and web page complete • Posters in all meeting rooms • Scheduled launch July 1st • On-schedule and on-budget with an opening target date of January 1st • Launched allowance February 1st • Target launch for wellness benefits July 1st
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER We’ve developed key initiatives to reinforce our values within our team members The values that guide our interactions, decisions, and behavior with each other, our customers, and partners include: Seek to Understand Be Real Do the Right Thing Get the Facts Better Yourself & Others 49 • Create a values day where we do seminars, workshops, and social events to reinforce our values • Incorporate values into the employee review • Embed values into our training and onboarding materials • Create ”Value Bucks” for deeds that embrace our values which can be redeemed for gift cards • Put up posters in all the offices and facilities that state our values with employee, customer and partner images Key Initiatives
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER We are reinforcing our values of problem solving and entrepreneurship throughout our employee journey Advancement Evaluation Development Onboarding Comp & Benefits Hiring Recruiting Problem Solving • Target talent pools with problem solving experience score resumes on problem solving • Have interviews solve hypothetical issues • Hire those with problem solving skills • Bonuses for solving big problems • Annual competition for best solutions • Establish importance of problem-solving skills and self-improvement and go through real examples • Extensive problem solving and analytics training • Various levels of certification • Evaluated and scored on problem solving with examples and results • Those with high problem-solving competency and mentorship history and potential are advanced • Highlight entrepreneurship stories on website • Score resumes on entrepreneurship • Deep dive into entrepreneurship experiences, score and hire those with entrepreneurial spirit • 4 hours a week can be spent on new ideas • Bonuses for new products • Have internal entrepreneurs discuss their story • Highlight entrepreneurial resources • Internal entrepreneurial training & mentorship • Access to funds to develop ideas • Evaluated and scored on entrepreneurism • Those that can successfully develop ideas into action and mentor others are advanced Entrepreneurship Employee Journey 50
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 51 Norms are the accepted individual and interpersonal behaviors, often reinforcing the values of the organization VALUES MEETINGS EMAIL / COMM EXTERNAL LEADERSHIP PERSONAL CONVERSATIONS PROJECTS EVENTS NORMS PERMEATE THROUGH ALL INTERACTIONS
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 52 There are many comp & benefit options to help incentivize the performance and loyalty of team members • Salary (Above, At or Below Market) • Hourly & Overtime Wages • Raises (Across, Performance Tiers) • Incentive Pay • Individual (Tied to Performance, Manager Discretion) • Team (Metrics, Goals) • Company (Profit Sharing) • Top Performer Incentives • Spot Bonuses & Gifts • Stock Options & Grants • Health & Dental Insurance (Partial, Full, Coverage) • 401K & Matching Levels, Retirement Plans • Holidays, PTO • Office Perks (Snacks, Childcare, Meals, Massage, Summer Friday Half-days) • Lifestyle (Gym Membership, Parking, Discounts, Events, Free Advisors (Finances, Health, Nutrition, Life Balance) • Training & Education (Reimbursement, Conferences) • Other Insurance (Workers Comp, Disability, Life) • Office Events / Trips • Tenure Loyalty (More PTO, Sabbaticals, Better Insurance, Gifts, Higher 401K Matching, etc.) Compensation Options Benefit Categories
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 53 We’ve improved the total compensation and benefits we provide to our team members Salary & Wages $ Incentives & Retirement Other Benefits Holidays & PTO Medical Benefits Current New this Year • $68K average salary • Top 30% in competitiveness for peer group • Average 8% raise for all employees • Increase overtime from $25 / hr to $30 / hr • One bonus based on EBITDA target • 401K matching capped at 3% • Sales commission targeted at 50% of salary • Two tiers of EBITDA bonuses for managers • 401K matching increased to 5% • Sales commission targeted at 65% of salary • 7 annual holidays • 15 paid days off for mid-tenured employees • Adding New Years Eve to holiday schedule • 18 paid days off for mid-tenured employees • Adding 2-month sabbatical for every 8 years • Deductibles - $2,000 individual, $4,000 family • No vision • No health incentives • Deductibles - $1,000 individual, $2,000 family • Added vision • New cash incentive for health improvements • Life insurance • Child-care subsidy • Educational and training support • Gym membership reimbursement • Summer Friday half-days • Work-from-home supply reimbursement
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 54 We are improving the cash compensation for our team members with an average raise of 7.9% and a total target bonus of 12.8% of salary LY Salary Raises Tier 1 Bonus Tier 2 Bonus Average per Employee $350,000 $200,000 $125,000 $85,000 $60,000 $40,000 0 200 400 Executives VPs Directors Managers Mid Level Entry Level Average Cash Compensation Base Salary Raises Tier 1 Bonus Tier 2 Bonus $50,900 $25,500 $15,200 $10,250 $7,000 $5,200 $3,200 $4,000 $50,000 $30,000 $10,000 $7,500 $5,000 $0 $2,300 $120,000 $60,000 $20,000 $15,000 $10,000 $0 $4,600 Totals ($ millions) $229.1 $18.0 $10.2 $20.1 Number of Employees Total $ millions 6 25 72 200 1,400 2,800 4,503 $3.3 $7.6 $11.9 $22.8 $112.0 $120.4 $278.0
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER We’ve redesigned the sales comp plan which will roll out in June ROLE SALARY COMMISSION STRUCTURE QUOTA TARGET COMP xx $xx • xx $xx $xx xx $xx • xx $xx $xx xx $xx • xx $xx $xx xx $xx • xx $xx $xx Quota Attainment Projected Sales Team Comp Projected Revenue 100% $xx Sales Comp as a % of Revenue $xx xx% 125% $xx $xx xx% 150% $xx $xx xx% Projected Impact of Compensation Plan 55
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Preferred, 22.7% Other Investors, 45.5% Executives, 20.7% Management, 5.7% Other Employees, 3.6% Previous Employees, 1.8% 56 We are issuing 1 million new options to employees at $5.00 a share with a total appreciation in value of $86 million Totals Shareholders Stock Vesting Options New Options Preferred Executives Management Other Employees 5,000,000 3,600,000 650,000 350,000 - 1,300,000 400,000 300,000 - 650,000 200,000 150,000 20,000,000 2,000,000 1,000,000 Previous Employees 400,000 - - Other Investors 10,000,000 - - Common Equivalent 5,000,000 4,550,000 1,250,000 800,000 23,000,000 400,000 10,000,000 Fully Diluted % Owned 22.7% 20.7% 5.7% 3.6% 100% 1.8% 45.5% Fully Diluted Ownership Avg. Price $1.00 $2.00 $5.00 $2.00 Appreciation $80,000,000 $6,000,000 $0 $86,000,000
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 57 We’ve improved our health care benefits by reducing deductibles and copays while increasing In Network physicians and hospitals and added vision to our plan Individual Family PRESCRIPTION 31-day supply Tier 1 Tier 2 Tier 3 Dental Deductible Out-of-Network Between Deductible Out-of-Pocket Limit Between Out-of-Pocket Limit In Network $1,000 20% / 80% $2,500 $2,000 20% / 80% $5,000 $2,000 20% / 80% $5,000 $4,000 20% / 80% $10,000 $15 $30 $35 $40 $80 $100 Included 20% / 80% Included Included 20% / 80% Included In Network Out-of-Network Mail Order $60 $100 $120 MEDICAL VISION Exams Glasses Contacts $10 copay $50 copay $25 Up to $100 In Network Out-of-Network $25 Up to $100 IMPROVEMENTS • Reduced In Network deductibles for individual from $2,000 to $1,000 and families from $4,000 to $2,000 • Reduced Out-of-Pocket limits by 25% • Reduced preventative care copay from $50 to $25 • Reduced emergency room visit copay from $500 to $250 • Increased In Network physicians and hospitals by 10% • Added vision to plan
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 58 We are improving our offices and facilities to facilitate collaboration and community • Creating more common flex workspaces • Repurposing 120 closed offices across 4 offices to open common flex workspaces Initiative Budget / Timing $3.5 M with June launch • Creating more fun community spaces • Remodeling and expanding break rooms with more snacks and drinks, games, and lounges $1.5 M with Dec. launch • Adding Values art in all facilities • 20 installations of our values art boards across all facilities $200K with Feb. launch
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER THANK YOU QUESTIONS ??? 59
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER ADDITIONAL SLIDES 60
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER GENERIC FRAMEWORKS 61
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 62 ARROW TREE FRAMEWORK $ MAIN POINT Point 1 Paragraph Point 2 Paragraph Point 3 Paragraph Point 4 Paragraph Point 5 Paragraph Point 6 Paragraph
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 63 5 BLOCK HORIZONTAL SLIDE Title 1 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 2 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 3 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 4 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 5 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 64 FOUR PART CIRCLE Initiative 1 Paragraph Initiative 1 Paragraph Initiative 1 Paragraph Initiative 1 Paragraph MAIN POINT
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 65 EXPANDING CIRCLE FRAMEWORK Level 2 Level 1 Level 4 Level 3 • Xx • Xx • Xx • Xx
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 66 5 BLOCK SLIDE Title 1 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 2 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 3 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 4 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 5 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 67 HEXAGON SLIDE Initiative 1 Paragraph Initiative 2 Paragraph Initiative 3 Paragraph Initiative 4 Paragraph Initiative 5 Paragraph Initiative 6 Paragraph PEOPLE STRATEGY
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 68 3 STRATEGY YIN & YANG SLIDE Strategy 3 Paragraph Strategy 2 Paragraph Strategy 1 Strategy 2 Strategy 3 Strategy 1 Paragraph
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 69 4 PART PUZZLE PIECE Initiative 3 Paragraph Initiative 2 Paragraph Initiative 1 Paragraph Initiative 1 Initiative 2 Initiative 4 Initiative 3 Initiative 4 Paragraph
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 70 ROADMAP Title • Type here • Type here Title • Type here • Type here Title • Type here • Type here Title • Type here • Type here Title • Type here • Type here Title • Type here • Type here Title • Type here • Type here
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 71 4 PART FLOWER FRAMEWORK Initiative 4 Content Initiative 1 Content Initiative 2 Content Initiative 3 Content You can substitute icons
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 72 8 PART FLOWER FRAMEWORK Initiative 8 Content Initiative 1 Content Initiative 2 Content Initiative 3 Content Initiative 4 Content Initiative 5 Content Initiative 6 Content Initiative 7 Content You can substitute icons
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 73 SPEEDOMETER 1 2 3 6 5 4 Initiative 1 Content Initiative 2 Content Initiative 3 Content Initiative 4 Content Initiative 5 Content Initiative 6 Content
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 74 PYRAMID SLIDE • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 1 • Bullet 2 • Bullet 3 Point 1 Point 2 Point 3 Point 4
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 3-ELLIPSE FRAMEWORK 75 IDEA 1 • Type content here • Type content here IDEA 2 • Type content here • Type content here IDEA 3 • Type content here • Type content here MAIN POINT
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER FUNNEL FRAMEWORK Step 1 Step 2 Step 3 Step 4 Step 5 202X 202X TARGET KEY INITIATIVES KPI 1 KPI 2 KPI 3 KPI 4 KPI 5 Target 1 Target 2 Target 3 Target 4 Target 5 • xx • xx • xx • xx • xx FUNNEL TITLE 76
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER FUNNEL FRAMEWORK Title STEP 1 STEP 2 STEP 4 STEP 3 • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here 77
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER PROJECT TEMPLATE Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Workstream 1 Action Item 1 Action Item 2 Action Item 3 Workstream 2 Action Item 1 Action Item 2 Action Item 3 Workstream 3 Action Item 1 Action Item 2 Action Item 3 Implementation Testing Pilot 78 Launch
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER PERFORMANCE TEMPLATE 79 REVENUE NOI NPS 21% 10% 70% 85% of target 25% target 75% of target 12.5% target 105% of target 66% target
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 3 BOX FRAMEWORK TITLE TITLE TITLE TITLE Write your text here $ Write your text here Write your text here Write your text here 80 EXECUTE
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER STAIRCASE FRAMEWORK 81 Level 1 Level 2 Level 3 Level 4 Level 5 Title 1 Title 2 Title 3 Title 4 Title 5 • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER DOWNWARD FLOW TEMPLATE 82 Flow 6 Flow 5 Flow 4 Flow 3 Flow 2 Flow 1 Metrics / Goals Initiatives • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 83 STEP 4 4-STEP PROCESS FRAMEWORK • Type content here • Type content here • Type content here • Type content here STEP 1 STEP 2 STEP 3 • Type content here • Type content here TITLE • Type content here • Type content here
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 01. 02. 03. 04. CORE INTIATIVE FRAMEWORK 84 Initiative 1 Initiative 2 Initiative 3 Initiative 4 • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 85 Mar Jun Sep Dec Jan • Xx • Xx • Xx • Xx Q1 Q2 Q3 Q4 MILESTONE FRAMEWORK
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 86 • Xx • Xx • Xx • Xx FOUR-BOX FRAMEWORK Xx Xx Xx Xx
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 87 THREE BOX FRAMEWORK • Xx • Xx • Xx Xx Xx Xx
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 88 3-BOX SEGMENTED FRAMEWORK • Xx • Xx • Xx Xx Xx Xx • Xx • Xx • Xx • Xx • Xx • Xx • Xx • Xx • Xx • Xx • Xx • Xx Xx Xx Xx Xx Xx
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER KPI TEMPLATE 89 Revenue Profit Margin Customer Value Net Promoter Conversion Team Size Rev. / Rep. Budget KPIs +12% +4% +4% -6% -4% 0 +13% +13% $8m 42% $40k 70% 75% 12 $670k $1.6m $9.1m 44% $42k 64% 71% 12 $760k $1.8m TARGET ACTUAL VARIANCE The focus on larger deals worked Pricing approval helped drive profit Focus on bigger deals Implementations were slow Issues with competitive bids Quality hires Focus on big and steady deals T&E and bonus spend DRIVERS / LEARNINGS
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER KPI GOAL TEMPLATE 90 Revenue Profit Margin Customer Value Net Promoter Conversion Team Size Rev. / Rep. Budget KPIs +12% +4% +4% -6% -4% 0 +13% +13% $10.2m 44% $42k 64% 71% 12 $760k $1.8m $12m 46% $48k 70% 74% 15 $820k $2.2m 202X LAST YEAR 202X GOAL TARGET GROWTH
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER STRATEGY ICONS 91
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER STRATEGY ICONS – LIGHT BLUE BACKGROUND 1 OF 3 $ $XX
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 93 $ WWW. 1. 2. 3. STRATEGY ICONS – LIGHT BLUE BACKGROUND 2 OF 3
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER i X 94 $ CEO ? STRATEGY ICONS – LIGHT BLUE BACKGROUND 3 OF 3
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER $ $XX STRATEGY ICONS – DARK BLUE BACKGROUND 1 OF 3
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 96 $ WWW. 1. 2. 3. STRATEGY ICONS – DARK BLUE BACKGROUND 2 OF 3
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 97 ? i $ X CEO STRATEGY ICONS – DARK BLUE BACKGROUND 3 OF 3
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER $ $XX STRATEGY ICONS – WHITE 1 OF 3
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 99 $ WWW. 1. 2. 3. STRATEGY ICONS – WHITE 2 OF 3
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 100 i $ X CEO ? STRATEGY ICONS – WHITE 3 OF 3
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER $ $XX STRATEGY ICONS – DARK BLUE 1 OF 3
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 102 $ WWW. 1. 2. 3. STRATEGY ICONS – DARK BLUE 2 OF 3
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 103 i $ X CEO ? STRATEGY ICONS – DARK BLUE 3 OF 3
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER TEAM PICTURES 104
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INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER CHARTS & AGENDAS 108
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER In (year), the organizational goals and composition are... $ % % Sales Service Operations IT HR Finance / Legal Marketing • xx • xx • xx • xx • xx • xx • xx Goals Budget Headcount Span of Control $ per Person % of Org Change $xx $xx $xx $xx $xx $xx $xx xx% xx% xx% xx% xx% xx% xx% xx xx xx xx xx xx xx xx% xx% xx% xx% xx% xx% xx% $xx $xx $xx $xx $xx $xx $xx xx xx xx xx xx xx xx $ 109
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 01. 02. 03. 04. Our core initiatives will help us achieve our goals 110 Elevate the Employee Journey Streamline the Org & Team Improve Compensation Enhance our Culture • Increase recruiting & hiring by 30% • Improve review and promotion process • Launch training initiative • Delayer the org to 4-5 layers from 6-7 • Increase span of control from 7 to 9 • Reduce support staff by 25% • Launch enhanced wellness benefits • Increase 401K matching to 4% • Calibrate salaries to market rates • Internal campaign on values and mission • First Values Day planned for June • Launch “Not so Many Meetings” initiative
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Our European HR strategy is focused on people, partnerships and technology 111 • 30 target hires in ops, sales and marketing • Will manage HR and finance from the US • Partnering with 3rd party support company • Outsourcing legal to Swiss firm • Augmenting ops team with partner • Extending our core systems to Europe • Implementing GDRP and tax platforms to manage European compliance
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER $ Current – 67% Goal – 75% • Implement buddy program with monthly lunches for the first 6 months • Standardize onboarding and mentorship program • Expand training programs with new videos and certifications • $5K reimbursement for continuing education and degree programs • Standardize review process with manager calibration meetings • Improve career ladders and educate team members on paths • Implement monthly company email with more employee stories and recognition • Launch internal social networking platform • Increase cost of living adjustment from 3% to 6% • Increase eligibility pool for incentive bonus and stock option programs Retention Goals Onboarding Training Review Process Communication Incentives Our target is $1.5 m in new sales through a launch program 112
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Focusing on our mission and values is critical to our success. Our mission is to… Our values are… 113
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 114 EMPLOYEE JOURNEY STRATEGY EVALUATE & ADVANCE ONBOARD & DEVELOP RECRUIT & HIRE GOALS & STRATEGIC INITIATIVES • • • • • • $ BENEFITS & COMPENSATION NORMS & LANGUAGE ENVIRONMENT & VALUES GOALS & STRATEGIC INITIATVES • • • • • • CULTURE STRATEGY We are taking a holistic approach to HR strategy
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Our HR spending is comprised of costs for the team, technology, recruiting and benefits $1,200 $300 $500 $200 HR Spend ($000s) Benefits Management firm & Consulting Recruiting Fees for headhunters and temp agencies Team Headcount increasing from 20 to 25 Technology Implementing new HRM system 115
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER AGENDA Year in Review & Current State Next Year’s Goals Improving the Employee Journey Elevating the Culture Aligning Everyone The Organization INITIATIVES 1 2 3 4 -1 0 116
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER We’ve improved our employee mix 117 High School 40% College Degree 30% Graduate Degree 10% Other 20% EDUCATION 0-2 Years 24% 3-5 Years 35% 5-15 Years 30% 15+ 11% EXPERIENCE
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Total employee count 118 420 493 410 480 540 614 0 100 200 300 400 500 600 700 20XX 20XX 20XX 20XX 20XX 20XX Total Employees Growth -17% 17% 13% 15% 17%
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER STACKED COLUMN CHART (CLICK ON CHART TO EDIT IN EXCEL) 4.4 5.2 5.9 7.9 3.1 3.3 3.7 4.2 1.9 2.6 3.7 4.7 0 2 4 6 8 10 12 14 16 18 2019 2020 2021 2022 Sales ($ Millions) Year Sales by Segments (2019 – 2022) 8.4 11.1 13.3 16.8 Segment 1 Segment 2 Segment 3 Best used to show overall and sub-segment trends. Make sure you have large enough segments, so it doesn’t get too messy, and always place the largest values on the bottom. 119
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 100% STACKED COLUMN CHART (CLICK ON CHART TO EDIT IN EXCEL) Focuses on the normalized relative trends of different segments but can also represent absolute values. Above is the same data from the preceding Stacked column chart to make a 100% stacked column chart. 47% 47% 44% 47% 33% 30% 28% 25% 20% 23% 28% 28% 0% 20% 40% 60% 80% 100% 2019 2020 2021 2022 Percentage of Overall Sales Year Sales by Segments (2019 – 2022) $8.4 m $11.1 m $13.3 m $16.8 m Segment 1 Segment 2 Segment 3 120
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER WATERFALL CHART One of the go to charts of most top strategy consulting firms. The waterfall chart disaggregates elements and totals them as steps to create the whole. Often used to show the magnitude of the different elements that make up something. Typically start with the largest values on the bottom, unless some other dimension such as process flow or time better organizes the elements. In PowerPoint, go to Insert: Chart: Waterfall Q2 Sales Pipeline Contacted Targets Not Interested Prospects Couldn’t Convert New Customers 10,000 -7,000 3,000 -2,000 1,000 121
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER BUBBLE CHART Market Share Market Growth 5% 10% 15% 20% 0% 25% 50% 75% 100% $11m $4m $10m $5m $5m $15m Product A Product C Product B Product D Product E Product F Product Family 1 Product Family 2 PRODUCT PERFORMANCE Good way to visualize three or four dimensions. You can use the vertical and horizontal accesses, and the size, color and pattern within the bubbles. In PowerPoint, go to Insert: Chart: X Y Scatter: Bubble 122
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Values Radar Chart 123 0 5 10 15 20 25 30 35 Collaboration Communication Trust Opportunity Performance Values Radar Chart – US vs. International Employees US International
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER BONUS MATERIAL FROM 124
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER The Fundamentals of an Organization 125
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Org strategy is about developing and aligning the team to the overall strategy 126 The purpose of an organization is to efficiently & effectively develop and deliver the value proposition and go to market to fulfill the needs of customers better than competitors all for the purpose of achieving the mission
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER MISSION Team Members Infrastructure Partners Processes Functions (Sales, Operations, Finance, etc.) ORGANIZATION Every action of the organization is part of a process, executed by a combination of team members, partners and infrastructure, which are typically organized into functions Fundamentally, organizations are a collection of processes 127
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Every organization is made up of five building blocks focused on developing and delivering the value proposition and go-to-market Logistics Operations Sales Marketing Service Value Chain Functions Support Functions (Finance) M a r g i n M a r g i n Marketing Pricing Distribution Products Services VALUE PROPOSITION GO TO MARKET Sales Processes Partners (Procurement) Infrastructure (IT / Facilities) Team Members (HR) $ 128
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER To grow profit improve the efficiency & effectiveness of the org, while differentiating and improving the value prop & go-to-market Marketing Pricing Distribution Products Services VALUE PROPOSITION GO TO MARKET Sales $ Logistics Operations Sales Marketing Service Value Chain Functions Support Functions (Finance) M a r g i n M a r g i n Processes Partners (Procurement ) Infrastructure (IT / Facilities) Team Members (HR) Improve the efficiency & effectiveness of the organization PROFIT EQUATION $ Cost & Capital Reduction = Improve the customer value proposition & go-to-market Revenue Growth = 129
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Fostering core competencies are critical for long-term growth Marketing Pricing Distribution Products Services VALUE PROPOSITION GO TO MARKET Sales $ Logistic s Operations Sales Marketing Service Value Chain Functions Support Functions (Finance) M a r g i n M a r g i n Processes Partners (Procurement) Infrastructure (IT / Facilities) Team Members (HR) Core competencies are the best-in- class capabilities (processes, people, infrastructure and partners) needed… …to develop & deliver the competitive advantage & differentiation of the customer value proposition Core Competencies Design & Engineering Service Operations Branding & Marketing 130
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER A strong holistic organizational strategy will cover the 5 building blocks of an organization 4. Infrastructure 3. Team Members 5. Partners 2. Process 1. Functions ORGANIZATIONAL STRATEGY 131
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Solve the business model from the top down: 1. Mission 2. Targets • Markets, Customers & Geographies 3. Value Proposition • Products, Services, Pricing 4. Go To Market • Distribution, Sales, Marketing 5. Functional Strategies • HR, IT, Procurement, Finance, Ops, etc. Functions: winning companies effectively coordinate & align functional strategies with the overall vision 132
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER BIG PROCESSES BIG OUTPUTS Product Development High Growth Differentiated & Profitable Products Product Lifecycle Operations Right Product, Right Time, Right Place, Right Price Manufacturing Flow Supply Chain Service Operations Awesome Customer Experience Customer Journey Sales Profitable Customers & More of Them Customer Funnel Marketing Awareness, Consideration, Conversion & Loyalty Customer Funnel Campaign Cycle HR High Performing & Fulfilled Employees & Teams Employee Journey Finance & Procurement Return on Invested Capital Cash Conversion Cycle Investment /Budget Cycle IT Differentiation, Business Intelligence, & Automation IT Lifecycle FUNCTIONS EFFECTIVENESS GOALS EFFICIENCY GOALS • Product Reviews • Profit & Revenue • Quality & Satisfaction • Fulfill Rate • Customer Satisfaction • Revenue & Loyalty • Quota Attainment • Conversion, Loyalty • Brand & Sales • Customer Lifetime Value • Employee Satisfaction • Profit & Revenue • Business Satisfaction • ROIC & Financials • ROIC, ROI • Profit & Revenue • Time & Cost to Market • Inventory Turns • Cost per Output • Time & Cost to Serve • Profit • Sales Cycle Time • Cost per Customer • Marketing ROI • Cost per Employee • Time & Cost of Processes • IT Cost to Revenue • Benchmarked Costs • Finance Cost to Revenue • Benchmarked Costs 1. Functions: winning companies effectively coordinate & align functional strategies with the overall vision 133
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER INPUT PROCESS OUTPUT Partners Infrastructure Team Members 2. Process: every action of an organization is a process (whether acknowledged as one or not), executed by team members, infrastructure & partners 134
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Leadership Cross- Functional Functional Teams Individual Logistics Operations Sales Marketing Service Value Chain Functions Support Functions (Finance) M a r g i n Partners IT / Facilities HR To dramatically improve the organizational efficiency, effectiveness, and costs, winning organizations often drive process excellence programs through all levels of the org, leveraging: • Process Maturity Model • Lean Methodologies • Continuous Improvement (Kaizen) • Automation • Governance 2. Process: winning organizations often focus on process excellence up & down and across the org 135
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 3. Team members: people are everything, so make sure your people strategy covers org design, your employee journey & culture EMPLOYEE JOURNEY Exit Advancement Evaluation Development Onboarding Hiring Recruiting Corporate Strategy CULTURE Norms Comp & Benefits ORG DESIGN Structure Environment Roles & Competencies $ Mission Values 136
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 4. Infrastructure: getting the most value out of your facilities, it and equipment is important to the overall success of the company FACILITIES INFORMATION TECHNOLOGY EQUIPMENT 2. Big Bets 4. Not Worth the Effort 1. Attractive Location Cost / Effort Value Low High High Low 1. No Brainers 4. Not Worth the Effort Infrastructure Investment Prioritization Matrix 2. Potential Big Bets 3. Work on Improving Value Infrastructure Elements 137
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 5. Partners: your procurement cycle strategy is important to the organization’s success Manage Performance Implementation Finalization Evaluation Solicitation Requirements • Deeply involve the business in creating and prioritizing necessary requirements • Focus requirements on needs, capabilities and desired outcomes • Solicit large number of potential partners and filter by multiple high-level screens • Utilize standard and formal RFP and request work product for evaluation • Prioritize potential partners with decision matrix scorecard based on requirements • Conduct due diligence to validate prioritized dimensions will be met • Set terms and utilize bidding / auction methodologies to maximize value • Utilize negotiation best practices and finalization sign-off checklist • Cover implementation requirements with incentives / penalties • Apply change management best practices for successful implementation • Conduct periodic partner reviews utilizing partner scorecard & improvement plan • Periodically, jointly create an improvement plan to drive performance PROCUREMENT CYCLE BEST PRACTICES 138
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Org Design Fundamentals 139
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Org design is about the structure, roles and competencies of the team members and how they align to corporate strategy, the mission and the vision. Corporate Strategy ORG DESIGN Structure Roles & Competencies Mission & Vision 140
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER In org design you are solving for the various elements of structure, roles, competencies and responsibilities In Org Design, your solving for: • Structure 1. Organizing Principles 2. Dimensionalization 3. Overall Size & Team Size 4. Layers & Span of Control 5. Reporting Structure • Roles, Competencies & Responsibilities 1. Team 2. Individual 3. Cross-functional 141
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Every organization is on a spectrum of organizing principles from flat & social to hierarchical • High level of autonomy • Project based needing collaboration • Often self-organizing / -managing teams • Highly dynamic market FLAT & SOCIAL HIERARCHICAL • Typically direction / decisions flow down • Often functionally based • At lower levels, individual & team based • Lower pace of market disruption 142
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Organizations can be dimensionalized around functions, business units, or a matrix of the two $ HR IT Finance Ops Product Dev. Service Sales Mrkting Functional Organization Business Unit Matrix Organization Markets Geographies & or Determining the right structure is based on size, focus, core competencies, market and competitive dynamics. 143
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Every company needs to independently determine the right org size and composition, and there are useful benchmarks and tools to help # of Employees Benchmarking Composition Breakdown • Operating Cost, Net Income Ratios • Productivity – Revenue per Employee • SG&A, Gross Margin Ratios • Functional Breakdown Benchmarking Useful Benchmarking Sources • KentleyInsights.com • LinkedIn • SEC.gov (10-Ks) • Bureau of Labor 144
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Delayering & increasing span of control is often critical to organizational design Span of Control 6 Layers 7 Overtime, an org is like a house, it gets messy. Typically, one of the first things to address in org design is layers and span of control. • Layers (number of management layers) • The flatter the better • Span of Control (# of direct reports per manager) • The more the better • Aim for 6-10+ Expanding span of control and delayering the organization will drive efficiency and effectiveness by improving decision making, communication, collaboration, and reducing bureaucracy and costs 145
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER The right leaders in the right positions can drive the efficiency & effectiveness of the org Name & Title Name & Title Name & Title Name & Title • Deeply understand & assess your current leaders and your bench of future leaders: • Objective functional metrics / scorecards • Leadership & interpersonal assessments • 360 Feedback • If possible promote from within, to motivate internal talent • Ensure proper alignment & placing of teams to minimize internal politics and structural friction 146
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER To holistically define individual roles, utilize the roles framework Objectives Support Leadership Empowerment Responsibilities • What are the responsibilities and accountabilities for the role? • Are the responsibilities and accountabilities clear? • Are there enough responsibilities? Too many? • Do the responsibilities fit the person? • What constitutes success in 1 month, 6 months, and 1 year? • Does the role have clear objectives and goals? Are they SMART goals? • How will the role be evaluated? • How will the role lead to growth, development and more leadership opportunities? • Is the leadership supportive of the role? • How will this person be empowered in this role? • Does the person have the right resources? • What are the top risks to the success of this role? • What support does the person need to be set up for success…training, onboarding, mentorship, etc.? • What needs to happen for stakeholders to support the role? • Are the incentives for the role aligned with the desired behaviors? 147
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER HR, Org and Employee Journey Strategy & Ideas 148
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Our culture strategy focuses on improving the elements of culture 149 NORMS & LANGUAGE BENEFITS & COMPENSATION ENVIRONMENT VALUES $ Metrics / Goals Initiatives • Xyz • Xyz • Xyz • What is the value statement for the organization? • How can the org do a better job living up to the values? • Xyz • Xyz • Xyz
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER $ NORMS & LANGUAGE BENEFITS & COMPENSATION ENVIRONMENT VALUES What does the organization value in terms of beliefs, decisions, focus and behavior? How does the organization back up its values in terms of interactions, interpersonal relations and behavior? How does the organization create a physical environment enabling people to reach their potential? How does the organization incentivize individual and team performance, and desired norms and behaviors? Defining, implementing and reinforcing a culture strategy can really drive organizational efficiency & effectiveness and team member potential THE 4 BUILDING BLOCKS OF CULTURE THE KEY QUESTIONS 150
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER NORMS & LANGUAGE BENEFITS & COMPENSATION ENVIRONMENT VALUES Google has a people analytics group that measures the impact of initiatives on team member happiness & performance Source: Pinterest 1. Focus on the user and all else will follow. 2. It's best to do one thing really, really well. 3. Fast is better than slow. 4. Democracy on the web works. 5. You don't need to be at your desk to need an answer. 6. You can make money without doing evil. 7. There's always more information out there. 8. The need for information crosses all borders. 9. You can be serious without a suit. 10. Great just isn't good enough. • High salaries • Stock options • Free health • Free haircuts, dry cleaning, meals and snacks • Generous parental leave • Subsidized hybrid cars, massages • Internal funding for great ideas • Sabbaticals • Psychological Safety • Dependability • Structure & Clarity • Meaning of Work • Impact of Work CULTURE STRATEGY EXAMPLES $ The 5 Norms of Google • Google spends significant resources and research on creating productive and collaborative environments 151
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER • Excellence • Problem solving • Integrity • Humility • Determination • Positivity / Optimism • Open-mindedness • Passion • Growth • Creativity • Exploration • Self-reliance • Balance • Determination • Follow-through • Risk -taking • Fact-based decisions • Execution • Growth • Entrepreneurship • Innovation • Speed • Cost & profit conscious • Goal-oriented • Quality • Winning • Do the right thing • Focus on what’s important • Continuous improvement • Safety • Lean thinking • Efficiency • Accountability • Communication • Trust • Teamwork • Transparency • Empowerment • Listening • Respect • Support each other • Speak your mind • Mentorship • Fun • Celebration • Open to ideas • Caring • Empathy • Sustainability • Community • Environment • Social responsibility • Education • Make a better world • Customer focus • Service excellence • Customer first • Voice of the customer PERSONAL VALUES INTERACTION VALUES BUSINESS-ORIENTED VALUES CUSTOMER VALUES EXTERNAL VALUES x While there are many potential values, it is key to focus on those that will drive the overall success and mission of the company 152
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Values can be reinforced by strategic tactics across the employee journey Advancement Evaluation Development Onboarding Comp & Benefits Hiring Recruiting Problem Solving • Target talent pools with problem solving experience Score resumes on problem solving • Have interviews solve hypothetical issues • Hire those with problem solving skills • Bonuses for solving big problems • Annual competition for best solutions • Establish importance of problem-solving skills and self-improvement and go through real examples • Extensive problem solving and analytics training • Various levels of certification • Evaluated and scored on problem solving with examples and results • Those with high problem-solving competency and mentorship history and potential are advanced • Highlight entrepreneurship stories on website • Score resumes on entrepreneurship • Deep dive into entrepreneurship experiences, score and hire those with entrepreneurial spirit • 4 hours a week can be spent on new ideas • Bonuses for new products • Have internal entrepreneurs discuss their story • Highlight entrepreneurial resources • Internal entrepreneurial training & mentorship • Access to funds to develop ideas • Evaluated and scored on entrepreneurism • Those that can successfully develop ideas into action and mentor others are advanced Entrepreneurship Employee Journey 153
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 154 Norms are the typically accepted individual and interpersonal behaviors, often reinforcing the values of the organization VALUES MEETINGS EMAIL / COMM EXTERNAL LEADERSHIP PERSONAL CONVERSATIONS PROJECTS EVENTS NORMS PERMEATE THROUGH ALL INTERACTIONS
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 155 Amazon has very strong meeting norms to reinforce thoughtful problem solving, productivity & efficiency Amazon values: • Thoughtful Problem Solving • Productivity / Efficiency • Two Pizza Rule – No meetings where two pizzas can’t feed all the participants • No PowerPoint – Hard to understand logic / argument in PowerPoint and a great way to minimize consultants J • Memo Reading – Opens every meeting with 10-15 minutes reading a 4-6 page memo about the objectives, logic and data for the meeting • Outcome Syndication – Before the meeting, align participants on the desired outcomes • Loose Agenda – Having a tight agenda means you know where you are going. Typically meetings are for decisions that need to be debated and brainstormed. Amazon Meeting Norms
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 156 Advancement Evaluation Development Onboarding Hiring Recruiting Creating a strong employee journey strategy necessitates answering some key questions What do your team members think about their employee journey? How does the employee journey help elevate and realize the potential of team members? What defines success and improvement for each stage of the employee journey? What initiatives will drive the most improvement in helping elevate and realize the potential of team members? EMPLOYEE JOURNEY
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER There are many potential employee journey metrics and initiatives to choose from 157 Advancement Evaluation Development Onboarding Hiring Recruiting Potential Metrics / Goals Potential Initiatives • Interest – Web / LinkedIn Traffic • # of Applicants • Quality of Applicants • Interviews per Position • Acceptance & Referral Rate • Historical Performance / Retention • Employee Satisfaction • Checklist / Training Adherence • Historical Performance • Employee Satisfaction • Development Participation Rate • Historical Performance • Internal / External Management • % Advancement by Role / Level • Historical Performance / Retention • Employee Satisfaction • Participation • Historical Scores • Team Member Profiles • “Why Work At…” • Web Presence • Job Posting Excellence • Comp & Benefits • Advertising • Recruiting Events • Proactive Outreach • Referral Bonus • Interview Guides • Interview Training • Structured Assessment • More Interviews • Interviewee Evaluation • Calibration • Offer Letter / Protocol • Offeree Events • Q&A Excellence • Welcome Packet • New Hire Events • Pre-start Checklist • Buddy Program • Structured Onboarding • Expectation Setting • Periodic Check-ins • Training Programs • New Hire Program • Career Paths • Competency Paths • Management Training • Leadership Training • Training Programs • Educ. Reimbursement • Rotation Programs • Idea Contests • Access to Funding • Valued Competencies • Standard Evaluation • 360 & Peer Reviews • Feedback Training • Process Management • Comm. Strategy • Calibration • Spot Bonuses • Recognition • Succession Planning • Org Design Strategy • Target Setting • Mentoring Program • Coaching Program • Leadership Training • Promotion Gifts • Formal Celebration • Comm. Strategy
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 158 DEVELOPMENT ONBOARDING http://www.cbsnews.com/news/inside-google-workplaces-from-perks-to-nap-pods/ • 100+ candidates to 1 hire • Proactively find your candidates • Only hire people better than you • Multiple team & outside interviewers • qDroid generates interview guides • Structured interviews & scoring 1. Have a role and responsibilities discussion 2. Match your new hire with a peer buddy 3. Help your new hire build a social network 4. Set up monthly check-ins for six months 5. Encourage open dialogue Just-in-time Onboarding Checklist (25% improvement in performance) • Meritocracy • OKRs – Objectives and Key Results • Peer reviews & upward feedback • Googler-to-Googler Training – initiated and designed by employees • Mentorship programs • Review Criteria - Googlyeness, Problem Solving, Execution, Thought Leadership, Leadership, Presence • Manager calibration to reduce biases • GoogleEDU • 20% time spent on own ideas Employee Journey Strategy Examples EVALUATION & ADVANCEMENT RECRUITING & HIRING Google is the #1 place to work, in large part because of their focus on improving their employee journey
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 159 There are many comp & benefit options to help incentivize the performance and loyalty of team members • Salary (Above, At or Below Market) • Hourly & Overtime Wages • Raises (Across, Performance Tiers) • Incentive Pay • Individual (Tied to Performance, Manager Discretion) • Team (Metrics, Goals) • Company (Profit Sharing) • Top Performer Incentives • Spot Bonuses & Gifts • Stock Options & Grants • Health & Dental Insurance (Partial, Full, Coverage) • 401K & Matching Levels, Retirement Plans • Holidays, PTO • Office Perks (Snacks, Childcare, Meals, Massage, Summer Friday Half-days) • Lifestyle (Gym Membership, Parking, Discounts, Events, Free Advisors (Finances, Health, Nutrition, Life Balance) • Training & Education (Reimbursement, Conferences) • Other Insurance (Workers Comp, Disability, Life) • Office Events / Trips • Tenure Loyalty (More PTO, Sabbaticals, Better Insurance, Gifts, Higher 401K Matching, etc.) Compensation Options Benefit Categories
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 160 Environment is critically important, but often overlooked, as a strategic driver of culture, values & organizational performance Creativity Collaboration Communication Connectivity Productivity Inspiration Mentorship ? https://hbr.org/2014/10/workspaces-that-move-people What should the design of the environment support… Examples of Google Environments
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 161 EXECUTE Developing and executing a successful employee journey and cultural transformation necessitates four major steps • Baseline employee journey and cultural enablement maturity • Design, execute and analyze results of Team Member Diagnostic & Ideation Survey • Conduct leadership educational workshop and interviews on employee journey and culture • Gather and document all improvement ideas from team members, leadership and best practices • Conduct brainstorming sessions on new ideas, priorities & implementation • Solicit feedback on ideas from team members • Conduct leadership prioritization workshop evaluating ideas and necessary resources • Solidify, fund and staff change management plan for employee journey and culture initiatives • Create scorecard and goals for initiatives DIAGNOSE IDEATE DECIDE & PLAN • Communicate the roll- out plan and positives to all team members • Execute roll-out plan with an emphasis on communication • Actively report on and manage employee journey and cultural initiatives 4 Steps To A Successful Employee Journey And Cultural Transformation
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER 162 Strategic Alignment TEAM MEMBER DIAGNOSTIC READOUT Advancement Evaluation Development Onboarding Comp & Benefits Hiring Recruiting Strategy Org Design Roles & Competencies Norms & Language Environment Comp & Benefits Employee Journey Culture Enablement Values Satisfaction Top Ideas to Improve Mission 1.3 4.2 3.8 2.7 2.9 1.5 4.0 2.1 3.2 4.3 2.3 4.1 4.3 1.5 3.3 At the heart of any org transformation is a team member diagnostic & ideation survey, covering strategic alignment, the employee journey and cultural enablement Visit Stratechi.com’s Employee Survey • Online survey • Easy setup and customization • 30 minutes to complete • Covers all elements of strategic alignment, employee journey and cultural enablement • Creates rich data set to diagnose issues and understand priority areas • Creates buy-in since priorities and ideas come from team members
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER From the team survey results, the two org design areas of priority are leadership and structure Mission Strategy Leadership Structure Roles & Competencies Confidential & Proprietary 11% 18% 15% 4% 7% 9% 3% 11% 23% 18% 12% 15% 26% 12% 27% 13% 8% 5% 18% 10% 16% 7% 14% 22% 27% 6% 12% 18% 6% 14% 24% 21% 27% 22% 25% 14% 24% 18% 7% 11% 12% 15% 17% 9% 22% 12% 14% 21% 15% 22% 14% 22% 26% 27% 28% 17% 27% 30% 25% 22% 16% 14% 24% 22% 25% 17% 30% 32% 34% 30% 25% 26% 36% 24% 14% 17% 21% 26% 14% 22% 15% 27% 34% 36% 25% 25% 22% 30% 23% 16% 10% 39% 41% 25% 41% 29% 13% 17% 12% 20% 8% 22% 9% 20% 35% 34% 21% 28% 20% 37% The company's mission is inspiring The mission serves as a guidepost for decisions Employees know the company's mission Over the next 3 years, the company will grow The company has a strong and focused growth strategy The company's goals are defined and clearly communicated The company's value proposition is better than the competition The leadership clearly communicates the strategy Leaders / managers realize the potential of teams Leaders / managers are inspiring role models The organization is highly political The organizational is hierarchical The organizational structure is efficient Your team is aligned with the company strategy The organizational structure is straight forward The departments and functions are aligned with the strategy The talent is in place to execute the strategy People are highly skilled and competent Your team has defined goals and strategies Your team is effective and efficient You're role / position is clearly defined You have defined goals you're working towards Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER From the team survey, the two areas of focus are culture and norms, language & communication Culture Values Environment Norms, Language & Communication Comp & Benefits 22% 27% 11% 22% 19% 25% 22% 11% 12% 16% 11% 8% 14% 12% 13% 14% 18% 14% 18% 12% 10% 34% 32% 28% 25% 28% 29% 26% 27% 25% 12% 26% 12% 23% 24% 14% 18% 22% 11% 12% 10% 8% 22% 13% 16% 14% 14% 7% 11% 27% 27% 32% 28% 32% 24% 22% 21% 14% 10% 22% 18% 23% 21% 21% 14% 18% 12% 28% 22% 17% 12% 22% 16% 13% 14% 11% 9% 19% 23% 20% 14% 18% 12% 22% 16% 20% 31% 17% 31% 15% 20% 25% 26% 30% 37% 26% 23% 30% 32% 20% 23% 29% 33% 40% 42% 15% 12% 15% 19% 14% 22% 17% 14% 14% 36% 13% 20% 14% 13% 29% 30% 14% 29% 28% 31% 33% 21% 31% 27% 30% 21% 30% 28% 5% 6% 5% 14% 8% 13% 13% You like the culture of the company Collaboration is encouraged and effective People treat each other with respect There is a high level of trust in the organization People are held accountable for their performance People are highly political There is a high level of negativity in the organization The company has a strong set of values The values make the organization more effective Employees know the company's values People know what is expected of them People are empowered to do the right thing Compensation is better than industry average Benefits are better than industry average Strong performance is rewarded The company has a bonus plan that incentivizes performance The company has great perks Your office space helps you be productive You have the tools and infrastructure you need to be successful You have access to the data you need The company has modern technology It is easy to get to know people in the company How decisions are made makes sense Important decisions are clearly communicated to those affected People effectively communicate with each other People spend too much time in meetings Meetings are efficient and effective People in the company use email effectively Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER HR, Employee, Org, and Leadership Worksheets 165
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER SPECIFIC • What are we trying to accomplish with this goal? • Will others easily understand this goal? • Is this goal specific enough, too specific? MEASURABLE • How will we know when the goal is accomplished? • How will we measure progress & success? ATTAINABLE • Is this goal reasonable? • What resources do we need to accomplish the goal? • Is there a 70+% chance of reaching the goal? RELEVANT • Is this goal really important right now? Why? • Why is this goal relevant to the company & mission? TIME BOUND • When is the start and due date for this goal? • Is this a reasonable due date? ANSWERS • xx • xx DEFINE THE GOAL • xx • xx • xx • xx SMART GOAL WORKSHEET 166
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER ROLES WORKSHEET Responsibilities Objectives Support Leadership – What are the responsibilities and accountabilities for the role? – Are the responsibilities and accountabilities clear? – Are there enough responsibilities? Too many? – Do the responsibilities fit the skills and competencies of the person in the role? – What constitutes success in 1 month, 6 months, and 1 year? – What are the clear objectives and goals? Are they SMART goals? – What does leadership need to do to make this role successful? – How will the role lead to growth, development and more leadership opportunities? – What kinds of interactions will this role have with leadership? – How will this person be empowered in this role? – What are the necessary resources to make the role successful? – What are the top risks to the success of this role? – What support does the person need to be set up for success…training, onboarding, mentorship, etc.? – What needs to happen for stakeholders to support the role? – Are the incentives for the role aligned with the desired behaviors? Empowerment Role: Reporting to: Date: 167
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Use the Will Skill Matrix to determine the best course of action for different performers 168
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Will skill assessment (click to open excel spreadsheet) Team Member: Time Period Accountabilities Will Skill Potential Action 1 2 3 4 5 6 TOTALS 0 0 WILL SKILL ASSESSMENT (1-Poor to 5- Rank 169
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER There are 7 sources of personal power 170
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Your personal power plan Expert Legitimate Coercive Reward Information Reverent Connection CEO $ xx xx xx xx xx xx xx xx xx xx xx xx xx xx Observations of Current Use Plan for Future Use 171
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Creating the conditions for a high-performing team increases a project’s success rate 172
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER PROJECT TEAM CHARTER Mission / Objective of Team What is the mission / objectives of the team? Team Members Who are the team members and what skills do they bring? Stakeholders Responsible: Accountable: Consulted: Informed: Major Milestones When does the project start, finish? What are the big milestone dates and deliverables? Budget / Resources What is the overall budget of the project? What other internal and external resources are needed to be successful? Governance How are big decisions about budget, timing, and scope made? Are there regular steering committee meetings? Emails? Nurturing Environment What methodology is going to be used to manage the project? Waterfall, Agile? Where will the team be located? What coaching resources will be available? What can be done to improve the environment of the team? Norms What are the agreed to norms to make the project successful? What are those behaviors and actions that have made previous projects fail, that you want to avoid in this project (good ideas for some norms)? 173
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Team Charter – Strategic Alignment TEAM STRATEGY STRUCTURE ROLES MISSION • What is the mission of the team? • How does it reinforce the corporate mission and strategy? • What are the major strategic initiatives for the year, 3 years? • What are the major goals / scorecard for the team? • What is the team size, budget, structure? • How will it evolve over the next 1-3 years? Why? • What are all of the major roles on the team? • What are the career paths? 174
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Team Charter – Culture $ NORMS & VALUES COMP & BENEFITS ENVIRONMENT • Is there an incentive plan for exceeding team goals? What is it? • Are there unique benefits to the team? What are they? • What is the team environment (e.g., shared / offices, dress code, meeting spaces, kitchen / food, furnishings, decoration, events) • What are the core team values and norms? EMPLOYEE JOURNEY • What are the initiatives to improve the employee journey (i.e., recruiting, hiring, onboarding, development, evaluation) 175
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Almost every function should have a roadmap 176
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Example of a product roadmap Q1 Q2 Q3 Q4 Mobile enhancements Product Line 1 Product Line 2 Cost engineering UX Improvements Digital Experience Cost Power supply Performance Product Line 3 Updated Software New Ergonomic Design Migrate Production to New Facility IOT Enablement Best-in-class Processor Design 3.0 177
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Example of a product roadmap (click for excel spreadsheet) PRODUCT ROADMAP October November December Quarter 1 Quarter 2 Quarter 3 New Products Product Line 1 Rhino Wildebeest Product Line 2 Gazelle Cheetah Porcupine Product Line 3 Hedgehog New Versions Product Line 1 Zebra V3 Jackal V4 Product Line 2 Lion V2 Lion V3 Product Line 3 Giraffe V5 Tier 1 Launch Tier 2 Launch 178
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Project planning exercise For an upcoming project, use the following Planning Template to organize the different elements of a plan. First, think through the objectives and outputs of the project. Then dive into disaggregating the work into 2-5 work streams. Next, think through the work blocks necessary for each work stream. Focus on what the output of each work block is and the steps to get there. You can either create milestones for the work streams or the total projects. Then adjust the timing of each work block by estimating the resources and time needed to complete, giving a little cushion to ensure there is enough time for completion. Organize the work blocks and work streams to ensure any dependencies are accounted for. Once the project work has been organized, then codify your thoughts on the team structure and personnel, and the resources you’ll need to execute the project. This should give you a good understanding of the overall budget for the project. When a project strawman is complete, the next step is to get more stakeholders involved to iterate and improve the various elements of the plan. Once the necessary stakeholders agree and sign-off on the plan, then the project plan should go through the organization’s governance process to be evaluated against other projects and hopefully approved. 179
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Project planning template Work Stream 1 Work Streams Date 2 Date 3 Finish Date Phase 1 Start Date Date 4 Phase 2 Phase 3 Milestone 1 Milestone 2 Milestone 3 Work Stream 2 Work Stream 3 Work Stream 4 Project Objective / Outputs Budget xx xx xx Team / Resources Work block xx xx xx xx xx xx xx Work block xx xx xx xx Work block xx xx xx xx 180
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Exercise - Creating a project management scorecard If you have a major project starting up or in-flight, it’s important to have a project management scorecard to track progress, bring up potential issues and debates, and drive to remediation action items. Filling out the project management scorecards is fairly simple. Fill in the project name and mission / outputs. Then decide how often the scorecard will be filled out, shared and in what forum it will be discussed. Next, fill out the date, projected end date of the project and the sponsors. You need to define and agree upon what the green, yellow and red statuses mean. Some companies categorize green as on-track, yellow as at-risk, while red is typically behind. When the scorecard is filled out, make sure you focus on what the current status is, potential decisions and potentially high-level plans for each category (budget / resources, timing, scope and quality). Quality may or may not be a category you want to cover, since it may be difficult to measure. The next section on milestones / workstreams digs a bit deeper into the project, and the milestones / workstreams may change over the life of the project as they get completed and new ones come up. The status is a composite of timing, scope, resources / budget, and quality. If it is a red or yellow, it is important to deep dive into on what the current overview is, potential decisions, and then develop an action plan to resolve the yellow or red. Once the project management scorecard is completed, it should be sent to the necessary stakeholders and debated in a meeting to drive to action plans. In the next meeting, the previous scorecard should be reviewed, especially the action plans to hold people accountable and ensure the action items were worked on. 181
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Project management scorecard template BUDGET / RESOURCES SCOPE TIMING Xx Status Overview / Decisions / Plan xx xx Status Overview / Decisions / Plan xx QUALITY PROJECT xx MISSION xx MILESTONES / WORSTREAMS xx xx xx xx xx Xx xx xx xx xx xx xx Overview / Decisions Action Plan DATE xx SPONSORS xx PROJECTED END DATE xx 182
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Problem statement exercise Properly defining a problem statement at the beginning of a project or initiative will dramatically improve the success of the project or initiative. Problem statements help guide problem solving, analysis, hypotheses, and solutions. Developing a problem statement is an iterative brainstorming process. Get the major stakeholders in a room for a few hours and start the process by having everyone write down what they think the problem is on index cards. Collect the index cards and post them on a white board. You can either discuss each one, or have the group pick the top 3 and then discuss them. You can use the Problem Statement Worksheet to further define the problem by answering the 5 Ws and 1 H. The key is to find the right problem statement that all stakeholders feel strong about, in that if the problem statement was solved, the problem would be solved. 183
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Problem statement worksheet • Who does the problem impact and involve? • What does the problem impact? • What are the drivers of the problem? • Why is solving the problem important to stakeholders and the business? • Where does the problem reside or have impact? • When did the problem begin? When does the problem need to be solved by? • How was the problem created? How can the problem be solved? ? KEY QUESTIONS ANSWERS • xx • xx • xx • xx • xx • xx WHO? WHAT? WHY? WHERE? HOW? WHEN? PROBLEM STATEMENT • xx 184
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER Key performance indicator worksheet CORE OUTPUTS & GOALS … TEAM / ORG / FUNCTION … Source Data / System Potential Key Performance Indicators •XX •XX •XX •XX •XX •XX •XX xx xx xx xx xx xx xx Frequency •XX •XX •XX •XX •XX •XX •XX Drill-downs / Exception Reports •XX •XX •XX •XX •XX •XX •XX Who’s Accountable / Development Plan •XX •XX •XX •XX •XX •XX •XX
INSERT LOGO OR CO. NAME - VIEW>MASTER>SLIDE MASTER TERMS OF USE Stratechi.com is owned and operated by StratTools Limited. Stratechi.com offers products including PowerPoint and Excel templates and content that include designs, text, icons, graphics, charts, maps, pictures, and other digital content. Below these templates and the contents will also be described as “products”. The products are provided only via direct download. USAGE Stratechi.com permits you to download and use products, only in accordance with the terms below. IT IS ILLEGAL AND STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFFER FOR SALE, LICENSE OR SUB-LICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THE PRODUCTS IN HARD COPY, DIGITAL FORM OR ANY OTHER MEDIUM WHETHER EXISTING OR NOT YET EXISTING, EXCEPT AS SPECIFICALLY PERMITTED BELOW. 1. LIMITED LICENSE You are granted a limited, non-exclusive, non-transferable license to use the products for the ALLOWED USAGE (2). You are not allowed to use the products except for that which is specifically listed in section ALLOWED USAGE (2). 2. ALLOWED USAGE Subject to the restrictions and limitations described under NOT ALLOWED USAGE (3), the products can be used to create derivative works or modifications to fit your own professional needs, provided that such works are not intended to be re-sold or published publicly for free distribution. 3. NOT ALLOWED USAGE a. Sell, distribute, sub-license, transfer or assign rights to the products and templates and any derivative products. b. Use or display the products and derivative works on websites or web pages (or similar) to induce or involving sale, license or other distribution of physical and digital products. c. Use, display, incorporate or bundle the products and derivative works on any product that results in a re-distribution or re-use of the website or web pages (or similar) to induce or involving sale, license or other distribution of digital products including presentation templates, websites templates, websites designs, stock images (this includes custom designed websites). d. Use the products and derivative works in design template applications intended for resale, online or by other means. e. Use the products and derivative works in any way that could be considered defamatory, libelous, immoral, obscene or fraudulent, or illegal, either by making physical changes to it, in the juxtaposition to accompanying text or images, or otherwise. 186

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Stratechi HR & Org Strategy Presentation Template by McKinsey Alum.pdf

  • 1.
    INSERT COMPANY LOGOOR NAME 202X HR & ORG STRATEGY 1
  • 2.
    A Note aboutthis HR & Org Strategy Template Developing a HR & Org strategy is one of the more nebulous strategy endeavors given the expanse of options to positively impact people and the team. There are always positives to be gained in improving culture, the employee journey, and strategic alignment, the challenge is diagnosing where to focus the efforts and creating the strategic alchemy of initiatives to effect positive change. I’ve created a storyline that you can pick and choose from and use to generate other ideas. I’ve also included other potential slides, icons, images, the Stratechi.com materials on HR & Org strategy and many useful worksheets all to help you ideate, structure thought, and hopefully make your journey a bit easier. As always, I’m here to help and support. If you need to brainstorm or problem solve anything, set up some coaching time on Stratechi.com. All the best, Joe Newsum P.S. The Terms & Conditions of this template are on the last page. Please abide by them. If you want to source proprietary and copyrighted Stratechi.com images and content, please reach out to me. Thank you.
  • 3.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 3 THE HR TEAM’S MISSION The HR Team’s Mission is to support, embrace, elevate and realize the individual and collective potential of our team
  • 4.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER AGENDA 4 • Year in Review & Current State • Next Year’s Goals • Strategies & Initiatives • Improve the Employee Journey • Align Org Design with Strategy • Elevate the Culture & Total Compensation
  • 5.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Over the past year, the HR team had many wins 5 1 2 85% Retention (5% above goal) 15% Increase in Employee Satisfaction Score 3 Recognized as one of the Top 50 places to work in the state 4 Hired and onboarded 40 team members with 70% positions filled in 3 months 5 Implemented new HRM platform 6 Successful rollout of new review, evaluation and promotion process
  • 6.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 6 Over the past year we accomplished some big goals 65% 72% 2021 2022 Employee NPS Goal – 70% 67% 75% 2021 2022 Retention Goal – 72% $56 $70 2021 2022 Profit per Employee ($ 000s) Goal – $65K 57% 65% 2021 2022 Customer NPS Goal – 62%
  • 7.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER The current state of the organization • Target number of employees - xx • Target span of control – xx • Total budget - $xx Name Title Name Title Name Title Name Title Name Title Name Title New Positions Unfilled Positions 7
  • 8.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Our 1,210 US team members span 18 states, with 78% of our team in 6 states 8 No Employees 1-15 Employees 16-50 Employees 50+ Employees 61 102 114 278 120 255
  • 9.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER We also have 250 team members around the globe 9 90 85 20 10 60
  • 10.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER The current state of the teams and functions $ % % $ 10 Sales Service Operations IT HR Finance / Legal Marketing Budget $xx $xx $xx $xx $xx $xx $xx % of Total xx% xx% xx% xx% xx% xx% xx% % of Org xx% xx% xx% xx% xx% xx% xx% Headcount xx xx xx xx xx xx xx Span of Control xx xx xx xx xx xx xx $ per Employee $xx $xx $xx $xx $xx $xx $xx Retention xx xx xx xx xx xx xx Satisfaction xx xx xx xx xx xx xx TOTALS $xx xx% xx% xx xx $xx xx xx
  • 11.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 210 230 190 205 230 82 90 83 92 100 55 65 38 53 68 30 26 24 28 32 20 18 17 22 24 0 50 100 150 200 250 300 350 400 450 500 2018 2019 2020 2021 2022 Number of Team Members Organizational Breakdown 397 429 352 400 454 Growth 8% -18% 14% 14% Since the 2020 downturn, the team has grown by over 100 members 11 Support Operations Sales & Marketing HR & Legal Finance
  • 12.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER The organizational breakdown has been fairly consistent 12 53% 54% 54% 51% 51% 21% 21% 24% 23% 22% 14% 15% 11% 13% 15% 8% 6% 7% 7% 7% 5% 4% 5% 6% 5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2018 2019 2020 2021 2022 Organizational Breakdown % of Employees Support Operations Sales & Marketing HR & Legal Finance
  • 13.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Exit Advancement Evaluation Development Onboarding Hiring Recruiting The current organizational heatmap shows needed improvement in leadership and structure, onboarding, development and norms EMPLOYEE JOURNEY CULTURE Corporate Strategy Norms Comp & Benefits ORG DESIGN Environment Leadership & Structure Roles & Competencies $ Mission & Vision Values
  • 14.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Our current people initiatives are driving impact across the organization Org Design Employee Journey Culture Initiative • Sales Team Reorg • Span of Control • Strategy Alignment Status Progress • Re-organized teams to territories. Currently reviewing territory game plans. • 6 out of 8 teams at span of control of 8, with sales and marketing delayed. • Finished with monthly all-hands, cascading strategies and KPIs • Jobs Platform • Training Excellence • New Review Process • Completion delayed due to QA issues. Rolling out hiring module in June. • Training platform completed, with 90% of team certified in at least 2 skills • 360° review pilot successfully completed. Rolling out to Ops & Support in May. • Enhanced Benefits • Slack Implementation • Sales Compensation • Mission & Values • New benefits packages well received. Working to get opt-in from 55% to 75% • Slack rolled out in January with 95% of team members utilizing daily. • New commission structure rolling out in April with all materials ready. • Internal and external marketing of mission and values rolled out in December.
  • 15.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER AGENDA 15 • Year in Review & Current State • Next Year’s Goals • Strategies & Initiatives • Improve the Employee Journey • Align Org Design with Strategy • Elevate the Culture & Total Compensation
  • 16.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 16 For next year, our employee goals are simple and focused Employee NPS 72% 85% Retention $65K Profit per Employee 70% Training Participation
  • 17.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Next year’s functional people goals, budget and headcount $ % % 17 Sales Service Operations IT HR Finance / Legal Marketing Budget $xx $xx $xx $xx $xx $xx $xx Change xx% xx% xx% xx% xx% xx% xx% Change xx% xx% xx% xx% xx% xx% xx% Headcount xx xx xx xx xx xx xx TOTALS $xx xx% xx% xx Goals • xx • xx • xx • xx • xx • xx • xx • xx
  • 18.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 2. EMPLOYEE JOURNEY Exit Advancement Evaluation Development Onboarding Hiring Recruiting Corporate Strategy 3. CULTURE Norms & Language Comp & Benefits 1. ORG DESIGN Structure Environment Roles & Competencies Mission Values The HR team utilizes a holistic approach to improving team focusing on org design, the employee journey and culture 18 $
  • 19.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Next year’s people initiatives will elevate the efficiency and effectiveness of the team Org Design Employee Journey Culture Initiative • Consolidate Ops Teams • Succession Planning • Consolidate Roles Goals • Streamline ops teams by reorganizing to centers of excellence • Create succession plans for 85% of VP and above roles • Reduce job titles by 50% to standardize job ladders • Expand Recruiting • Benefits Portal • Career Ladders • Increase applicants by 40% with expanded college program & marketing • Reduce administrative costs by 25% with self-serve benefits portal • Rollout with training, certifications & milestone achievements • Market Compensation • Office Remodel • Work from Home • Meeting Norms • Normalize compensation aligned with market • Increase collaboration and community with more shared spaces • Rollout work from home toolkit and benefits program • Reduce time spent in meetings by 25% with ERCS lean program Timing Resources Feb. – Mar. Apr. – June Jan. – Mar. Feb. – Nov. Mar. – Aug. Apr. – Aug. Mar. – July Jan. – Nov. Mar. – Aug. Feb. – Mar. 2 FTE $200K 4 FTE $300K $750K 4 FTE $100K $1.2M $300K 2 FTE
  • 20.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER The HR budget is 14% more than last year while the budget as a % of total sales is decreasing T&E Last Year Budget Growth Company Sales $9,500,000 $12,000,000 26% People Expenses Salaries $700,000 $750,000 7% Benefits $100,000 $130,000 30% Travel & Entertainment $200,000 $250,000 25% Miscellaneous $200,000 $250,000 25% Technology & Payroll Software & Support $140,000 $150,000 7% IT Consulting $120,000 $140,000 17% Payroll $41,000 $47,000 15% Training & Development Training $50,000 $60,000 20% Consulting $40,000 $50,000 25% Other $20,000 $30,000 50% Total Budget $1,611,000 $1,857,000 15% % of Sales 17.0% 15.5% Last Year Budget Executives 2 3 Managers 4 5 Specialists 10 13 Interns 2 3 Total 18 24 20
  • 21.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER AGENDA 21 • Year in Review & Current State • Next Year’s Goals • Strategies & Initiatives • Improve the Employee Journey • Align Org Design with Strategy • Elevate the Culture & Total Compensation
  • 22.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 22 Advancement Evaluation Development Onboarding Hiring Recruiting Creating a strong employee journey strategy necessitates answering some key questions What do your team members think about their employee journey? How does the employee journey help elevate and realize the potential of team members? What defines success and improvement for each stage of the employee journey? What initiatives will drive the most improvement in helping elevate and realize the potential of team members? EMPLOYEE JOURNEY
  • 23.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Advancement Evaluation Development Onboarding Comp & Benefits Hiring Recruiting Employee Journey We have a holistic strategy to improve the entire employee journey • New online application process • Advertising on LinkedIn • Targeting 15 new hires • New hiring manager in place focused on experienced hires • More competitive sales commission & benefits package • New sales incentive trip & bonus • 4-week rotation to learn all aspects of the business • New buddy program for new hires • Assigning senior mentors for career development • New career track ladder • Improved evaluation criteria and process • New calibration meeting for VPs • Targeting 6 Director and 2 VP promotions • Improved salary and bonus adjustments for promotions Initiatives 23
  • 24.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Recruiting Hiring Development Evaluation Advancement Onboarding 27% 13% 10% 12% 17% 31% 26% 21% 28% 18% 29% 22% 12% 16% 11% 8% 21% 25% 31% 12% 16% 22% 16% 27% 28% 25% 31% 26% 29% 18% 18% 22% 11% 15% 16% 31% 22% 15% 11% 18% 19% 18% 22% 23% 18% 13% 23% 26% 14% 18% 12% 10% 20% 24% 13% 33% 28% 29% 28% 12% 17% 20% 14% 29% 17% 25% 26% 30% 37% 39% 28% 12% 7% 27% 35% 19% 20% 12% 7% 11% 9% 14% 2% 9% 30% 14% 29% 28% 15% 8% The company is sought after by job candidates The company recruits top talent The recruiting process is efficient The hiring process is effective at getting top talent Most new hires have the skills to succeed The company brings on new people effectively New hires are set up for success You are being developed professionally You have opportunities to grow professionally You have mentors that care about your development You have access to training you need to be successful People are supported in their career goals You receive timely and constructive feedback The evaluation process is helpful to your development The evaluation process is clear and fair Promoted employees are set up to succeed The right people are promoted Promotions are celebrated in the company Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree From the team survey, the employee journey areas of priority are onboarding and development 24
  • 25.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Our employee journey goals and strategy initiatives will elevate the team Core Initiatives New Evaluation Process Inc. University Interview Guides & Online Scoring INITIATIVES DESCRIPTION • Xyz • Abc • Xyz Candidate Score Acceptance Net Promoter Empl. Satisf. Adherence Training / Emp. Adherence Internal Promo. Xx Key Metrics 8.2 45% 86% 80% 82% 18 65% 202X 7.4 42% 56% 75% 72% 14 59% 202X GOALS Evaluation & Advancement Onboarding & Development Recruiting & Hiring 25
  • 26.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Our recruiting & hiring goals will be supported with key initiatives Approve & Post Positions Source Qualified Applicants Screen & Schedule Applicants Assess & Interview Prospects Extend Offers & Get Acceptance 202X 202X TARGET KEY INITIATIVES 140 positions 5050 applicants 650 interviews 95 offers 60 employees 160 positions 7000 applicants 900 interviews 150 offers 100 employees • xx • xx • xx • xx • xx TALENT ACQUISITION FUNNEL 26
  • 27.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER We are enhancing our 5C onboarding strategy to decrease 90-day attrition 5Cs Source: SHRM 27 Compliance Clarification Confidence Connection Culture Current State • New hire forms • Compliance training program • Background check • Manager expectations meeting • Job training • 3-month skills ladder • Drug testing Initiatives • Team meeting intro • Welcome package • Monthly new hire meeting • Day-1 package (email, computer, zoom account, business cards, etc.) • 10 free & scheduled lunches • Team bonding exercises • Team buddy • New hire social events • Company history videos • Facility tour • Company strategy videos • Moving new hire forms online • New confidentiality agreement • New 2-days of shadowing • Manager meeting checklist • Weekly manager check-ins • Team email welcome - background • Monthly “Meet the Leadership” program • Enhanced team member directory • “Living our Mission and Values” program • Meet the Leadership culture stories • New hire social events
  • 28.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER We are enhancing our development programs to help our team members realize their potential Leadership Competencies Experience Performance Current State • Personal Development Plans • Performance Reviews • Team KPIs Initiatives • Skills University • Analytics Program • Lean Training • High Potential Program • Management University • Communications Training • Mentorship Program • Rotational Program • Easy Transfer Options Career Ladder • Revamping Ops • Consolidating lower- level ladders To migrate up the ladder team members must develop on 4 dimensions • Integrating benchmarking data • Building team KPI dashboards • Creating Educational Reimbursement • Developing Problem Solving module • Offsite for HiPos • Enhancing Rotational Programs • Introducing Development Program
  • 29.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER We are targeting 140+ promotions through our end-of-year evaluation and advancement cycle Leadership Competencies Experience Performance Career Progression Timing • Evaluation and advancement are based on our 4 progression criteria • We are targeting an 18% promotion rate this year which equals 143 promotions Process Methodology New Initiatives Evaluation Advancement • Self-evaluation – Oct. 1 – 15 • 360 ° evaluation – Nov. 1– 15 • Processing – Nov. 15 – 25 • 360° forms to be filled out by individual, direct manager and 4 other peers and managers • The forms will utilize the 4 dimensions with scores and 1-2 examples per dimension • Automated online workflow and communication • Changed competency scores • Calibration – Nov. 26 – Dec. 5 • Workshops - Dec. 6 – Dec. 12 • Sign-off – Dec. 15 • Promotions – Dec. 16 - 22 • Managers receive target promotion allotment, with leadership workshops determining promotions • Calibration utilizes rank order methodology with rank ordered promotion workshops and compensation bands • Total team comp calculator rolled up to budgets and targets
  • 30.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER The new HCM platform will streamline our processes, save costs, while providing extensive data and insight • The HCM project is an online platform automating much of our employee journey. The platform will streamline our processes will providing a better employee and manager experience and substantial business intelligence • The HCM project is on budget ($1.2M) with 2 modules delayed 2 months (hiring and onboarding). • The HCM project will reduce hiring and onboarding cycle times 25% save the HR team 4 FTE through automation. The target launch is January. 30 $
  • 31.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER The HCM project is slated to be completed by end of year for a January launch Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Workstream 1 Action Item 1 Action Item 2 Action Item 3 Workstream 2 Action Item 1 Action Item 2 Action Item 3 Workstream 3 Action Item 1 Action Item 2 Action Item 3 Implementation Testing Pilot 31 Launch
  • 32.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER To insure a successful HCM implementation we have a portfolio of change management initiatives Case for Change 1 • Xx • xx Reinforcement 4 • Xx • xx Role Models 2 • Xx • xx Training 3 • Xx • xx 32
  • 33.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Our employee journey strategy focuses on each phase of the journey 33 Advancement Evaluation Development Onboarding Hiring Recruiting Metrics / Goals Initiatives • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz
  • 34.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER AGENDA 34 • Year in Review & Current State • Next Year’s Goals • Strategies & Initiatives • Improve the Employee Journey • Align Org Design with Strategy • Elevate the Culture & Total Compensation
  • 35.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER In org design we’re solving for the structure, roles and competencies of the team members and how they align to corporate strategy, the mission and the vision. Corporate Strategy ORG DESIGN Structure Roles & Competencies Mission & Vision 35 In Org Design, we’re solving for: • Structure 1. Organizing Principles 2. Dimensionalization 3. Overall Size & Team Size 4. Layers & Span of Control 5. Reporting Structure • Roles, Competencies & Responsibilities 1. Team 2. Individual 3. Cross-functional
  • 36.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER To drive our long-term competitive differentiation & advantage, we will focus on being best-in-class in the following core competencies... Organizational Core Competencies Core Competitive Differentiation & Advantage • xx • xx (Year) Strategies to Develop or Improve Core Competencies • xx 36
  • 37.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER To drive value, we are implementing cascading goals across the company. Lower-level team goals will align to the higher-level functional goals. 37 $ Customer Employees Financial Efficiency Innovation Top Level Net Promoter Score Employee NPS EBIDTA Growth Employee Productivity New Products as a % of Sales Business Unit NPS Employee NPS EBIDTA Growth Employee Productivity New Products as a % of Sales Sales & Marketing Customer Churn Sales / Customer Customer Growth NPS + Retention Engagement Total Sales Budget Margin CAC. (Customer Acquisition Cost) Sales / Employee New Products as a % of Sales Operations & Support Customer Churn Cust. Satisfaction NPS + Retention Engagement Budget Costs / Sales Ops & Support Process Metrics N/A Product Development Product Reviews Warranty KPIs Quality KPIs NPS + Retention Engagement Margin Warranty / Sales Time to Market Development Lifecycle Metrics New Product Launches Finance / Legal / HR N/A NPS+ Retention & Engagement HR - Emp. Journey & Culture Metrics Actuals to plan on budget & headcount Fin - Cash Conversion HR – Employee Journey Metrics N/A
  • 38.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER The product team career ladder has been simplified and will roll out in January 38 Level 1 Level 2 Team Lead Manager Director Vice President $60-80K $90-110K $120-140K $150-180K $200-230K $250-300K • College grads • No experience • 1-3 years experience • Certifications • Product expertise • Top 40% review • 3-5 years experience • Scrum certification • Leadership potential • Manager training • Team of 4-8 • 4-6 years experience • Manager certification • Top 30% review • Product strategy • Team of 20-30 • 5-8 years experience • Post-graduate degree • Leadership certification • Top 20% review • Financial management • Platform strategy • Team of 70-100 • 8-12 years experience • Post-graduate degree • Executive certification • Top 10% review • $100+ million budget • Team of 300+
  • 39.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER The organizational rationalization will reduce headcount by 10% 39 210 76 65 45 35 32 30 25 20 22 10 12 5 0 0 3 5 5 Operations Support Sales Marketing IT R&D Finance &… Supply Chain HR Headcount Rationalization Continue Reduce 210 76 65 45 35 32 30 25 20 532 Continue 9% 12% 16% 10% 0% 0% 9% 17% 20% 10% 22 10 12 5 0 0 3 5 5 62 Reduce 240 86 80 50 35 32 33 30 25 594 Current % TOTALS Timing: May 15th at 10am Process: HR meetings with each functional team’s reduction group Severance: 2 months of pay & benefits with 6 months of COBRA Other Benefits: Recruiting support (resume writing, interviewing, job hunting) Savings: $4.5 million Overview
  • 40.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 10 6 7 3 5 4 2 4 3 5 4 2 4 6 2 2 3 3 4 5 5 4 2 4 4 3 2 15 8 6 5 2 4 5 3 4 Operations Support IT Sales Finance Marketing R&D Supply Chain HR Span of Control (# of Managers) 1-2 Directs 3-4 Directs 5-6 Directs 7+ Directs We will execute a manager reduction to increase our span of control from 4.5 to 6.5 resulting in the reduction of 40 manager positions 40 1-2 3-4 5-6 7+ Direct Reports Process: Currently working with functional leadership on consolidating teams with 1-4 directs and identifying managerial leads of each team and which managers will stay on or will be laid off Timing: February – March – team consolidation exercise April 15th – HR leads with functional leadership teams will execute the consolidations & lay-offs Benefits: • ~$2 million in savings • Reduce layers from a max of 6 to 4 • Increased organizational agility and development Overview 10 5 6 3 4 3 2 4 3 40 Manager Reduction 22 10 12 5 0 0 3 5 5 6.5 Future SoC 6.1 4.6 3.8 4.3 3.4 5.6 6.3 4.3 4.1 4.5 Current SoC
  • 41.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER We are consolidating functional teams into shared centers of excellence 41 Region 1 Region 2 Center of Excellence Region 3 Region 4 HR IT Support Finance Operations Layoff 20 5 5 Stay COE Layoff Regional 16 4 6 21 3 5 20 5 5 77 17 21 20 5 5 Stay COE Layoff 16 4 6 21 3 5 20 5 5 77 17 21 20 5 5 Stay COE Layoff 16 4 6 21 3 5 20 5 5 77 17 21 20 5 5 Stay COE Layoff 16 4 6 21 3 5 20 5 5 77 17 21 20 5 5 Stay COE Layoff 16 4 6 21 3 5 20 5 5 77 17 21 100 25 25 Stay COE Layoff 80 20 30 105 15 25 100 25 25 TOTALS 105 385 85 Savings $500K $600K $400K $500K $600K $2.6M
  • 42.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Our employee certification levels have improved 42 55% 50% 46% 39% 34% 32% 35% 40% 45% 48% 13% 15% 14% 16% 18% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2018 2019 2020 2021 2022 EMPLOYEE CERTIFICATION LEVELS (100%) % of Employees Level 3 Level 1 Level 2
  • 43.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER We will continue to improve our ratio of generalists and specialists to supervisors and management 43 % of Employees 45% 47% 50% 22% 25% 27% 20% 16% 13% 13% 12% 10% 202X 202X 202X Company Role Mix Generalists Specialists Supervisors Management
  • 44.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER We will focus on filling key roles of the organization Name Title Name Title Name Title Name Title Name Title Name Title New Positions Unfilled Positions 44 Name Title Name Title
  • 45.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER AGENDA 45 • Year in Review & Current State • Next Year’s Goals • Strategies & Initiatives • Improve the Employee Journey • Align Org Design with Strategy • Elevate the Culture & Total Compensation
  • 46.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Our culture is defined by how our values drive the desired behaviors which are reinforced in our norms & language, benefits & compensation and environment NORMS & LANGUAGE BENEFITS & COMPENSATION ENVIRONMENT VALUES How does the org reflect the values in decisions, interactions, communication, and behavior? $ How are the company’s values reinforced through norms & language, benefits & compensation, and the environment? How does the org incentivize individual and team performance, and desired norms and behaviors? How do the physical and virtual environments reflect the values and spur collaboration? Personal behavior Conversations Decisions In-person and Virtual Meetings Email & Communications Projects Events Wages & Salaries Bonuses Stock Options & Retirement Health Benefits & Other Insurance Lifestyle Benefits (Gym, Advisors, Events) Holidays, PTO & Sabbaticals Education & Training Tenure Incentives Offices & Facilities Meeting Rooms Common Areas Home Offices Flex Space Outdoor Spaces Internal Website Collaboration Tools
  • 47.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER From the team survey, the two areas of focus are culture and norms, language & communication Culture Values Environment Norms, Language & Communication Comp & Benefits 22% 27% 11% 22% 19% 25% 22% 11% 12% 16% 11% 8% 14% 12% 13% 14% 18% 14% 18% 12% 10% 34% 32% 28% 25% 28% 29% 26% 27% 25% 12% 26% 12% 23% 24% 14% 18% 22% 11% 12% 10% 8% 22% 13% 16% 14% 14% 7% 11% 27% 27% 32% 28% 32% 24% 22% 21% 14% 10% 22% 18% 23% 21% 21% 14% 18% 12% 28% 22% 17% 12% 22% 16% 13% 14% 11% 9% 19% 23% 20% 14% 18% 12% 22% 16% 20% 31% 17% 31% 15% 20% 25% 26% 30% 37% 26% 23% 30% 32% 20% 23% 29% 33% 40% 42% 15% 12% 15% 19% 14% 22% 17% 14% 14% 36% 13% 20% 14% 13% 29% 30% 14% 29% 28% 31% 33% 21% 31% 27% 30% 21% 30% 28% 5% 6% 5% 14% 8% 13% 13% You like the culture of the company Collaboration is encouraged and effective People treat each other with respect There is a high level of trust in the organization People are held accountable for their performance People are highly political There is a high level of negativity in the organization The company has a strong set of values The values make the organization more effective Employees know the company's values People know what is expected of them People are empowered to do the right thing Compensation is better than industry average Benefits are better than industry average Strong performance is rewarded The company has a bonus plan that incentivizes performance The company has great perks Your office space helps you be productive You have the tools and infrastructure you need to be successful You have access to the data you need The company has modern technology It is easy to get to know people in the company How decisions are made makes sense Important decisions are clearly communicated to those affected People effectively communicate with each other People spend too much time in meetings Meetings are efficient and effective People in the company use email effectively Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
  • 48.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER $ Norms & Language Benefits & Compensation Environment Values • Create a values day where we do seminars, workshops, and social events to reinforce our values • Incorporate values into the employee review • Embed values into our training and onboarding materials • Implement meeting norms around time limits, pre-reads, reasons for meetings, and interaction norms • Launch Slack for employee messaging • Remodel headquarters to be more vibrant and energizing with more community spaces, flex workspaces, relaxation rooms and gardens • Start ”work from home” supplies allowance • Incorporate wellness benefits (gym memberships, reduced health premiums, sabbatical,, and health incentives) We are taking a holistic approach to improving our culture with initiatives for our values, norms and language, environment, and benefits & compensation Culture Building Blocks Key Initiatives 48 Progress • May 15 at Lakeview conference center • Materials and speakers are finalized • Complete for December review cycle • Project on-schedule for June launch • Online training and web page complete • Posters in all meeting rooms • Scheduled launch July 1st • On-schedule and on-budget with an opening target date of January 1st • Launched allowance February 1st • Target launch for wellness benefits July 1st
  • 49.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER We’ve developed key initiatives to reinforce our values within our team members The values that guide our interactions, decisions, and behavior with each other, our customers, and partners include: Seek to Understand Be Real Do the Right Thing Get the Facts Better Yourself & Others 49 • Create a values day where we do seminars, workshops, and social events to reinforce our values • Incorporate values into the employee review • Embed values into our training and onboarding materials • Create ”Value Bucks” for deeds that embrace our values which can be redeemed for gift cards • Put up posters in all the offices and facilities that state our values with employee, customer and partner images Key Initiatives
  • 50.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER We are reinforcing our values of problem solving and entrepreneurship throughout our employee journey Advancement Evaluation Development Onboarding Comp & Benefits Hiring Recruiting Problem Solving • Target talent pools with problem solving experience score resumes on problem solving • Have interviews solve hypothetical issues • Hire those with problem solving skills • Bonuses for solving big problems • Annual competition for best solutions • Establish importance of problem-solving skills and self-improvement and go through real examples • Extensive problem solving and analytics training • Various levels of certification • Evaluated and scored on problem solving with examples and results • Those with high problem-solving competency and mentorship history and potential are advanced • Highlight entrepreneurship stories on website • Score resumes on entrepreneurship • Deep dive into entrepreneurship experiences, score and hire those with entrepreneurial spirit • 4 hours a week can be spent on new ideas • Bonuses for new products • Have internal entrepreneurs discuss their story • Highlight entrepreneurial resources • Internal entrepreneurial training & mentorship • Access to funds to develop ideas • Evaluated and scored on entrepreneurism • Those that can successfully develop ideas into action and mentor others are advanced Entrepreneurship Employee Journey 50
  • 51.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 51 Norms are the accepted individual and interpersonal behaviors, often reinforcing the values of the organization VALUES MEETINGS EMAIL / COMM EXTERNAL LEADERSHIP PERSONAL CONVERSATIONS PROJECTS EVENTS NORMS PERMEATE THROUGH ALL INTERACTIONS
  • 52.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 52 There are many comp & benefit options to help incentivize the performance and loyalty of team members • Salary (Above, At or Below Market) • Hourly & Overtime Wages • Raises (Across, Performance Tiers) • Incentive Pay • Individual (Tied to Performance, Manager Discretion) • Team (Metrics, Goals) • Company (Profit Sharing) • Top Performer Incentives • Spot Bonuses & Gifts • Stock Options & Grants • Health & Dental Insurance (Partial, Full, Coverage) • 401K & Matching Levels, Retirement Plans • Holidays, PTO • Office Perks (Snacks, Childcare, Meals, Massage, Summer Friday Half-days) • Lifestyle (Gym Membership, Parking, Discounts, Events, Free Advisors (Finances, Health, Nutrition, Life Balance) • Training & Education (Reimbursement, Conferences) • Other Insurance (Workers Comp, Disability, Life) • Office Events / Trips • Tenure Loyalty (More PTO, Sabbaticals, Better Insurance, Gifts, Higher 401K Matching, etc.) Compensation Options Benefit Categories
  • 53.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 53 We’ve improved the total compensation and benefits we provide to our team members Salary & Wages $ Incentives & Retirement Other Benefits Holidays & PTO Medical Benefits Current New this Year • $68K average salary • Top 30% in competitiveness for peer group • Average 8% raise for all employees • Increase overtime from $25 / hr to $30 / hr • One bonus based on EBITDA target • 401K matching capped at 3% • Sales commission targeted at 50% of salary • Two tiers of EBITDA bonuses for managers • 401K matching increased to 5% • Sales commission targeted at 65% of salary • 7 annual holidays • 15 paid days off for mid-tenured employees • Adding New Years Eve to holiday schedule • 18 paid days off for mid-tenured employees • Adding 2-month sabbatical for every 8 years • Deductibles - $2,000 individual, $4,000 family • No vision • No health incentives • Deductibles - $1,000 individual, $2,000 family • Added vision • New cash incentive for health improvements • Life insurance • Child-care subsidy • Educational and training support • Gym membership reimbursement • Summer Friday half-days • Work-from-home supply reimbursement
  • 54.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 54 We are improving the cash compensation for our team members with an average raise of 7.9% and a total target bonus of 12.8% of salary LY Salary Raises Tier 1 Bonus Tier 2 Bonus Average per Employee $350,000 $200,000 $125,000 $85,000 $60,000 $40,000 0 200 400 Executives VPs Directors Managers Mid Level Entry Level Average Cash Compensation Base Salary Raises Tier 1 Bonus Tier 2 Bonus $50,900 $25,500 $15,200 $10,250 $7,000 $5,200 $3,200 $4,000 $50,000 $30,000 $10,000 $7,500 $5,000 $0 $2,300 $120,000 $60,000 $20,000 $15,000 $10,000 $0 $4,600 Totals ($ millions) $229.1 $18.0 $10.2 $20.1 Number of Employees Total $ millions 6 25 72 200 1,400 2,800 4,503 $3.3 $7.6 $11.9 $22.8 $112.0 $120.4 $278.0
  • 55.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER We’ve redesigned the sales comp plan which will roll out in June ROLE SALARY COMMISSION STRUCTURE QUOTA TARGET COMP xx $xx • xx $xx $xx xx $xx • xx $xx $xx xx $xx • xx $xx $xx xx $xx • xx $xx $xx Quota Attainment Projected Sales Team Comp Projected Revenue 100% $xx Sales Comp as a % of Revenue $xx xx% 125% $xx $xx xx% 150% $xx $xx xx% Projected Impact of Compensation Plan 55
  • 56.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Preferred, 22.7% Other Investors, 45.5% Executives, 20.7% Management, 5.7% Other Employees, 3.6% Previous Employees, 1.8% 56 We are issuing 1 million new options to employees at $5.00 a share with a total appreciation in value of $86 million Totals Shareholders Stock Vesting Options New Options Preferred Executives Management Other Employees 5,000,000 3,600,000 650,000 350,000 - 1,300,000 400,000 300,000 - 650,000 200,000 150,000 20,000,000 2,000,000 1,000,000 Previous Employees 400,000 - - Other Investors 10,000,000 - - Common Equivalent 5,000,000 4,550,000 1,250,000 800,000 23,000,000 400,000 10,000,000 Fully Diluted % Owned 22.7% 20.7% 5.7% 3.6% 100% 1.8% 45.5% Fully Diluted Ownership Avg. Price $1.00 $2.00 $5.00 $2.00 Appreciation $80,000,000 $6,000,000 $0 $86,000,000
  • 57.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 57 We’ve improved our health care benefits by reducing deductibles and copays while increasing In Network physicians and hospitals and added vision to our plan Individual Family PRESCRIPTION 31-day supply Tier 1 Tier 2 Tier 3 Dental Deductible Out-of-Network Between Deductible Out-of-Pocket Limit Between Out-of-Pocket Limit In Network $1,000 20% / 80% $2,500 $2,000 20% / 80% $5,000 $2,000 20% / 80% $5,000 $4,000 20% / 80% $10,000 $15 $30 $35 $40 $80 $100 Included 20% / 80% Included Included 20% / 80% Included In Network Out-of-Network Mail Order $60 $100 $120 MEDICAL VISION Exams Glasses Contacts $10 copay $50 copay $25 Up to $100 In Network Out-of-Network $25 Up to $100 IMPROVEMENTS • Reduced In Network deductibles for individual from $2,000 to $1,000 and families from $4,000 to $2,000 • Reduced Out-of-Pocket limits by 25% • Reduced preventative care copay from $50 to $25 • Reduced emergency room visit copay from $500 to $250 • Increased In Network physicians and hospitals by 10% • Added vision to plan
  • 58.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 58 We are improving our offices and facilities to facilitate collaboration and community • Creating more common flex workspaces • Repurposing 120 closed offices across 4 offices to open common flex workspaces Initiative Budget / Timing $3.5 M with June launch • Creating more fun community spaces • Remodeling and expanding break rooms with more snacks and drinks, games, and lounges $1.5 M with Dec. launch • Adding Values art in all facilities • 20 installations of our values art boards across all facilities $200K with Feb. launch
  • 59.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER THANK YOU QUESTIONS ??? 59
  • 60.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER ADDITIONAL SLIDES 60
  • 61.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER GENERIC FRAMEWORKS 61
  • 62.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 62 ARROW TREE FRAMEWORK $ MAIN POINT Point 1 Paragraph Point 2 Paragraph Point 3 Paragraph Point 4 Paragraph Point 5 Paragraph Point 6 Paragraph
  • 63.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 63 5 BLOCK HORIZONTAL SLIDE Title 1 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 2 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 3 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 4 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 5 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4
  • 64.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 64 FOUR PART CIRCLE Initiative 1 Paragraph Initiative 1 Paragraph Initiative 1 Paragraph Initiative 1 Paragraph MAIN POINT
  • 65.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 65 EXPANDING CIRCLE FRAMEWORK Level 2 Level 1 Level 4 Level 3 • Xx • Xx • Xx • Xx
  • 66.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 66 5 BLOCK SLIDE Title 1 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 2 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 3 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 4 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4 Title 5 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 4
  • 67.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 67 HEXAGON SLIDE Initiative 1 Paragraph Initiative 2 Paragraph Initiative 3 Paragraph Initiative 4 Paragraph Initiative 5 Paragraph Initiative 6 Paragraph PEOPLE STRATEGY
  • 68.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 68 3 STRATEGY YIN & YANG SLIDE Strategy 3 Paragraph Strategy 2 Paragraph Strategy 1 Strategy 2 Strategy 3 Strategy 1 Paragraph
  • 69.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 69 4 PART PUZZLE PIECE Initiative 3 Paragraph Initiative 2 Paragraph Initiative 1 Paragraph Initiative 1 Initiative 2 Initiative 4 Initiative 3 Initiative 4 Paragraph
  • 70.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 70 ROADMAP Title • Type here • Type here Title • Type here • Type here Title • Type here • Type here Title • Type here • Type here Title • Type here • Type here Title • Type here • Type here Title • Type here • Type here
  • 71.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 71 4 PART FLOWER FRAMEWORK Initiative 4 Content Initiative 1 Content Initiative 2 Content Initiative 3 Content You can substitute icons
  • 72.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 72 8 PART FLOWER FRAMEWORK Initiative 8 Content Initiative 1 Content Initiative 2 Content Initiative 3 Content Initiative 4 Content Initiative 5 Content Initiative 6 Content Initiative 7 Content You can substitute icons
  • 73.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 73 SPEEDOMETER 1 2 3 6 5 4 Initiative 1 Content Initiative 2 Content Initiative 3 Content Initiative 4 Content Initiative 5 Content Initiative 6 Content
  • 74.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 74 PYRAMID SLIDE • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 1 • Bullet 2 • Bullet 3 • Bullet 1 • Bullet 2 • Bullet 3 Point 1 Point 2 Point 3 Point 4
  • 75.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 3-ELLIPSE FRAMEWORK 75 IDEA 1 • Type content here • Type content here IDEA 2 • Type content here • Type content here IDEA 3 • Type content here • Type content here MAIN POINT
  • 76.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER FUNNEL FRAMEWORK Step 1 Step 2 Step 3 Step 4 Step 5 202X 202X TARGET KEY INITIATIVES KPI 1 KPI 2 KPI 3 KPI 4 KPI 5 Target 1 Target 2 Target 3 Target 4 Target 5 • xx • xx • xx • xx • xx FUNNEL TITLE 76
  • 77.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER FUNNEL FRAMEWORK Title STEP 1 STEP 2 STEP 4 STEP 3 • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here 77
  • 78.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER PROJECT TEMPLATE Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Workstream 1 Action Item 1 Action Item 2 Action Item 3 Workstream 2 Action Item 1 Action Item 2 Action Item 3 Workstream 3 Action Item 1 Action Item 2 Action Item 3 Implementation Testing Pilot 78 Launch
  • 79.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER PERFORMANCE TEMPLATE 79 REVENUE NOI NPS 21% 10% 70% 85% of target 25% target 75% of target 12.5% target 105% of target 66% target
  • 80.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 3 BOX FRAMEWORK TITLE TITLE TITLE TITLE Write your text here $ Write your text here Write your text here Write your text here 80 EXECUTE
  • 81.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER STAIRCASE FRAMEWORK 81 Level 1 Level 2 Level 3 Level 4 Level 5 Title 1 Title 2 Title 3 Title 4 Title 5 • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here
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    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER DOWNWARD FLOW TEMPLATE 82 Flow 6 Flow 5 Flow 4 Flow 3 Flow 2 Flow 1 Metrics / Goals Initiatives • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz • Xyz
  • 83.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 83 STEP 4 4-STEP PROCESS FRAMEWORK • Type content here • Type content here • Type content here • Type content here STEP 1 STEP 2 STEP 3 • Type content here • Type content here TITLE • Type content here • Type content here
  • 84.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 01. 02. 03. 04. CORE INTIATIVE FRAMEWORK 84 Initiative 1 Initiative 2 Initiative 3 Initiative 4 • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here • Type content here
  • 85.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 85 Mar Jun Sep Dec Jan • Xx • Xx • Xx • Xx Q1 Q2 Q3 Q4 MILESTONE FRAMEWORK
  • 86.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 86 • Xx • Xx • Xx • Xx FOUR-BOX FRAMEWORK Xx Xx Xx Xx
  • 87.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 87 THREE BOX FRAMEWORK • Xx • Xx • Xx Xx Xx Xx
  • 88.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 88 3-BOX SEGMENTED FRAMEWORK • Xx • Xx • Xx Xx Xx Xx • Xx • Xx • Xx • Xx • Xx • Xx • Xx • Xx • Xx • Xx • Xx • Xx Xx Xx Xx Xx Xx
  • 89.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER KPI TEMPLATE 89 Revenue Profit Margin Customer Value Net Promoter Conversion Team Size Rev. / Rep. Budget KPIs +12% +4% +4% -6% -4% 0 +13% +13% $8m 42% $40k 70% 75% 12 $670k $1.6m $9.1m 44% $42k 64% 71% 12 $760k $1.8m TARGET ACTUAL VARIANCE The focus on larger deals worked Pricing approval helped drive profit Focus on bigger deals Implementations were slow Issues with competitive bids Quality hires Focus on big and steady deals T&E and bonus spend DRIVERS / LEARNINGS
  • 90.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER KPI GOAL TEMPLATE 90 Revenue Profit Margin Customer Value Net Promoter Conversion Team Size Rev. / Rep. Budget KPIs +12% +4% +4% -6% -4% 0 +13% +13% $10.2m 44% $42k 64% 71% 12 $760k $1.8m $12m 46% $48k 70% 74% 15 $820k $2.2m 202X LAST YEAR 202X GOAL TARGET GROWTH
  • 91.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER STRATEGY ICONS 91
  • 92.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER STRATEGY ICONS – LIGHT BLUE BACKGROUND 1 OF 3 $ $XX
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    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 93 $ WWW. 1. 2. 3. STRATEGY ICONS – LIGHT BLUE BACKGROUND 2 OF 3
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    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER i X 94 $ CEO ? STRATEGY ICONS – LIGHT BLUE BACKGROUND 3 OF 3
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    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER $ $XX STRATEGY ICONS – DARK BLUE BACKGROUND 1 OF 3
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    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 96 $ WWW. 1. 2. 3. STRATEGY ICONS – DARK BLUE BACKGROUND 2 OF 3
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    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 97 ? i $ X CEO STRATEGY ICONS – DARK BLUE BACKGROUND 3 OF 3
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    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER $ $XX STRATEGY ICONS – WHITE 1 OF 3
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    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 99 $ WWW. 1. 2. 3. STRATEGY ICONS – WHITE 2 OF 3
  • 100.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 100 i $ X CEO ? STRATEGY ICONS – WHITE 3 OF 3
  • 101.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER $ $XX STRATEGY ICONS – DARK BLUE 1 OF 3
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    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 102 $ WWW. 1. 2. 3. STRATEGY ICONS – DARK BLUE 2 OF 3
  • 103.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 103 i $ X CEO ? STRATEGY ICONS – DARK BLUE 3 OF 3
  • 104.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER TEAM PICTURES 104
  • 105.
  • 106.
  • 107.
  • 108.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER CHARTS & AGENDAS 108
  • 109.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER In (year), the organizational goals and composition are... $ % % Sales Service Operations IT HR Finance / Legal Marketing • xx • xx • xx • xx • xx • xx • xx Goals Budget Headcount Span of Control $ per Person % of Org Change $xx $xx $xx $xx $xx $xx $xx xx% xx% xx% xx% xx% xx% xx% xx xx xx xx xx xx xx xx% xx% xx% xx% xx% xx% xx% $xx $xx $xx $xx $xx $xx $xx xx xx xx xx xx xx xx $ 109
  • 110.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 01. 02. 03. 04. Our core initiatives will help us achieve our goals 110 Elevate the Employee Journey Streamline the Org & Team Improve Compensation Enhance our Culture • Increase recruiting & hiring by 30% • Improve review and promotion process • Launch training initiative • Delayer the org to 4-5 layers from 6-7 • Increase span of control from 7 to 9 • Reduce support staff by 25% • Launch enhanced wellness benefits • Increase 401K matching to 4% • Calibrate salaries to market rates • Internal campaign on values and mission • First Values Day planned for June • Launch “Not so Many Meetings” initiative
  • 111.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Our European HR strategy is focused on people, partnerships and technology 111 • 30 target hires in ops, sales and marketing • Will manage HR and finance from the US • Partnering with 3rd party support company • Outsourcing legal to Swiss firm • Augmenting ops team with partner • Extending our core systems to Europe • Implementing GDRP and tax platforms to manage European compliance
  • 112.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER $ Current – 67% Goal – 75% • Implement buddy program with monthly lunches for the first 6 months • Standardize onboarding and mentorship program • Expand training programs with new videos and certifications • $5K reimbursement for continuing education and degree programs • Standardize review process with manager calibration meetings • Improve career ladders and educate team members on paths • Implement monthly company email with more employee stories and recognition • Launch internal social networking platform • Increase cost of living adjustment from 3% to 6% • Increase eligibility pool for incentive bonus and stock option programs Retention Goals Onboarding Training Review Process Communication Incentives Our target is $1.5 m in new sales through a launch program 112
  • 113.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Focusing on our mission and values is critical to our success. Our mission is to… Our values are… 113
  • 114.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 114 EMPLOYEE JOURNEY STRATEGY EVALUATE & ADVANCE ONBOARD & DEVELOP RECRUIT & HIRE GOALS & STRATEGIC INITIATIVES • • • • • • $ BENEFITS & COMPENSATION NORMS & LANGUAGE ENVIRONMENT & VALUES GOALS & STRATEGIC INITIATVES • • • • • • CULTURE STRATEGY We are taking a holistic approach to HR strategy
  • 115.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Our HR spending is comprised of costs for the team, technology, recruiting and benefits $1,200 $300 $500 $200 HR Spend ($000s) Benefits Management firm & Consulting Recruiting Fees for headhunters and temp agencies Team Headcount increasing from 20 to 25 Technology Implementing new HRM system 115
  • 116.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER AGENDA Year in Review & Current State Next Year’s Goals Improving the Employee Journey Elevating the Culture Aligning Everyone The Organization INITIATIVES 1 2 3 4 -1 0 116
  • 117.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER We’ve improved our employee mix 117 High School 40% College Degree 30% Graduate Degree 10% Other 20% EDUCATION 0-2 Years 24% 3-5 Years 35% 5-15 Years 30% 15+ 11% EXPERIENCE
  • 118.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Total employee count 118 420 493 410 480 540 614 0 100 200 300 400 500 600 700 20XX 20XX 20XX 20XX 20XX 20XX Total Employees Growth -17% 17% 13% 15% 17%
  • 119.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER STACKED COLUMN CHART (CLICK ON CHART TO EDIT IN EXCEL) 4.4 5.2 5.9 7.9 3.1 3.3 3.7 4.2 1.9 2.6 3.7 4.7 0 2 4 6 8 10 12 14 16 18 2019 2020 2021 2022 Sales ($ Millions) Year Sales by Segments (2019 – 2022) 8.4 11.1 13.3 16.8 Segment 1 Segment 2 Segment 3 Best used to show overall and sub-segment trends. Make sure you have large enough segments, so it doesn’t get too messy, and always place the largest values on the bottom. 119
  • 120.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 100% STACKED COLUMN CHART (CLICK ON CHART TO EDIT IN EXCEL) Focuses on the normalized relative trends of different segments but can also represent absolute values. Above is the same data from the preceding Stacked column chart to make a 100% stacked column chart. 47% 47% 44% 47% 33% 30% 28% 25% 20% 23% 28% 28% 0% 20% 40% 60% 80% 100% 2019 2020 2021 2022 Percentage of Overall Sales Year Sales by Segments (2019 – 2022) $8.4 m $11.1 m $13.3 m $16.8 m Segment 1 Segment 2 Segment 3 120
  • 121.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER WATERFALL CHART One of the go to charts of most top strategy consulting firms. The waterfall chart disaggregates elements and totals them as steps to create the whole. Often used to show the magnitude of the different elements that make up something. Typically start with the largest values on the bottom, unless some other dimension such as process flow or time better organizes the elements. In PowerPoint, go to Insert: Chart: Waterfall Q2 Sales Pipeline Contacted Targets Not Interested Prospects Couldn’t Convert New Customers 10,000 -7,000 3,000 -2,000 1,000 121
  • 122.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER BUBBLE CHART Market Share Market Growth 5% 10% 15% 20% 0% 25% 50% 75% 100% $11m $4m $10m $5m $5m $15m Product A Product C Product B Product D Product E Product F Product Family 1 Product Family 2 PRODUCT PERFORMANCE Good way to visualize three or four dimensions. You can use the vertical and horizontal accesses, and the size, color and pattern within the bubbles. In PowerPoint, go to Insert: Chart: X Y Scatter: Bubble 122
  • 123.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Values Radar Chart 123 0 5 10 15 20 25 30 35 Collaboration Communication Trust Opportunity Performance Values Radar Chart – US vs. International Employees US International
  • 124.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER BONUS MATERIAL FROM 124
  • 125.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER The Fundamentals of an Organization 125
  • 126.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Org strategy is about developing and aligning the team to the overall strategy 126 The purpose of an organization is to efficiently & effectively develop and deliver the value proposition and go to market to fulfill the needs of customers better than competitors all for the purpose of achieving the mission
  • 127.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER MISSION Team Members Infrastructure Partners Processes Functions (Sales, Operations, Finance, etc.) ORGANIZATION Every action of the organization is part of a process, executed by a combination of team members, partners and infrastructure, which are typically organized into functions Fundamentally, organizations are a collection of processes 127
  • 128.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Every organization is made up of five building blocks focused on developing and delivering the value proposition and go-to-market Logistics Operations Sales Marketing Service Value Chain Functions Support Functions (Finance) M a r g i n M a r g i n Marketing Pricing Distribution Products Services VALUE PROPOSITION GO TO MARKET Sales Processes Partners (Procurement) Infrastructure (IT / Facilities) Team Members (HR) $ 128
  • 129.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER To grow profit improve the efficiency & effectiveness of the org, while differentiating and improving the value prop & go-to-market Marketing Pricing Distribution Products Services VALUE PROPOSITION GO TO MARKET Sales $ Logistics Operations Sales Marketing Service Value Chain Functions Support Functions (Finance) M a r g i n M a r g i n Processes Partners (Procurement ) Infrastructure (IT / Facilities) Team Members (HR) Improve the efficiency & effectiveness of the organization PROFIT EQUATION $ Cost & Capital Reduction = Improve the customer value proposition & go-to-market Revenue Growth = 129
  • 130.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Fostering core competencies are critical for long-term growth Marketing Pricing Distribution Products Services VALUE PROPOSITION GO TO MARKET Sales $ Logistic s Operations Sales Marketing Service Value Chain Functions Support Functions (Finance) M a r g i n M a r g i n Processes Partners (Procurement) Infrastructure (IT / Facilities) Team Members (HR) Core competencies are the best-in- class capabilities (processes, people, infrastructure and partners) needed… …to develop & deliver the competitive advantage & differentiation of the customer value proposition Core Competencies Design & Engineering Service Operations Branding & Marketing 130
  • 131.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER A strong holistic organizational strategy will cover the 5 building blocks of an organization 4. Infrastructure 3. Team Members 5. Partners 2. Process 1. Functions ORGANIZATIONAL STRATEGY 131
  • 132.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Solve the business model from the top down: 1. Mission 2. Targets • Markets, Customers & Geographies 3. Value Proposition • Products, Services, Pricing 4. Go To Market • Distribution, Sales, Marketing 5. Functional Strategies • HR, IT, Procurement, Finance, Ops, etc. Functions: winning companies effectively coordinate & align functional strategies with the overall vision 132
  • 133.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER BIG PROCESSES BIG OUTPUTS Product Development High Growth Differentiated & Profitable Products Product Lifecycle Operations Right Product, Right Time, Right Place, Right Price Manufacturing Flow Supply Chain Service Operations Awesome Customer Experience Customer Journey Sales Profitable Customers & More of Them Customer Funnel Marketing Awareness, Consideration, Conversion & Loyalty Customer Funnel Campaign Cycle HR High Performing & Fulfilled Employees & Teams Employee Journey Finance & Procurement Return on Invested Capital Cash Conversion Cycle Investment /Budget Cycle IT Differentiation, Business Intelligence, & Automation IT Lifecycle FUNCTIONS EFFECTIVENESS GOALS EFFICIENCY GOALS • Product Reviews • Profit & Revenue • Quality & Satisfaction • Fulfill Rate • Customer Satisfaction • Revenue & Loyalty • Quota Attainment • Conversion, Loyalty • Brand & Sales • Customer Lifetime Value • Employee Satisfaction • Profit & Revenue • Business Satisfaction • ROIC & Financials • ROIC, ROI • Profit & Revenue • Time & Cost to Market • Inventory Turns • Cost per Output • Time & Cost to Serve • Profit • Sales Cycle Time • Cost per Customer • Marketing ROI • Cost per Employee • Time & Cost of Processes • IT Cost to Revenue • Benchmarked Costs • Finance Cost to Revenue • Benchmarked Costs 1. Functions: winning companies effectively coordinate & align functional strategies with the overall vision 133
  • 134.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER INPUT PROCESS OUTPUT Partners Infrastructure Team Members 2. Process: every action of an organization is a process (whether acknowledged as one or not), executed by team members, infrastructure & partners 134
  • 135.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Leadership Cross- Functional Functional Teams Individual Logistics Operations Sales Marketing Service Value Chain Functions Support Functions (Finance) M a r g i n Partners IT / Facilities HR To dramatically improve the organizational efficiency, effectiveness, and costs, winning organizations often drive process excellence programs through all levels of the org, leveraging: • Process Maturity Model • Lean Methodologies • Continuous Improvement (Kaizen) • Automation • Governance 2. Process: winning organizations often focus on process excellence up & down and across the org 135
  • 136.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 3. Team members: people are everything, so make sure your people strategy covers org design, your employee journey & culture EMPLOYEE JOURNEY Exit Advancement Evaluation Development Onboarding Hiring Recruiting Corporate Strategy CULTURE Norms Comp & Benefits ORG DESIGN Structure Environment Roles & Competencies $ Mission Values 136
  • 137.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 4. Infrastructure: getting the most value out of your facilities, it and equipment is important to the overall success of the company FACILITIES INFORMATION TECHNOLOGY EQUIPMENT 2. Big Bets 4. Not Worth the Effort 1. Attractive Location Cost / Effort Value Low High High Low 1. No Brainers 4. Not Worth the Effort Infrastructure Investment Prioritization Matrix 2. Potential Big Bets 3. Work on Improving Value Infrastructure Elements 137
  • 138.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 5. Partners: your procurement cycle strategy is important to the organization’s success Manage Performance Implementation Finalization Evaluation Solicitation Requirements • Deeply involve the business in creating and prioritizing necessary requirements • Focus requirements on needs, capabilities and desired outcomes • Solicit large number of potential partners and filter by multiple high-level screens • Utilize standard and formal RFP and request work product for evaluation • Prioritize potential partners with decision matrix scorecard based on requirements • Conduct due diligence to validate prioritized dimensions will be met • Set terms and utilize bidding / auction methodologies to maximize value • Utilize negotiation best practices and finalization sign-off checklist • Cover implementation requirements with incentives / penalties • Apply change management best practices for successful implementation • Conduct periodic partner reviews utilizing partner scorecard & improvement plan • Periodically, jointly create an improvement plan to drive performance PROCUREMENT CYCLE BEST PRACTICES 138
  • 139.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Org Design Fundamentals 139
  • 140.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Org design is about the structure, roles and competencies of the team members and how they align to corporate strategy, the mission and the vision. Corporate Strategy ORG DESIGN Structure Roles & Competencies Mission & Vision 140
  • 141.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER In org design you are solving for the various elements of structure, roles, competencies and responsibilities In Org Design, your solving for: • Structure 1. Organizing Principles 2. Dimensionalization 3. Overall Size & Team Size 4. Layers & Span of Control 5. Reporting Structure • Roles, Competencies & Responsibilities 1. Team 2. Individual 3. Cross-functional 141
  • 142.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Every organization is on a spectrum of organizing principles from flat & social to hierarchical • High level of autonomy • Project based needing collaboration • Often self-organizing / -managing teams • Highly dynamic market FLAT & SOCIAL HIERARCHICAL • Typically direction / decisions flow down • Often functionally based • At lower levels, individual & team based • Lower pace of market disruption 142
  • 143.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Organizations can be dimensionalized around functions, business units, or a matrix of the two $ HR IT Finance Ops Product Dev. Service Sales Mrkting Functional Organization Business Unit Matrix Organization Markets Geographies & or Determining the right structure is based on size, focus, core competencies, market and competitive dynamics. 143
  • 144.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Every company needs to independently determine the right org size and composition, and there are useful benchmarks and tools to help # of Employees Benchmarking Composition Breakdown • Operating Cost, Net Income Ratios • Productivity – Revenue per Employee • SG&A, Gross Margin Ratios • Functional Breakdown Benchmarking Useful Benchmarking Sources • KentleyInsights.com • LinkedIn • SEC.gov (10-Ks) • Bureau of Labor 144
  • 145.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Delayering & increasing span of control is often critical to organizational design Span of Control 6 Layers 7 Overtime, an org is like a house, it gets messy. Typically, one of the first things to address in org design is layers and span of control. • Layers (number of management layers) • The flatter the better • Span of Control (# of direct reports per manager) • The more the better • Aim for 6-10+ Expanding span of control and delayering the organization will drive efficiency and effectiveness by improving decision making, communication, collaboration, and reducing bureaucracy and costs 145
  • 146.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER The right leaders in the right positions can drive the efficiency & effectiveness of the org Name & Title Name & Title Name & Title Name & Title • Deeply understand & assess your current leaders and your bench of future leaders: • Objective functional metrics / scorecards • Leadership & interpersonal assessments • 360 Feedback • If possible promote from within, to motivate internal talent • Ensure proper alignment & placing of teams to minimize internal politics and structural friction 146
  • 147.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER To holistically define individual roles, utilize the roles framework Objectives Support Leadership Empowerment Responsibilities • What are the responsibilities and accountabilities for the role? • Are the responsibilities and accountabilities clear? • Are there enough responsibilities? Too many? • Do the responsibilities fit the person? • What constitutes success in 1 month, 6 months, and 1 year? • Does the role have clear objectives and goals? Are they SMART goals? • How will the role be evaluated? • How will the role lead to growth, development and more leadership opportunities? • Is the leadership supportive of the role? • How will this person be empowered in this role? • Does the person have the right resources? • What are the top risks to the success of this role? • What support does the person need to be set up for success…training, onboarding, mentorship, etc.? • What needs to happen for stakeholders to support the role? • Are the incentives for the role aligned with the desired behaviors? 147
  • 148.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER HR, Org and Employee Journey Strategy & Ideas 148
  • 149.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Our culture strategy focuses on improving the elements of culture 149 NORMS & LANGUAGE BENEFITS & COMPENSATION ENVIRONMENT VALUES $ Metrics / Goals Initiatives • Xyz • Xyz • Xyz • What is the value statement for the organization? • How can the org do a better job living up to the values? • Xyz • Xyz • Xyz
  • 150.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER $ NORMS & LANGUAGE BENEFITS & COMPENSATION ENVIRONMENT VALUES What does the organization value in terms of beliefs, decisions, focus and behavior? How does the organization back up its values in terms of interactions, interpersonal relations and behavior? How does the organization create a physical environment enabling people to reach their potential? How does the organization incentivize individual and team performance, and desired norms and behaviors? Defining, implementing and reinforcing a culture strategy can really drive organizational efficiency & effectiveness and team member potential THE 4 BUILDING BLOCKS OF CULTURE THE KEY QUESTIONS 150
  • 151.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER NORMS & LANGUAGE BENEFITS & COMPENSATION ENVIRONMENT VALUES Google has a people analytics group that measures the impact of initiatives on team member happiness & performance Source: Pinterest 1. Focus on the user and all else will follow. 2. It's best to do one thing really, really well. 3. Fast is better than slow. 4. Democracy on the web works. 5. You don't need to be at your desk to need an answer. 6. You can make money without doing evil. 7. There's always more information out there. 8. The need for information crosses all borders. 9. You can be serious without a suit. 10. Great just isn't good enough. • High salaries • Stock options • Free health • Free haircuts, dry cleaning, meals and snacks • Generous parental leave • Subsidized hybrid cars, massages • Internal funding for great ideas • Sabbaticals • Psychological Safety • Dependability • Structure & Clarity • Meaning of Work • Impact of Work CULTURE STRATEGY EXAMPLES $ The 5 Norms of Google • Google spends significant resources and research on creating productive and collaborative environments 151
  • 152.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER • Excellence • Problem solving • Integrity • Humility • Determination • Positivity / Optimism • Open-mindedness • Passion • Growth • Creativity • Exploration • Self-reliance • Balance • Determination • Follow-through • Risk -taking • Fact-based decisions • Execution • Growth • Entrepreneurship • Innovation • Speed • Cost & profit conscious • Goal-oriented • Quality • Winning • Do the right thing • Focus on what’s important • Continuous improvement • Safety • Lean thinking • Efficiency • Accountability • Communication • Trust • Teamwork • Transparency • Empowerment • Listening • Respect • Support each other • Speak your mind • Mentorship • Fun • Celebration • Open to ideas • Caring • Empathy • Sustainability • Community • Environment • Social responsibility • Education • Make a better world • Customer focus • Service excellence • Customer first • Voice of the customer PERSONAL VALUES INTERACTION VALUES BUSINESS-ORIENTED VALUES CUSTOMER VALUES EXTERNAL VALUES x While there are many potential values, it is key to focus on those that will drive the overall success and mission of the company 152
  • 153.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Values can be reinforced by strategic tactics across the employee journey Advancement Evaluation Development Onboarding Comp & Benefits Hiring Recruiting Problem Solving • Target talent pools with problem solving experience Score resumes on problem solving • Have interviews solve hypothetical issues • Hire those with problem solving skills • Bonuses for solving big problems • Annual competition for best solutions • Establish importance of problem-solving skills and self-improvement and go through real examples • Extensive problem solving and analytics training • Various levels of certification • Evaluated and scored on problem solving with examples and results • Those with high problem-solving competency and mentorship history and potential are advanced • Highlight entrepreneurship stories on website • Score resumes on entrepreneurship • Deep dive into entrepreneurship experiences, score and hire those with entrepreneurial spirit • 4 hours a week can be spent on new ideas • Bonuses for new products • Have internal entrepreneurs discuss their story • Highlight entrepreneurial resources • Internal entrepreneurial training & mentorship • Access to funds to develop ideas • Evaluated and scored on entrepreneurism • Those that can successfully develop ideas into action and mentor others are advanced Entrepreneurship Employee Journey 153
  • 154.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 154 Norms are the typically accepted individual and interpersonal behaviors, often reinforcing the values of the organization VALUES MEETINGS EMAIL / COMM EXTERNAL LEADERSHIP PERSONAL CONVERSATIONS PROJECTS EVENTS NORMS PERMEATE THROUGH ALL INTERACTIONS
  • 155.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 155 Amazon has very strong meeting norms to reinforce thoughtful problem solving, productivity & efficiency Amazon values: • Thoughtful Problem Solving • Productivity / Efficiency • Two Pizza Rule – No meetings where two pizzas can’t feed all the participants • No PowerPoint – Hard to understand logic / argument in PowerPoint and a great way to minimize consultants J • Memo Reading – Opens every meeting with 10-15 minutes reading a 4-6 page memo about the objectives, logic and data for the meeting • Outcome Syndication – Before the meeting, align participants on the desired outcomes • Loose Agenda – Having a tight agenda means you know where you are going. Typically meetings are for decisions that need to be debated and brainstormed. Amazon Meeting Norms
  • 156.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 156 Advancement Evaluation Development Onboarding Hiring Recruiting Creating a strong employee journey strategy necessitates answering some key questions What do your team members think about their employee journey? How does the employee journey help elevate and realize the potential of team members? What defines success and improvement for each stage of the employee journey? What initiatives will drive the most improvement in helping elevate and realize the potential of team members? EMPLOYEE JOURNEY
  • 157.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER There are many potential employee journey metrics and initiatives to choose from 157 Advancement Evaluation Development Onboarding Hiring Recruiting Potential Metrics / Goals Potential Initiatives • Interest – Web / LinkedIn Traffic • # of Applicants • Quality of Applicants • Interviews per Position • Acceptance & Referral Rate • Historical Performance / Retention • Employee Satisfaction • Checklist / Training Adherence • Historical Performance • Employee Satisfaction • Development Participation Rate • Historical Performance • Internal / External Management • % Advancement by Role / Level • Historical Performance / Retention • Employee Satisfaction • Participation • Historical Scores • Team Member Profiles • “Why Work At…” • Web Presence • Job Posting Excellence • Comp & Benefits • Advertising • Recruiting Events • Proactive Outreach • Referral Bonus • Interview Guides • Interview Training • Structured Assessment • More Interviews • Interviewee Evaluation • Calibration • Offer Letter / Protocol • Offeree Events • Q&A Excellence • Welcome Packet • New Hire Events • Pre-start Checklist • Buddy Program • Structured Onboarding • Expectation Setting • Periodic Check-ins • Training Programs • New Hire Program • Career Paths • Competency Paths • Management Training • Leadership Training • Training Programs • Educ. Reimbursement • Rotation Programs • Idea Contests • Access to Funding • Valued Competencies • Standard Evaluation • 360 & Peer Reviews • Feedback Training • Process Management • Comm. Strategy • Calibration • Spot Bonuses • Recognition • Succession Planning • Org Design Strategy • Target Setting • Mentoring Program • Coaching Program • Leadership Training • Promotion Gifts • Formal Celebration • Comm. Strategy
  • 158.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 158 DEVELOPMENT ONBOARDING http://www.cbsnews.com/news/inside-google-workplaces-from-perks-to-nap-pods/ • 100+ candidates to 1 hire • Proactively find your candidates • Only hire people better than you • Multiple team & outside interviewers • qDroid generates interview guides • Structured interviews & scoring 1. Have a role and responsibilities discussion 2. Match your new hire with a peer buddy 3. Help your new hire build a social network 4. Set up monthly check-ins for six months 5. Encourage open dialogue Just-in-time Onboarding Checklist (25% improvement in performance) • Meritocracy • OKRs – Objectives and Key Results • Peer reviews & upward feedback • Googler-to-Googler Training – initiated and designed by employees • Mentorship programs • Review Criteria - Googlyeness, Problem Solving, Execution, Thought Leadership, Leadership, Presence • Manager calibration to reduce biases • GoogleEDU • 20% time spent on own ideas Employee Journey Strategy Examples EVALUATION & ADVANCEMENT RECRUITING & HIRING Google is the #1 place to work, in large part because of their focus on improving their employee journey
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    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 159 There are many comp & benefit options to help incentivize the performance and loyalty of team members • Salary (Above, At or Below Market) • Hourly & Overtime Wages • Raises (Across, Performance Tiers) • Incentive Pay • Individual (Tied to Performance, Manager Discretion) • Team (Metrics, Goals) • Company (Profit Sharing) • Top Performer Incentives • Spot Bonuses & Gifts • Stock Options & Grants • Health & Dental Insurance (Partial, Full, Coverage) • 401K & Matching Levels, Retirement Plans • Holidays, PTO • Office Perks (Snacks, Childcare, Meals, Massage, Summer Friday Half-days) • Lifestyle (Gym Membership, Parking, Discounts, Events, Free Advisors (Finances, Health, Nutrition, Life Balance) • Training & Education (Reimbursement, Conferences) • Other Insurance (Workers Comp, Disability, Life) • Office Events / Trips • Tenure Loyalty (More PTO, Sabbaticals, Better Insurance, Gifts, Higher 401K Matching, etc.) Compensation Options Benefit Categories
  • 160.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 160 Environment is critically important, but often overlooked, as a strategic driver of culture, values & organizational performance Creativity Collaboration Communication Connectivity Productivity Inspiration Mentorship ? https://hbr.org/2014/10/workspaces-that-move-people What should the design of the environment support… Examples of Google Environments
  • 161.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 161 EXECUTE Developing and executing a successful employee journey and cultural transformation necessitates four major steps • Baseline employee journey and cultural enablement maturity • Design, execute and analyze results of Team Member Diagnostic & Ideation Survey • Conduct leadership educational workshop and interviews on employee journey and culture • Gather and document all improvement ideas from team members, leadership and best practices • Conduct brainstorming sessions on new ideas, priorities & implementation • Solicit feedback on ideas from team members • Conduct leadership prioritization workshop evaluating ideas and necessary resources • Solidify, fund and staff change management plan for employee journey and culture initiatives • Create scorecard and goals for initiatives DIAGNOSE IDEATE DECIDE & PLAN • Communicate the roll- out plan and positives to all team members • Execute roll-out plan with an emphasis on communication • Actively report on and manage employee journey and cultural initiatives 4 Steps To A Successful Employee Journey And Cultural Transformation
  • 162.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER 162 Strategic Alignment TEAM MEMBER DIAGNOSTIC READOUT Advancement Evaluation Development Onboarding Comp & Benefits Hiring Recruiting Strategy Org Design Roles & Competencies Norms & Language Environment Comp & Benefits Employee Journey Culture Enablement Values Satisfaction Top Ideas to Improve Mission 1.3 4.2 3.8 2.7 2.9 1.5 4.0 2.1 3.2 4.3 2.3 4.1 4.3 1.5 3.3 At the heart of any org transformation is a team member diagnostic & ideation survey, covering strategic alignment, the employee journey and cultural enablement Visit Stratechi.com’s Employee Survey • Online survey • Easy setup and customization • 30 minutes to complete • Covers all elements of strategic alignment, employee journey and cultural enablement • Creates rich data set to diagnose issues and understand priority areas • Creates buy-in since priorities and ideas come from team members
  • 163.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER From the team survey results, the two org design areas of priority are leadership and structure Mission Strategy Leadership Structure Roles & Competencies Confidential & Proprietary 11% 18% 15% 4% 7% 9% 3% 11% 23% 18% 12% 15% 26% 12% 27% 13% 8% 5% 18% 10% 16% 7% 14% 22% 27% 6% 12% 18% 6% 14% 24% 21% 27% 22% 25% 14% 24% 18% 7% 11% 12% 15% 17% 9% 22% 12% 14% 21% 15% 22% 14% 22% 26% 27% 28% 17% 27% 30% 25% 22% 16% 14% 24% 22% 25% 17% 30% 32% 34% 30% 25% 26% 36% 24% 14% 17% 21% 26% 14% 22% 15% 27% 34% 36% 25% 25% 22% 30% 23% 16% 10% 39% 41% 25% 41% 29% 13% 17% 12% 20% 8% 22% 9% 20% 35% 34% 21% 28% 20% 37% The company's mission is inspiring The mission serves as a guidepost for decisions Employees know the company's mission Over the next 3 years, the company will grow The company has a strong and focused growth strategy The company's goals are defined and clearly communicated The company's value proposition is better than the competition The leadership clearly communicates the strategy Leaders / managers realize the potential of teams Leaders / managers are inspiring role models The organization is highly political The organizational is hierarchical The organizational structure is efficient Your team is aligned with the company strategy The organizational structure is straight forward The departments and functions are aligned with the strategy The talent is in place to execute the strategy People are highly skilled and competent Your team has defined goals and strategies Your team is effective and efficient You're role / position is clearly defined You have defined goals you're working towards Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
  • 164.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER From the team survey, the two areas of focus are culture and norms, language & communication Culture Values Environment Norms, Language & Communication Comp & Benefits 22% 27% 11% 22% 19% 25% 22% 11% 12% 16% 11% 8% 14% 12% 13% 14% 18% 14% 18% 12% 10% 34% 32% 28% 25% 28% 29% 26% 27% 25% 12% 26% 12% 23% 24% 14% 18% 22% 11% 12% 10% 8% 22% 13% 16% 14% 14% 7% 11% 27% 27% 32% 28% 32% 24% 22% 21% 14% 10% 22% 18% 23% 21% 21% 14% 18% 12% 28% 22% 17% 12% 22% 16% 13% 14% 11% 9% 19% 23% 20% 14% 18% 12% 22% 16% 20% 31% 17% 31% 15% 20% 25% 26% 30% 37% 26% 23% 30% 32% 20% 23% 29% 33% 40% 42% 15% 12% 15% 19% 14% 22% 17% 14% 14% 36% 13% 20% 14% 13% 29% 30% 14% 29% 28% 31% 33% 21% 31% 27% 30% 21% 30% 28% 5% 6% 5% 14% 8% 13% 13% You like the culture of the company Collaboration is encouraged and effective People treat each other with respect There is a high level of trust in the organization People are held accountable for their performance People are highly political There is a high level of negativity in the organization The company has a strong set of values The values make the organization more effective Employees know the company's values People know what is expected of them People are empowered to do the right thing Compensation is better than industry average Benefits are better than industry average Strong performance is rewarded The company has a bonus plan that incentivizes performance The company has great perks Your office space helps you be productive You have the tools and infrastructure you need to be successful You have access to the data you need The company has modern technology It is easy to get to know people in the company How decisions are made makes sense Important decisions are clearly communicated to those affected People effectively communicate with each other People spend too much time in meetings Meetings are efficient and effective People in the company use email effectively Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
  • 165.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER HR, Employee, Org, and Leadership Worksheets 165
  • 166.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER SPECIFIC • What are we trying to accomplish with this goal? • Will others easily understand this goal? • Is this goal specific enough, too specific? MEASURABLE • How will we know when the goal is accomplished? • How will we measure progress & success? ATTAINABLE • Is this goal reasonable? • What resources do we need to accomplish the goal? • Is there a 70+% chance of reaching the goal? RELEVANT • Is this goal really important right now? Why? • Why is this goal relevant to the company & mission? TIME BOUND • When is the start and due date for this goal? • Is this a reasonable due date? ANSWERS • xx • xx DEFINE THE GOAL • xx • xx • xx • xx SMART GOAL WORKSHEET 166
  • 167.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER ROLES WORKSHEET Responsibilities Objectives Support Leadership – What are the responsibilities and accountabilities for the role? – Are the responsibilities and accountabilities clear? – Are there enough responsibilities? Too many? – Do the responsibilities fit the skills and competencies of the person in the role? – What constitutes success in 1 month, 6 months, and 1 year? – What are the clear objectives and goals? Are they SMART goals? – What does leadership need to do to make this role successful? – How will the role lead to growth, development and more leadership opportunities? – What kinds of interactions will this role have with leadership? – How will this person be empowered in this role? – What are the necessary resources to make the role successful? – What are the top risks to the success of this role? – What support does the person need to be set up for success…training, onboarding, mentorship, etc.? – What needs to happen for stakeholders to support the role? – Are the incentives for the role aligned with the desired behaviors? Empowerment Role: Reporting to: Date: 167
  • 168.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Use the Will Skill Matrix to determine the best course of action for different performers 168
  • 169.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Will skill assessment (click to open excel spreadsheet) Team Member: Time Period Accountabilities Will Skill Potential Action 1 2 3 4 5 6 TOTALS 0 0 WILL SKILL ASSESSMENT (1-Poor to 5- Rank 169
  • 170.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER There are 7 sources of personal power 170
  • 171.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Your personal power plan Expert Legitimate Coercive Reward Information Reverent Connection CEO $ xx xx xx xx xx xx xx xx xx xx xx xx xx xx Observations of Current Use Plan for Future Use 171
  • 172.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Creating the conditions for a high-performing team increases a project’s success rate 172
  • 173.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER PROJECT TEAM CHARTER Mission / Objective of Team What is the mission / objectives of the team? Team Members Who are the team members and what skills do they bring? Stakeholders Responsible: Accountable: Consulted: Informed: Major Milestones When does the project start, finish? What are the big milestone dates and deliverables? Budget / Resources What is the overall budget of the project? What other internal and external resources are needed to be successful? Governance How are big decisions about budget, timing, and scope made? Are there regular steering committee meetings? Emails? Nurturing Environment What methodology is going to be used to manage the project? Waterfall, Agile? Where will the team be located? What coaching resources will be available? What can be done to improve the environment of the team? Norms What are the agreed to norms to make the project successful? What are those behaviors and actions that have made previous projects fail, that you want to avoid in this project (good ideas for some norms)? 173
  • 174.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Team Charter – Strategic Alignment TEAM STRATEGY STRUCTURE ROLES MISSION • What is the mission of the team? • How does it reinforce the corporate mission and strategy? • What are the major strategic initiatives for the year, 3 years? • What are the major goals / scorecard for the team? • What is the team size, budget, structure? • How will it evolve over the next 1-3 years? Why? • What are all of the major roles on the team? • What are the career paths? 174
  • 175.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Team Charter – Culture $ NORMS & VALUES COMP & BENEFITS ENVIRONMENT • Is there an incentive plan for exceeding team goals? What is it? • Are there unique benefits to the team? What are they? • What is the team environment (e.g., shared / offices, dress code, meeting spaces, kitchen / food, furnishings, decoration, events) • What are the core team values and norms? EMPLOYEE JOURNEY • What are the initiatives to improve the employee journey (i.e., recruiting, hiring, onboarding, development, evaluation) 175
  • 176.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Almost every function should have a roadmap 176
  • 177.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Example of a product roadmap Q1 Q2 Q3 Q4 Mobile enhancements Product Line 1 Product Line 2 Cost engineering UX Improvements Digital Experience Cost Power supply Performance Product Line 3 Updated Software New Ergonomic Design Migrate Production to New Facility IOT Enablement Best-in-class Processor Design 3.0 177
  • 178.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Example of a product roadmap (click for excel spreadsheet) PRODUCT ROADMAP October November December Quarter 1 Quarter 2 Quarter 3 New Products Product Line 1 Rhino Wildebeest Product Line 2 Gazelle Cheetah Porcupine Product Line 3 Hedgehog New Versions Product Line 1 Zebra V3 Jackal V4 Product Line 2 Lion V2 Lion V3 Product Line 3 Giraffe V5 Tier 1 Launch Tier 2 Launch 178
  • 179.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Project planning exercise For an upcoming project, use the following Planning Template to organize the different elements of a plan. First, think through the objectives and outputs of the project. Then dive into disaggregating the work into 2-5 work streams. Next, think through the work blocks necessary for each work stream. Focus on what the output of each work block is and the steps to get there. You can either create milestones for the work streams or the total projects. Then adjust the timing of each work block by estimating the resources and time needed to complete, giving a little cushion to ensure there is enough time for completion. Organize the work blocks and work streams to ensure any dependencies are accounted for. Once the project work has been organized, then codify your thoughts on the team structure and personnel, and the resources you’ll need to execute the project. This should give you a good understanding of the overall budget for the project. When a project strawman is complete, the next step is to get more stakeholders involved to iterate and improve the various elements of the plan. Once the necessary stakeholders agree and sign-off on the plan, then the project plan should go through the organization’s governance process to be evaluated against other projects and hopefully approved. 179
  • 180.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Project planning template Work Stream 1 Work Streams Date 2 Date 3 Finish Date Phase 1 Start Date Date 4 Phase 2 Phase 3 Milestone 1 Milestone 2 Milestone 3 Work Stream 2 Work Stream 3 Work Stream 4 Project Objective / Outputs Budget xx xx xx Team / Resources Work block xx xx xx xx xx xx xx Work block xx xx xx xx Work block xx xx xx xx 180
  • 181.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Exercise - Creating a project management scorecard If you have a major project starting up or in-flight, it’s important to have a project management scorecard to track progress, bring up potential issues and debates, and drive to remediation action items. Filling out the project management scorecards is fairly simple. Fill in the project name and mission / outputs. Then decide how often the scorecard will be filled out, shared and in what forum it will be discussed. Next, fill out the date, projected end date of the project and the sponsors. You need to define and agree upon what the green, yellow and red statuses mean. Some companies categorize green as on-track, yellow as at-risk, while red is typically behind. When the scorecard is filled out, make sure you focus on what the current status is, potential decisions and potentially high-level plans for each category (budget / resources, timing, scope and quality). Quality may or may not be a category you want to cover, since it may be difficult to measure. The next section on milestones / workstreams digs a bit deeper into the project, and the milestones / workstreams may change over the life of the project as they get completed and new ones come up. The status is a composite of timing, scope, resources / budget, and quality. If it is a red or yellow, it is important to deep dive into on what the current overview is, potential decisions, and then develop an action plan to resolve the yellow or red. Once the project management scorecard is completed, it should be sent to the necessary stakeholders and debated in a meeting to drive to action plans. In the next meeting, the previous scorecard should be reviewed, especially the action plans to hold people accountable and ensure the action items were worked on. 181
  • 182.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Project management scorecard template BUDGET / RESOURCES SCOPE TIMING Xx Status Overview / Decisions / Plan xx xx Status Overview / Decisions / Plan xx QUALITY PROJECT xx MISSION xx MILESTONES / WORSTREAMS xx xx xx xx xx Xx xx xx xx xx xx xx Overview / Decisions Action Plan DATE xx SPONSORS xx PROJECTED END DATE xx 182
  • 183.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Problem statement exercise Properly defining a problem statement at the beginning of a project or initiative will dramatically improve the success of the project or initiative. Problem statements help guide problem solving, analysis, hypotheses, and solutions. Developing a problem statement is an iterative brainstorming process. Get the major stakeholders in a room for a few hours and start the process by having everyone write down what they think the problem is on index cards. Collect the index cards and post them on a white board. You can either discuss each one, or have the group pick the top 3 and then discuss them. You can use the Problem Statement Worksheet to further define the problem by answering the 5 Ws and 1 H. The key is to find the right problem statement that all stakeholders feel strong about, in that if the problem statement was solved, the problem would be solved. 183
  • 184.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Problem statement worksheet • Who does the problem impact and involve? • What does the problem impact? • What are the drivers of the problem? • Why is solving the problem important to stakeholders and the business? • Where does the problem reside or have impact? • When did the problem begin? When does the problem need to be solved by? • How was the problem created? How can the problem be solved? ? KEY QUESTIONS ANSWERS • xx • xx • xx • xx • xx • xx WHO? WHAT? WHY? WHERE? HOW? WHEN? PROBLEM STATEMENT • xx 184
  • 185.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER Key performance indicator worksheet CORE OUTPUTS & GOALS … TEAM / ORG / FUNCTION … Source Data / System Potential Key Performance Indicators •XX •XX •XX •XX •XX •XX •XX xx xx xx xx xx xx xx Frequency •XX •XX •XX •XX •XX •XX •XX Drill-downs / Exception Reports •XX •XX •XX •XX •XX •XX •XX Who’s Accountable / Development Plan •XX •XX •XX •XX •XX •XX •XX
  • 186.
    INSERT LOGO ORCO. NAME - VIEW>MASTER>SLIDE MASTER TERMS OF USE Stratechi.com is owned and operated by StratTools Limited. Stratechi.com offers products including PowerPoint and Excel templates and content that include designs, text, icons, graphics, charts, maps, pictures, and other digital content. Below these templates and the contents will also be described as “products”. The products are provided only via direct download. USAGE Stratechi.com permits you to download and use products, only in accordance with the terms below. IT IS ILLEGAL AND STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFFER FOR SALE, LICENSE OR SUB-LICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THE PRODUCTS IN HARD COPY, DIGITAL FORM OR ANY OTHER MEDIUM WHETHER EXISTING OR NOT YET EXISTING, EXCEPT AS SPECIFICALLY PERMITTED BELOW. 1. LIMITED LICENSE You are granted a limited, non-exclusive, non-transferable license to use the products for the ALLOWED USAGE (2). You are not allowed to use the products except for that which is specifically listed in section ALLOWED USAGE (2). 2. ALLOWED USAGE Subject to the restrictions and limitations described under NOT ALLOWED USAGE (3), the products can be used to create derivative works or modifications to fit your own professional needs, provided that such works are not intended to be re-sold or published publicly for free distribution. 3. NOT ALLOWED USAGE a. Sell, distribute, sub-license, transfer or assign rights to the products and templates and any derivative products. b. Use or display the products and derivative works on websites or web pages (or similar) to induce or involving sale, license or other distribution of physical and digital products. c. Use, display, incorporate or bundle the products and derivative works on any product that results in a re-distribution or re-use of the website or web pages (or similar) to induce or involving sale, license or other distribution of digital products including presentation templates, websites templates, websites designs, stock images (this includes custom designed websites). d. Use the products and derivative works in design template applications intended for resale, online or by other means. e. Use the products and derivative works in any way that could be considered defamatory, libelous, immoral, obscene or fraudulent, or illegal, either by making physical changes to it, in the juxtaposition to accompanying text or images, or otherwise. 186