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Presentation By:
        2

  Tom Willingham
The Hampton Group
 KeyneLink Senior
    Consultant

      Strategy Execution Management
“Vision without Execution is Hallucination”
What’s the Biggest Challenge Facing
Organizations Today?
  More sales
  Better profitability
  More effective communication
  Increased productivity
  Better customer service
  Improved cash-flow


                                      2
Here’s What We’ve Found!
 The biggest challenge facing any
  organization is knowing how to plan
  and execute while overcoming the
  daily surprises!
 Execution is the great unaddressed
  issue in the business world today!



                                        3
Why is Execution Management so
Important?
 The Execution Value Gap represents the largest
 opportunity cost for most organizations.

                               EXECUTION VALUE GAP
                               The lost value between your
           STRATEGY            strategic plan and the actual
                                   execution of the plan



                               “64% of business leaders lack
                               confidence in their organization’s
                               ability to close the gap between
                               strategy and execution.”
                               - OnPoint’s Strategy-Execution Gap Study

            EXECUTION



                                                                          4
What’s Your Definition of
Execution?



               OR




                            5
A Scary Statistic

  Only 17% of company strategies get
   fully implemented.

  83% fail at implementing their
   strategic plans successfully.



                                        6
The Reasons are Three-Fold
1. Corporate Culture
    - Strategy Execution not a core competency
2. Past Habits
    - People like comfort of existing routine
3. Not trained
    - Lack systems-thinking to pull together strategy,
      planning, organizational alignment, execution
      management, and measurement




                                                         7
An Important Question!


  “How do I build an organization
   that consistently executes its
   strategy year-after-year?”




                                    8
Our Answer = A Complete Program
 A Repeatable Methodology
 An Execution System
 Organizational Learning
 Accountability Coaching
 Strategy Execution as a core
  competency



                                 9
Change Transformation
 Execution happens at an individual level.
 Change is Hard!
 Only 8% of New Year’s Resolutions get
  achieved.
 In “change or die” situations only 11% of
  people make the change.



                                              10
Why is Change Hard?
Rider vs. Elephant: Who is in control?


Rider =                     Elephant =
Rational                    Emotional
Side                        Side




                                         11
Why is Change Hard?
 Rational Mind vs. Emotional Mind
     1.What looks like resistance is often lack
       of clarity.
     2.What looks like laziness is often
       exhaustion.
     3.What looks like a people problem is often
       a situation problem.
 Switch: How to Change Things When Change is Hard
 By Chip and Dan Heath



                                                    12
Change Transformation Pattern
 Successful change follows a pattern.
     1. Direct the Rider – Provide clear direction.
     2. Motivate the Elephant – Create ample
        motivation.
     3. Shape the Path – Establish a supportive
        environment.

 Switch: How to Change Things When Change is Hard
 By Chip and Dan Heath



                                                      13
Change Transformation Requires
Leadership

“Only three things happen naturally in
 organizations:
 Friction, confusion, and underperformance.
 Everything else requires leadership.”
                                - Peter Drucker




                                                  14
The Solution is the System
 Without a system you’re playing
  Russian-roulette with the results!
 I’ve chosen to use the KeyneLink
  Strategy Execution Management system.
 (www.keyneinsight.com)

 The more complex the organization the
  simpler the solution.



                                          15
Our Definition


  Strategy Execution Management
  is the process of clarifying,
  deploying and achieving
  organizational initiatives.



                                  16
Strategy Execution Model
                     Execution Management




Strategy                                    Strategy
Implementation                              Development




  Bridging the Gap


                                                          17
Typical Strategic Planning Process
Organizational               Defining                   Futuring
                                                                             Strategy
Level                                                                   Management Process
                                     Vision • Mission
                 Assessing                                         Planning
                                 Core Values • Initiatives



                                                                     Review meetings
                                                                     every 6-12 months



                                Initiatives




                                                                                             18
Traditional Performance Management Process

  Organizational                     Defining                   Futuring
                                                                                     Strategy
  Level                                                                         Management Process
                                             Vision • Mission
                         Assessing                                         Planning
                                         Core Values • Initiatives



                                                                             Review meetings
                                                                             every 6-12 months



                                        Initiatives


 Individual Level
                                                                                         Traditional             Maintains
                                                                                        Performance
                                                                                       Management/                Growth
                                                                                      Appraisal Process



                                                                                       Focus On Employee Development
        Disconnection
        between Organization
        and Individual                                                                        Review
                                                                                              meetings every
                                                                                              6-12 months




                                                                                                                         19
Strategy Execution Management Process

   Organizational                                 Defining                   Futuring
                                                                                                  Strategy
   Level                                                                                     Management Process
                                                          Vision • Mission
                                      Assessing                                         Planning
                                                      Core Values • Initiatives



                                                                                          Review meetings
                                                                                          every 6-12 months



                                                     Initiatives


  Individual Level

                    Execution
                Management Process                    Align Goals &
                                                           Tasks
                                                                                              Organizational Initiatives
                                                                                              linked to Individual Goals
              Focus On Achievement
                 Of Key Initiatives                Monitor Progress &
                                                    Make Adjustments


                     Progress
                     Meetings every
                     1-2 months
Accelerates                                       Score Goals & Rate
                                                       Initiative
  Growth
                                                                                                                           20
The KeyneLink Process
 The KeyneLink Process follows the
  pattern of change.
 Provides clear direction, ample
  motivation and a concise path.
 Part process, part software, part
  roadmap.



                                      21
Pillars of Execution Management
 Execution Management requires two
  things:
   1. Actionable intelligence on initiatives.
   2. The management/leadership structure
      and processes to manage execution at
      an individual level.




                                                22
The KeyneLink Process
 1. Foundation Data
     Mission
     Vision
     Core Values
     Initiatives

  Paints a Clear Picture of the Target.



                                           23
The KeyneLink Process
2. Performance Agreements
   Defines success for Individual
2. Progress Meetings
3. Reports
4. Quarterly Leadership Team
   Meetings


                                     24
What would it mean to…….
  Employees               Customers            Shareholders




        Expansion Plans           Your Brand




                                                              25
26
Case Study:
Responsibilities vs. Goals
 Two type of Activities in organizations
    Functional Day-to-Day
    Improving organization & moving forward
 Primary Job Responsibilities
    What are you Accountable for on an ongoing basis?
 Goals
    Above and beyond normal job and link to Initiatives



                                                           27
Case Study:
Defining Responsibilities
Sample Customer Service Representative
  Originally submitted as:
     “Answer and return customer calls”
     “Assist in the entry of orders when required”
  Better written as:
     “Provide an outstanding Customer Experience”
     “Ensure timely entry of sales orders”
  What are you accountable for?
     ... not what you do


                                                      28
Case Study: Writing Goals
 Originally submitted as:
    “Keep Accounts Receivable below 90 days”
    “Implement plan to increase Outside Sales”
 Better written as:
    Not a Goal...actually a Responsibility
    “Outside Sales have increased 15% - 22% YOY”
 How will you know when you succeeded?



                                                    29
“Vision without Execution is Hallucination!”




For more information about Strategy Execution Management
                                                                Powered by

or a KeyneLink demo, contact: Tom Willingham                  Keyne Insight, Inc.



      www.thampton.com ⧫ (562) 673-9950 ⧫ tomw@thampton.com

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Overview of Strategy Execution Management - Vision without Execution - The Hampton Group - Jan. 2013

  • 1. Presentation By: 2 Tom Willingham The Hampton Group KeyneLink Senior Consultant Strategy Execution Management “Vision without Execution is Hallucination”
  • 2. What’s the Biggest Challenge Facing Organizations Today?  More sales  Better profitability  More effective communication  Increased productivity  Better customer service  Improved cash-flow 2
  • 3. Here’s What We’ve Found!  The biggest challenge facing any organization is knowing how to plan and execute while overcoming the daily surprises!  Execution is the great unaddressed issue in the business world today! 3
  • 4. Why is Execution Management so Important? The Execution Value Gap represents the largest opportunity cost for most organizations. EXECUTION VALUE GAP The lost value between your STRATEGY strategic plan and the actual execution of the plan “64% of business leaders lack confidence in their organization’s ability to close the gap between strategy and execution.” - OnPoint’s Strategy-Execution Gap Study EXECUTION 4
  • 5. What’s Your Definition of Execution? OR 5
  • 6. A Scary Statistic  Only 17% of company strategies get fully implemented.  83% fail at implementing their strategic plans successfully. 6
  • 7. The Reasons are Three-Fold 1. Corporate Culture - Strategy Execution not a core competency 2. Past Habits - People like comfort of existing routine 3. Not trained - Lack systems-thinking to pull together strategy, planning, organizational alignment, execution management, and measurement 7
  • 8. An Important Question! “How do I build an organization that consistently executes its strategy year-after-year?” 8
  • 9. Our Answer = A Complete Program  A Repeatable Methodology  An Execution System  Organizational Learning  Accountability Coaching  Strategy Execution as a core competency 9
  • 10. Change Transformation  Execution happens at an individual level.  Change is Hard!  Only 8% of New Year’s Resolutions get achieved.  In “change or die” situations only 11% of people make the change. 10
  • 11. Why is Change Hard? Rider vs. Elephant: Who is in control? Rider = Elephant = Rational Emotional Side Side 11
  • 12. Why is Change Hard?  Rational Mind vs. Emotional Mind 1.What looks like resistance is often lack of clarity. 2.What looks like laziness is often exhaustion. 3.What looks like a people problem is often a situation problem. Switch: How to Change Things When Change is Hard By Chip and Dan Heath 12
  • 13. Change Transformation Pattern  Successful change follows a pattern. 1. Direct the Rider – Provide clear direction. 2. Motivate the Elephant – Create ample motivation. 3. Shape the Path – Establish a supportive environment. Switch: How to Change Things When Change is Hard By Chip and Dan Heath 13
  • 14. Change Transformation Requires Leadership “Only three things happen naturally in organizations: Friction, confusion, and underperformance. Everything else requires leadership.” - Peter Drucker 14
  • 15. The Solution is the System  Without a system you’re playing Russian-roulette with the results!  I’ve chosen to use the KeyneLink Strategy Execution Management system. (www.keyneinsight.com)  The more complex the organization the simpler the solution. 15
  • 16. Our Definition Strategy Execution Management is the process of clarifying, deploying and achieving organizational initiatives. 16
  • 17. Strategy Execution Model Execution Management Strategy Strategy Implementation Development Bridging the Gap 17
  • 18. Typical Strategic Planning Process Organizational Defining Futuring Strategy Level Management Process Vision • Mission Assessing Planning Core Values • Initiatives Review meetings every 6-12 months Initiatives 18
  • 19. Traditional Performance Management Process Organizational Defining Futuring Strategy Level Management Process Vision • Mission Assessing Planning Core Values • Initiatives Review meetings every 6-12 months Initiatives Individual Level Traditional Maintains Performance Management/ Growth Appraisal Process Focus On Employee Development Disconnection between Organization and Individual Review meetings every 6-12 months 19
  • 20. Strategy Execution Management Process Organizational Defining Futuring Strategy Level Management Process Vision • Mission Assessing Planning Core Values • Initiatives Review meetings every 6-12 months Initiatives Individual Level Execution Management Process Align Goals & Tasks Organizational Initiatives linked to Individual Goals Focus On Achievement Of Key Initiatives Monitor Progress & Make Adjustments Progress Meetings every 1-2 months Accelerates Score Goals & Rate Initiative Growth 20
  • 21. The KeyneLink Process  The KeyneLink Process follows the pattern of change.  Provides clear direction, ample motivation and a concise path.  Part process, part software, part roadmap. 21
  • 22. Pillars of Execution Management  Execution Management requires two things: 1. Actionable intelligence on initiatives. 2. The management/leadership structure and processes to manage execution at an individual level. 22
  • 23. The KeyneLink Process 1. Foundation Data  Mission  Vision  Core Values  Initiatives  Paints a Clear Picture of the Target. 23
  • 24. The KeyneLink Process 2. Performance Agreements Defines success for Individual 2. Progress Meetings 3. Reports 4. Quarterly Leadership Team Meetings 24
  • 25. What would it mean to……. Employees Customers Shareholders Expansion Plans Your Brand 25
  • 26. 26
  • 27. Case Study: Responsibilities vs. Goals  Two type of Activities in organizations  Functional Day-to-Day  Improving organization & moving forward  Primary Job Responsibilities  What are you Accountable for on an ongoing basis?  Goals  Above and beyond normal job and link to Initiatives 27
  • 28. Case Study: Defining Responsibilities Sample Customer Service Representative  Originally submitted as:  “Answer and return customer calls”  “Assist in the entry of orders when required”  Better written as:  “Provide an outstanding Customer Experience”  “Ensure timely entry of sales orders”  What are you accountable for?  ... not what you do 28
  • 29. Case Study: Writing Goals  Originally submitted as:  “Keep Accounts Receivable below 90 days”  “Implement plan to increase Outside Sales”  Better written as:  Not a Goal...actually a Responsibility  “Outside Sales have increased 15% - 22% YOY”  How will you know when you succeeded? 29
  • 30. “Vision without Execution is Hallucination!” For more information about Strategy Execution Management Powered by or a KeyneLink demo, contact: Tom Willingham Keyne Insight, Inc. www.thampton.com ⧫ (562) 673-9950 ⧫ tomw@thampton.com

Editor's Notes

  1. Welcome to an overview of Strategy Execution and the KeyneLink Process. My name is Tom Willingham and I’m a senior consultant specializing in strategy execution. By the end of this presentation you’ll have learned a little more about strategy execution, the key elements of the KeyneLink process and what it takes to establish execution management as a core competency in organizations. You’ll also have a better understanding of why change transformation is so difficult and the necessary steps you must follow in order for your organization to successfully make a change. The information contained in this presentation is available to you upon request, so please don’t stress over taking great notes. Just sit back, listen, and absorb the education being shared with you today.
  2. If I were to ask you; “What’s the biggest challenge facing organizations today?” What would your answer be? When we ask this question of executives we often hear these answers: We’d like more sales. We’d like better profitability. We have a need for more effective communication throughout our organization. We’d like to have increased productivity from our employees. We need to have higher levels of quality customer service from our people. We’d like better cash-flow. We hear these answers as well as many others.
  3. However, here’s the answer we’ve found: The biggest challenge facing any organization is for them to know how to plan and execute while overcoming the daily surprises that always seem to get in the way of what’s most important. Because an organization that can do this, can overcome any challenge that comes before them. Execution is the great unaddressed issue in the business world today. Its absence is the single biggest obstacle to success. In Jim Collins’ book Good to Great his research team concludes that strategy doesn’t separate the good from the great…Execution does!
  4. Then why is Execution Management so Important? Because the Gap between where organizations wanted to be and where they actually are is huge and represents missed opportunities and loss of Value. What is really disturbing is that 64% of business leaders say their organization lacks the ability to close that gap.
  5. How do you define Execution in your organization? If your answer was “an Execution”, don’t worry, you are not alone.
  6. Here’s a scary statistic: “Only 17% of company strategies get fully implemented. That means 83% fail at implementing their strategic plans.”
  7. The primary reasons for this are three-fold: 1. Corporate Culture – We just don’t have strategy execution management as a core competency in our organizations. 2. Past Habits. As human beings, we like the comfort of the existing routine. We don’t like change. I guess that’s why only 8% of New Year’s Resolutions are actually achieved. 3. And the third reason is most of us have never been trained in the kind of systems-thinking necessary to know how to put together all the key steps… steps such as strategy, planning, organizational alignment, execution management and measurement.
  8. Here’s an important question. In fact this may be the most important question for all senior executives to ask: “How do I build an organization that consistently executes its strategy year-after-year?”
  9. Our answer is it takes a complete program. A program that consists of: A Repeatable Methodology - This is a predictable process that’s a step-by-step approach that aligns employee’s daily activities to the organization’s strategy. An Execution System - This is a process, supported by software, that’s designed to help employees get the right things done and to help management identify execution problems as early as possible. Organizational Learning - This allows all employees to learn from experience and apply lessons quickly to emerging problems. Most people are Task or Activity oriented...when we teach them to develop SMART Goals and make the connection between their Responsibilities and the Organization’s objectives, their engagement and performance improves. ( 5 Whys?) Accountability Coaching - This addresses the human tendency to do what we like to do, rather than what we know we should do. A great example of this is Weight Watchers . Weight Watchers is a 3-billion-dollar-a-year organization that tells overweight people they’re overweight. They tell them to eat healthier, to eat less and to exercise more. They put their clients on a scale, weigh them and then record their weight on a weekly basis. People who are on this program lose weight. But for many of them they eventually begin to think, “Hey, I can do this on my own. It’s not that hard. I don’t need to be spending money on this…I can do it myself.” And they quit Weight Watchers. And guess what – they gain the weight back. The reason they do… it’s the accountability factor. Accountability Coaching addresses the human tendency to do what we like to do, rather than what we know we should do. And finally it takes Strategy Execution Management as a Core Competency - The end result is an organization that knows how to plan and execute while overcoming the “daily surprises!”
  10. For organizations to change, their people have to change. And no matter how you slice it, a change transformation happens at an individual level. It doesn’t happen at a company level, a division level, a department level or even at a team level. That’s because execution only happens at an individual level. And at an individual level, “change is hard.” As mentioned earlier, only 8% of New Year’s Resolutions get achieved. But here’s a more startling statistic. In “change or die” situations, only 11% of people will make the change. Now, I’m not talking about the kind of “life or death” situation where your wife says; “hey, if you don’t start picking up after yourself, I’m going to kill you.” Or where your boss says; “if you don’t start picking up your sales you’re going to get canned. No, I’m talking about the kind of “life or death” situation where your doctor sits you down, looks you in the eye and says; “if you don’t start doing this or stop doing that, you’re going to die.” In those situations, credible medical research shows that only 11% of people will make the change.
  11. Why is change so hard? University of Virginia psychologist Jonathan Haidt uses the analogy of The Rider vs. The Elephant in his book “ The Happiness Hypothesis .” The Rider holds the reins and seems to be the leader, but control is precarious because of his small size. Anytime the six-ton Elephant (our Emotional side) disagrees about which direction to go, the Rider (our Rational side) is going to lose.
  12. Psychologists have discovered that our minds are ruled by these two different systems – the rational mind and the emotional mind – and both compete for control. The rational mind wants that great beach body; however, the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; but the emotional mind loves the comfort of the existing routine. The tension between this “duo” can doom a change effort.” In their book Switch: How to Change Things when Change is Hard, the Heath brothers found these three surprises about change. What looks like resistance is often lack of clarity. If you want people to change you must provide crystal-clear direction. What looks like laziness is often exhaustion. Self-control is an exhaustible resource. Change is hard because people wear themselves out. What looks like a people problem is often a situation problem. You can change people’s behavior by just shaping their path.
  13. The Heaths suggest that to get things done, change will follow a pattern. Direct the Rider – Provide clear direction. Point to the destination and explain where you are going and why it’s worth it. Motivate the Elephant – Connect on an emotional level to keep the Elephant moving forward. Then shrink the change so it doesn’t spook the Elephant. Shape the Path – Establish a supportive environment. Make the process of choosing the right behaviors a little easier and the wrong behaviors a little bit harder.
  14. And...Change Transformation Requires Leadership. Management Guru Peter Drucker said, “Only three things happen naturally in organizations: friction, confusion and underperformance, everything else requires Leadership.” So change is not going to happen on its own. Establishing the direction, motivation and environment for change must be driven by Senior Management.
  15. For a Leadership Team to establish strategy execution management as a core competency you need to have a strategy execution management system that’s designed to help leaders manage execution down to an individual level. As Michael Gerber stated in his book The E-Myth Manager , the system is the solution. And that without a system you’re playing Russian-roulette with the results. Strategy execution management systems are relatively new. They haven’t been around that long. And there aren’t that many of these systems in the marketplace. Most of what is on the market is automated Performance Management Systems and Review Writers. I’ve studied most of them and I’ve specifically chosen to use the KeyneLink system that was created by Wayne and Kelly Nelsen of Keyne Insight. Over a decade ago, I was client # 3 to implement the predecessor to KeyneLink and have seen the transformational effect this Process can have on an organization. I picked KeyneLink for a variety of reasons, but mainly because of its simplicity. Change is hard and if the solution isn’t simplistic, it won’t get implemented and it surely won’t be sustainable. In fact, we’ve found the more complex the organization the simpler the solution needs to be. And aren’t all organizations complex?
  16. Here’s our definition of strategy execution management – It’s the process of clarifying, deploying and achieving organizational initiatives.
  17. The model we use breaks Execution Management into two main phases: strategy development and strategy implementation. Strategy development involves the typical strategic planning process – assessing, which is where we’re starting from now (SWOT analysis, culture surveys, discussions); defining (mission, core values, purpose); futuring (vision and longer term strategic plan), and planning (what are we going to accomplish this year, hopefully down to an individual level) The problem is not in the planning – most organizations have a pretty good idea of what they want to accomplish for the year. The issue is HOW we get it accomplished, and that’s where execution management comes in – bridging the gap between strategy and execution. We pick up where the planning process leaves off. Executing, monitoring, evaluating and rewarding -- all of that is about working towards achieving the initiatives – executing the strategic plan, and that’s where we pick up.
  18. Here’s another way of looking at this. What typically happens in an organization is that the leadership team gets together for the planning process (the assessing, defining, futuring and planning part of the model), and the outcome should be a set of clear initiatives of what we need to get done for this year, and they may or may not reviewed every 6 to 12 months.
  19. Completely separate is a traditional performance management or performance appraisal system that’s owned by HR that might have a couple of goals stuck in there. The problem is that the traditional performance management/performance appraisal process is owned by HR, who’s not responsible for executing the strategic plan. The leadership team is. Because it’s disconnected, you’re forced to focus on employee development, completely separate of the strategic plan or any initiatives associated with it. Employee development is done for the sake of developing employees, not for helping the organization achieve its initiatives. If we’re going to be doing training and development in an organization, we should be doing it because there’s a gap we have that will keep us from achieving the initiatives. It really ought to look like this: [Next slide]
  20. Rather than having a separate PM/PA process that managers and employees don’t like, the outcome of the planning process should be the beginning of the execution management process, with the initiatives as the starting point. We set goals at the individual level in order to achieve the initiatives, and then we track progress and make adjustments consistently – not once or twice a year, like in a performance appraisal process, but once a month, or once every other month Managers and employees should be sitting down and talking about progress – how are we doing? Are we on schedule, ahead of schedule on goals and responsibilities? At the end of the year, then, the goals are scored and the initiatives are rated and all that stuff feeds into next year’s planning process. This is the way it really ought to look, rather than having a separate individual development plan sitting off to the side, everything ought to be focused on the achievement of the initiatives.
  21. Earlier I stated that when change works it tends to follow a pattern. The KeyneLink Process follows this pattern of successful change. It provides clear direction, ample motivation and a concise and consistent path to follow. The KeyneLink system is part process, part software and part roadmap. And it’s been specifically designed to close this huge gap between strategy and execution.
  22. This requires two key components: Actionable intelligence on the initiatives. The management/leadership structure and processes to manage execution at an individual level.
  23. There are 5 Key Elements of the KeyneLink Process. The first one is the: 1. Foundation Data - This is comprised of the Mission, Vision, Core Values and Initiatives for the organization. In the KeyneLink Process these are more than just statements that get displayed on a wall or printed on small cards that employees can put in their wallets. The clarification and articulation of the foundation data is what paints a clear picture of the target for everyone in the organization to aim for. Because you can’t hit a target you can’t see.
  24. 2. Performance Agreements - These are agreements between a manager and their direct report. They reflect the employees’ performance commitments, including their Primary Job Responsibilities and their Goals towards the company’s initiatives. The Performance Agreement paints a clear picture of the target for each employee to hit. 3. Progress Meetings - These are regularly scheduled communication meetings between the manager and their direct report and are around the employee’s Performance Agreement. This is the key to successful strategy execution. 4. Reports - All the data that is inputted into the KeyneLink system, by all of the employees, goes into a series of reports. These reports help the leaders manage strategy execution throughout the organization. 5. Quarterly Leadership Team Meetings - The purpose of these meetings is to keep strategy execution at the forefront of the organization’s leadership.
  25. To wrap up, “What would it mean...if all your goals were met or exceeded?”
  26. I hope that this presentation has given you a good idea about strategy execution and the KeyneLink process. We’ve been working on this system for more than a decade and we feel we’ve come up with not only the best process, but also the best model for implementation. The more you learn about KeyneLink’s strategy execution process the more it will come across as just good common sense. But common sense doesn’t mean common practice. That’s why execution is the great unaddressed issue in the business world today. You’ll find very few organizations that have strategy execution as a core competency. That’s what makes this such an incredible opportunity! If you’re a senior executive and you believe strategy execution would be a valuable core competency for your organization, I hope you’ll contact me. Because there’s nothing more critical than successfully executing your company’s strategic plan year-after-year. If you’d like to receive a copy of this PowerPoint Presentation, send me an e-mail. …and I’ll send you a copy. My phone number is (562) 673-9950 and my e-mail address is tomw@thampton.com. Thanks for taking your time to watch and listen. I’ll leave you now with this famous quote from Thomas Edison: “Vision without execution is hallucination!”