The document discusses providing organizational blueprints to help companies achieve true excellence in one day. It notes that blueprints identify actions, linkages, and process changes needed, but do not implement them. Blueprints leverage a company's expertise and provide a map to guide them on the path to excellence. The service claims to develop excellence blueprints in one business day that identify the most important opportunities for improvement and immediate benefits.

1. Striving for True Excellence
From Consultants
to
Organizational Design Architects
2705 Church Street, Suite 200 Atlanta, Georgia 30344 (404) 768-1313 Fax:768-0898

2. True Excellence for You - What If?
• If you get it right, how will your stakeholders
(constituents, customers) and the markets perceive you?
• What are the three most important opportunities for
improvement that will get it right?
• What immediate benefits would accrue if you started on
the path to getting it right?
HsG Blue Prints provide meaningful insights.…… in one day to achieve
Excellence By Design.

3. Striving for True Excellence
(vs. Perfection)
perfection
Try not to Focus vision
TRUE
on this gap Excellence
Focus on the
current
opportunity
reality
Strategy Map “Initiatives”
past reality (Data-Driven Future Actions
that “work”)
Celebrate this progress
(Trial/Error or Data-Driven
Past Actions that “worked)
Current
state of
excellence
now
Time

4. Components of True
Excellence
4

5. Excellence Design Principles
Strategic Leadership Execution Excellence Organizational Learning
Managing
Systems
Agility For
Perspective
Innovation
Focus on
Customer Org. &
Focus on Visionary Results &
Driven Personal
Future Leadership Creating
Excellence Learning
Value
Valuing Management
Social
Employees By
Resp.
& Partners Fact
Lead the organization Manage the organization Improve the organization

6. Business Excellence As A Process
Systematic Full Business
Approach Deployment Results
Evaluation
&
Improvement

7. Excellence Components as Sub-Systems
1
L e a d e r s h ip 5
H R
Foc us
2 7
S t r a t e g ic B u s in e s s
Wo rk C o re
P l a n n in g Re s u l t s
6
Pr oc e s s
3
C u s t o me r & M a n a g e me n t
Ma r k e t F o c u s 4
D r iv e r T r ia d I n f o r ma t io n & A n a l y s is

8. Journey to True Excellence “Starter Questions”
“To what extent is this statement true for my organization?”
On a scale of 0 to 10 where :
0=I know we do not do this 6=Customers / Employees / Partners Know we are among the Best at this
1=I THINK we always do this (at least we’re supposed to) 7=We are Recognized by our Industry
2=I Know we always do this 8 = We are Leaders in our Industry
3= Employees Can Show you That we Do this 9 = We are recognized across industries
4= Employee Can Prove we are Good at This 10 = We are Global thought contributors on this
5=Employees and Customers Agree that we are Good at this
Rate these Questions
1. I Know that our Organization’s values (beliefs and principles that influence our organization) are clearly defined,
communicated and understood by all employees, customers and other KEY stakeholders (1-10)
2. We have a well developed and communicated, strategic action plan (and process to generate regular updates)
which considered the following factors.
a. Customer and market requirements(1-10)
b. Our competitive technological and other key innovations environment(1-10)
c. Our human resources requirements and other strengths and weaknesses(1-10)
3. We have a systematic method to determine the relative importance of our customer's requirements and preferences
in their purchasing decisions. (and how well we are addressing them) (1-10)
4. We have measures or indicators to monitor all of our operations (ie; leadership, market place, financial, employee
management, and process management) (1-10)
5. Our work systems are conducive to the promotion of cooperation, initiative, empowerment, innovation, the
organizational culture, communication and skill sharing. (1-10)
6. Our new product/service design process specifically considers.
a. Customer/market requirements(1-10)
b. Efficiency/effectiveness factors /Technology(1-10)
c. Operational performance requirements (1-10)
Calculate Total _____

9. Journey to True Excellence “Starter Questions”
How to Interpret Your Score
<10 = Sell it NOW
10-30 = There is Hope- Act Quickly
30-40 = Doing Great – Ready for the next level
40-60 = Poised for Great Things
(I am impressed . . Do you have any openings?)
60-80 = I’ll bet you take your own water to meetings to walk on
(Or perhaps you are delusional)
80 -100 = Sure, Ok, Whatever you say. . .
(This Planet is called Earth. . . Welcome!)

10. Lets Get Real – Your Want Different Results…
… You Don’t Have the Time To Learn All This Stuff.
• In one business day, or eight hours, your best people
can develop a blueprint for true excellence that will get
you those immediate benefits.
• True excellence is the organizing principle that
empowers those that seek it to deliver world-class
results that are replicable and scalable.
• True excellence doesn’t just happen, it must be
designed. HsG blueprints are the quickest, most
economical, and least disruptive design of true
excellence that exists.
HsG Blue Prints provide meaningful insights.…… in one day to achieve
Excellence By Design.

11. Blueprints – What they Are and Are Not
– They are designs for plans – They are not Plans
– They Identify actions to take – They are not taking the actions
– They show linkages to your different Results – They do not achieve the
different results
– They make it easy to use “world-class” templates - They do not install
them in your organizations
– They Identify process changes needed – They do no make the changes
– They Leverage your Team’s Expertise – You put your team to work –
using the Blueprint as a Guide.
A Blueprint puts you on the path to being essential,
compelling, and indispensable to your stakeholders
A MAP itself, does not get you there…
. . . But it clearly shows everyone the way.

12. Striving for True Excellence
(vs. Perfection)
perfection
Try not to Focus vision
TRUE
on this gap Excellence
Focus on the
current
opportunity
reality
Strategy Map “Initiatives”
past reality (Data-Driven Future Actions
that “work”)
Celebrate this progress
(Trial/Error or Data-Driven
Past Actions that “worked)
Current
state of
excellence
now
Many, Many Years 3 Years
Time

13. We Provide a Set of “Blueprints” for Excellence
The Business Offer Loop
3 Monitor
Build a Model Monitor
MAKE
PREPARE OFFER
OFFER ANALYZE OFFER
Establish Conditions of
Feedback for
or Respond to Bid
Satisfaction
1
Supplier
Strategy Issues
Customer
Feedback for
Effectiveness
5 2 - 10 Yrs
Monitor
- Markets
- Financial
Of the Business
Progress Strategic Plan - Compliance
Effectiveness
START Executive w/Priorities &
Initiatives
Operational Issues
2
- Business Process
1mo - 2 Years - Skills Development
Middle Management - Work Place
FEEDBACK Operational
- Project & Process
Organize ResourcesManagement ACCEPT
Measurements
Bad Good LINE
OFFER
- Orders
4
Execution Issues
(Mutual
- Internal Transactions
Execute - System Usage Issues
1 Mo. -1 Wk - Complaints
Today
Promise)
The Perception Map
Custo me rs
“Charette” Customer Supplier
4
ASSESS 3
EXECUTE
RESULTS
High
Use the
Self Assessment
Deliverables DELIVER
Implement
HSG Confidential © 1996 Hudson Strategic Group
Self Assessment
(404) 768-1313 (hudgroup@hudgroup.com)
Implement
Enthusiasm Voluntary Spending
& Monitor “Reality Check” “Social” Pro-Active
Goal
< Those Expenditures which have little or
& Monitor “Reality Check” no positive impact on the bottom line.
n But you believe they are “The Right
•Those Expenditures which Create
• Competitive Advantage
Scorecards
Neutral
Things to Do” •New Tech, Skills, Markets, etc.
•Extraordinary ROI
Scorecards

“Waste” Reactive
Determine What
•Those Expenditures which have little or •Expenditures made in Response to
Negative
Now
• no positive impact on the bottom line.
•Poor Quality Efforts, Rework, etc.
• Competitive or Environmental
Challenges
1
•Positive ROI
•Requires forced Changes in Org/Culture
Financial
BSC Strategy Map Template Improve Shareholder Value
Pure
Expense
(no valueadd)
-
Negative
You Want
Neutral
Perceived ROI
Strategic
High Investment
(high value
-add)
“Rendering”
Shareholder Value
Perspective Revenue Growth Strategy ROCE Productivity Strategy
Build the Franchise Increase Customer
Increase Customer Improve Cost Improve Asset
Value Structure Utilization
New Revenue Sources Customer Profitability Cost per unit Asset Utilization
Customer Acquisition Customer Retention
Product Leadership
Build A
Customer Intimacy
IntBuildimacy
Customer Value Proposition Operational Excellence
Customer
Perspective Product/Service Attributes Relationship Image
Function
- Relation
-
Price Quality Time ality Service ships Brand
Game Plan
“Build the
Customer Satisfaction
“Increase “Achieve “Be a Good
2
Internal Customer Value” Operational
Franchise” Corporate Citizen”
Perspective (Innovation (Customer Excellence” (Regulatory and
“Floor Plan” Strategy Map
Processes) Management (Operational Processes)
Processes) Processes)
A Motivated and Prepared Workforce Strategy Map
Learning &
Growth
Perspective
“Construction Plan”
Strategic Competencies Strategic Technologies Climate for Action = = Themes
Initiatives
“Construction Specification” Source:Strategy Focused Organization - Kaplan & Norton
To Re-position
To Re-position
13

14. Why HsG vs A Consultant?
Consulting Strategy Canvas
High
HsG
Thousands of Customers
(Maybe 10s of Thousands)
100s of Thousands
Of Customers
Thousands of Customers Consulting Industry
(Maybe 10s of Thousands)
Low
Relationship Brand/ Special Insight Independence/ Speed Flat Complementary
management Industry reputation expertise objectivity pricing coaching
knowledge
Competitive Factors
(Factors on which we choose to compete)

15. Business Architecture Blue Print 1
Architectural Device Description Results/Output
CHARETTE - SITE PLAN – Company, leadership or organization Ability to obtain critical understanding of
(Assessment) assessment, when entity decides to current environment.
The term “charette” evolved from a pre-1900 improve, re-tool, change or develop
exercise at the Ecole des Beaux Arts in something new. Tool: Baldrige Assessment Tool
France. Architectural students were given a
design problem to solve within an allotted “AS-IS” environment, a current state, or Output: Foundational Design for Excellence
time. When that time was up, the students self assessment.
would rush their drawings from the studio to
the Ecole in a cart called a charrette.
Today it refers to a creative process akin to
visual brainstorming that is used by design
professionals to develop solutions to a design
problem within a limited time frame.
HsG Blue Prints provide meaningful insights.…… in one day to achieve
Excellence By Design.

16. Business Architecture Blue Print 2
Architectural Device Description Results/Output
STRUCTURAL RENDERING Clarify and verify an objective, mission Render explicit the insight and capture,
(Mission /Vision) and/or vision (visualization). reference able factors of unique qualities.
Articulate buy-in. Tool: Strategy Canvas
Goals and objectives are implied. Output: View of what excellence looks like in
the marketplace
Global or local design of the
organization.
•What do our customers/stakeholders receive from market offerings?
•What are the alternatives, trends, appeals in our industry?
•What offerings should be eliminated, reduced, raised, or created?
•What is our portfolio’s potential for growth and profit?
•What are the primary motivations for purchasers and non-purchasers?
•What is the compelling reason for a new ocean of demand and the appropriate price range?
•What can be done to reach the target cost?
•How can we best engage stakeholders and the public?
•What are the organizational hurdles?
HsG Blue Prints provide meaningful insights.…… in one day to achieve
Excellence By Design.

17. Business Architecture Blue Print 3
Architectural Device Description Results/Output
FLOOR PLAN – The design format to Map of inter-related elements to Translation of the insight that builds
implement change (Strategy Map) achieve an optimal environment. momentum for quick and efficient execution
of your objectives.
Tool: Strategy Map
Output: Initiatives to create the Predictors
of Excellence
•What growth or productivity targets are we trying to reach?
•What expectations must we meet to engage necessary stakeholders to meet our objectives?
•At what must we be excellent in order to deliver on stakeholder expectations?
•What are the necessary improvements to reach excellence?
HsG Blue Prints provide meaningful insights.…… in one day to achieve
Excellence By Design.

18. Business Architecture Blue Print 4
Architectural Device Description Results/Output
CONSTRUCTION PLAN– (Balanced
PLAN Identify how to make changes to Gain control through objective data on
Score Card) implement the strategy canvas. strategic performance.
Identify goals and objectives. Tool: Score Card/Dash Board
Accomplish goals and objectives Output: Oversight of excellence
implied by strategy canvas.
Provides metrics and measures to track
progress of plan.
What objective data will we use to evaluate and monitor progress toward excellence?
HsG Blue Prints provide meaningful insights.…… in one day to achieve
Excellence By Design.

19. Business Architecture Blue Print 5
Architectural Device Description Results/Output
CONSTRUCTION SPECIFICATIONS
SPECIFICATIO Detailed steps for execution and alignment Insight put into action!
– (Logic Model) of prior measures and metrics.
Tool: Logic Model
Identify specific resources needed to
implement actions and to achieve measures Output: Implementation plan for
identified in balance score card. excellence.
What are the inputs, activities, and outputs that will bring about the necessary improvements?
HsG Blue Prints provide meaningful insights.…… in one day to achieve
Excellence By Design.

20. The IDEAL Management System
A comprehensive model for Managing for True Excellence
Baldrige Quality Based, Systems Thinking Oriented, Work Team Implemented
Intentional – Focus on Intentionality – The organizational purpose and the
deliberate engagement of organizational will to be an expression of that purpose
Delivery of – Focus on the processes required to produce a set of
deliverables, with all of the all of the attributes defined by the customer (internal and
external
Excellence thru – Focus on quality as defined by the customer
usability and satisfaction – excellence cannot be declared, it must be earned
Assessment and – Focus on Critical Analysis
Learning – Focus on Critical / Systems Thinking (causality)

21. What is the Ontology Excellence?
Including Communication and Leadership
Let’s say there are two ways to look at the world we find
ourselves in.
• View ONE – The world exists and we get our words from
observing it.
– If we embrace the this view, we get all of the classes, models, and
justifications associated with everyone’s view of the world as they see it.
• View TWO – The world exists only as our words declare it
to exist.
– If we take this second view, we can declare that excellence, leadership,
and communication are all based on three fundamental components –
Integrity, Responsibility, and Generosity

22. The “DNA” Of Excellence
• Integrity – Acting on the complete commitment to
workability for all involved
• Responsibility- Taking complete ( 100% ) ownership for
what happens and how what happens is viewed by all
involved – knowing what workability is for others and
creating the communications and or actions to put in
what is missing.
• Generosity – accepting that it is not about oneself, it is
about others – being generous in listening, sharing, and
being of service