1

PEOPLE/PROCESS/PRODUCTIVITYPEOPLE/PROCESS/PRODUCTIVITY

2

Pillars of CompetencyPillars of Competency

Organizational ExcellenceP

rofe

ssio

nal

Dev

elop

men

t

Tea

m B

uild

ing

Plan

ning

Ext

erna

l Con

sult

ing

Inte

rnal

Con

sult

ing

Alliance PartnersAlliance Professional Group

3

What We DoGoing from Good to Great

Managers&

Employees

Close Performance andProductivity Gaps.

Achieve Goals MoreOften.

DelightedCustomers

Client SubjectMatter Expertise

(SME)

Facilitatedor

ConsultingSolutions

Productivity

Process

People

ExecutiveLeadership

PartnershipFunctional

Departments

Organizational Cycle/Stage of Developmentand/or Key Hurdle

$ $

4

Strategic PlanningStrategic Planning

Areas We Can ImproveGoing from Good to Great

BASIC FOUNDATIONBusiness PhilosophyValues & Principles

Vision

EXTERNAL ASSESSMENTMarket Segments

Competitive AnalysisTrend Analysis

Opportunities and Threats

INTERNALASSESSMENT

Structure & FunctionResources

Strengths & Limitations

MISSIONWhat the Organization

will achieve at a definedpoint in the future.

GOALSCritical Success

FactorsBusiness Goals

Action PlansOrganizational

Teamwork

MARKET PLANProduct Offering

Segment StrategiesMarket Communications

SALES PLANTerritory Strategies

Key Account Strategies

SUPPORTDEPARTMENTS

What the departmentswill achieve at a

defined point in thefuture in supporting theOrganizational Goals.

BUDGETINGSales Volume

CostsExpenses

Capital Requirements

REVIEW PROCESSReportsMeetingsFollow Up

5

2.StrategicPlanning

5.Human Resource

Focus

3.Customer andMarket Focus

6.Process

Management

4.Information and Analysis

7.BusinessResults

1.Leadership

Organizational ProfilesEnvironment, Relationships, and Challenges

Source: National Institute of Standards & Technology (NIST)

What We DoGoing from Good to Great

Baldrige Criteria for Performance Excellence Framework: A Systems Perspective

6

The Skills CurveThe Skills Curve

TOP MANAGEMENT

MID - MANAGEMENT

SUPERVISORS

INDIVIDUALCONTRIBUTORS

Who We Do It WithGoing from Good to Great

7

TRADITIONAL

Mar

keti

ng

Finance

MIS

CONTINUOUS IMPROVEMENT

Finance

Operations

Marketing

Sales

MISOperations

Management

• Long Term Vision Tied to Daily Execution• Entire Organization is a System• Continuous Improvement of Systems & Processes (Proactive-Preventive)• Employee Involvement• Customer Focused• Focus on Common Goals

Succession And/Or Exit Strategy

To Align ResourcesTo Align Resources

Our GoalGoing from Good to Great

• Short Term Thinking•“Silo” Functional Organizational Structure. Inconsistent Processes• Reactionary-Crises & “Fire Drills”• Lack of Employee Involvement• Winners and Losers• Internally Focused• Lack of, or Inconsistent Goals

Sales

8

Who We Associate WithWho We Associate WithBusiness Affiliations

• Professional Development

• Team-Building and Behavioral Development

9

Who We Associate WithWho We Associate WithAlliance Partner Solutions

• Project Management

• Strategic HRD and Organizational Development

• Financial Management and Sales/Acquisitions Strategies

• Professional Development and Team Building

• Special Strategic, Organizational, and Market Studies

• Management and Business Consulting

• Corporate and Business Law

• Business and Key Person Insurance Consulting

• Information Technology Business Solutions

10

When We Do ItWhen We Do ItThe Organizational Lifecycle

At any Critical or Organizational Stage (Cycle) of Development

AND/OR To Surpass a Key Hurdle

11

Where We Do ItWhere We Do It

And the World !From the Mid-Atlantic

States

12

Who We Work ForWho We Work For American Fire Equipment Anning-Johnson Army Community and Family Support Center (CFSC)/(MWR) Army Materiel Command Burgess & Niple, Limited Backsoft Corporation ChemReg International, LLC Choice Mortgage Comcast Cable Communications, Inc. Didlake, Inc. Fort Belvoir Federal Credit Union Image Works Intech Professionals, LLC Integrated Control and Systems Engineering Johnston & Associates National Interiors Northern Virginia Family Service Palmer-Gosnell Rockwall Interiors Sexton Executive Security Spexus, Incorporated Virginia Credit Union (NOVA Chapter) Wright and Sielaty, P.C.

Who’sMissing?

YOU!!!

13

Our Process TurnsOur Process Turns

IDEAS

Into Focused ActionInto Focused Action

IF YOU HAD 3 WISHES, WHAT WOULD YOU CHANGE TODAY?

14

Consider The Multiples of Return From Consider The Multiples of Return From Effective Assessments and Planning . . .Effective Assessments and Planning . . .

• Manual or Web Based Surveys• Focus Groups• Is/Should Analysis • Critical Incident Analysis • Interviews and Observation• Root Cause Analysis

AssessmentAssessment

Planning and Execution• Strategic Planning• Strategic Marketing• Business Planning• Annual Goal Setting and Management by Objective• Action Planning• Project Management

15

Consider These Value Added Performance Enhancing Consider These Value Added Performance Enhancing Processes . . .Processes . . .

• Strategic Thinking & Business Planning

• Executive Leadership

• Management Leadership

• Management Development

• Supervisory Development

• Business Development

• Customer Service

• Time Management

16

. . . And Professional Development . . . And Professional Development Facilitation Benefits Facilitation Benefits

• Facilitator Accountability

• Spaced Repetition to Achieve Internalization

• In House Facilitation Insures Application

• Closes the Gap Between Current & Desired Performance

• Insures Internal Alignment & Increased Productivity

• 6,9,12 Month Reviews to Insure Goals of Program are Being Achieved

• Minimum Targeted 600% ROI for the Private Sector

17

Consider These Value Added Personal and Team Consider These Value Added Personal and Team Effectiveness Skills . . .Effectiveness Skills . . .

• Executive Coaching/Mentoring

• Team Building (Board, Executive, Work-Group)

• Process Improvement Productivity

• Creating Breakthrough Innovation Teams

• Dealing with Stress and Change

• Managing Diversity

• Three Levels of Active Listening

• Communications/Conflict Management

18

. . . And Their Benefits. . . And Their Benefits

• Reduce Rework

• Improve Implementations and Buy-In

• Decrease Costly Turnover & Absenteeism

• Increase Mutual Understanding and Effectiveness

• Increase Job Satisfaction and Improve Performance

• Improve Outlook and Positive Work Attitudes

• Transform Diversity to an Organizational Strength

• Transform Knowledge into Acceptance, Empathy and More Productive Work Relationships

• Create and Sustain Productivity Gains

19

Consider These Consider These Consulting Services . . .Consulting Services . . .

ExternalExternal

• Business Planning• Communications Audits• Special Strategic and Enterprise Studies • Market Studies, Feasibility Analysis, Surveys• Malcolm Baldrige Performance Criteria Assessments

20

Consider These Consulting Services-Consider These Consulting Services-

Internal OrganizationalInternal Organizational

• Business Policies and Procedures• Departmental Reorganizations• Individual Training Plans (ITP)• Balanced Scorecard Organizational Needs Survey• Personal and Professional Development Planning (PDP)• Key Employee Interviewing, Testing, Recruiting Advice• Compensation Strategies and Job Descriptions• Client Relationship Management (CRM) Database Strategies• Malcolm Baldrige Performance Criteria Assessments• Transition Management

Internal FinancialInternal Financial• Financing• Financial Cash Flow Management• Budgeting and Budget Management

21

. . . And Their Benefits. . . And Their Benefits

• Proficiency• Responsiveness• Results• Cash Flow

Adherence to:

• Cost Performance• Schedule Performance

When Would You When Would You Like to Begin?Like to Begin?

An Increase in:

22

Our Process TurnsOur Process Turns

IDEAS

Into Focused ActionInto Focused Action

IF YOU HAD 3 WISHES, WHAT WOULD YOU CHANGE TODAY?