Linking Financial Performance And Behavior Change

August 2009

Change-based Outcome Planning What do you need to get done in

next 12-18 months? Who do you need to mobilize to

achieve your goals/objectives? What do they need to do differently

in order to drive results? What are the key

performance/productivity metrics?

Goals & Outcomes

Strategic-Level Business Results Improve Revenues Reduce Expenses Maximize Shareholder Equity

How will your unit/division support the mission? Channel Performance…? Employee Productivity…? Consumer Purchases…?

Maximizing Your Results

Define your “team” Who is in the best position

possible to contribute to your desired outcomes?

Identify critical behaviors What needs to change?

Do more of…? Do less of…? Adopt new behavior(s)…?

Maximizing Your Results

What are critical success measures Quantitative Metrics Individual or Team-based Performance Periodic or Real-Time Milestones on Road to Success

Confirm linkage between individual behaviors & critical success measures

Driving Positive Behavior Change Four Critical Elements of Any Change

Initiative:1. Align understanding of the

mission2. Ability of audience to

perform 3. Willingness of audience to

perform4. Measuring the progress

toward outcome

Alignment

How well does your “team” understand the mission?

Are they aware of their individual role in the attainment of desired goal/objective?

Is there consistency, synergy between what they do and what you need done?

Are you sure of the answers to above?

Ability & Willingness

Interconnected and equally important

Ability = possessing knowledge, skills, competencies, other abilities to perform

Willing = emotionally engaged to deliver the desired results

One w/o the other will sacrifice results

Measurement

Dashboard key metrics Maintain sightline to goal,

waypoints Frequent, consistent assessment Reflect business outcomes,

audience (impact) results, operational (initiative) measures

Careful to avoid myopia

Implementation

Tactical delivery plan Incorporate timelines for test /

rollout, production, reporting, assessment, amend/append

Define budgets for all core elements, including timing of expenses and projected return

Secure executive buy-in, visibility, advocacy prior to implementation

Assessment

Planning calendar for periodic reviews

Define, update potential changes, enhancements

Schedule executive briefings Identify ownership of each element

in the initiative Be prepared to make adjustments

Outcomes

Monitor three levels of results:

1. Operational – metrics relative to launch and deployment of tactical aspects

2. Impact – measures that indicate behavior change and engagement of your target group(s)

3. Business – performance against targeted financial or other key outcomes

Fundamental to this Process All business results start/end with

behavior change Behavior change occurs when

individuals are engaged, knowledgeable and emotionally committed to delivering

Human nature = resistance to change Breaking barriers to change require all

four elements in place, maximized

To Learn More

Contact: Rick S. Pulito

VP, Sales

BI

Minneapolis, MN

952-835-4800

rick.pulito@biworldwide.com Visit:

http://www.biworldwide.com