Large Enterprise Initiatives“Driving Growth Through New Things”

TopicsWhat do we mean by

“initiatives”How do we find themWhy is it difficult to get

them goingHow to get started

Real world exampleAbout Mass Ingenuity, the

Now System of Management and Managing in the Now

What Are Initiatives Drivers of growth

Ultimately revenue, PTOI, ROE, capital etc

Usually new ideasCan include major

improvements to the core business

Absolutely not BAU!

How Do We Find Initiatives Look for them!Listen to the entire

enterpriseAccept higher risk

levelsTreat them like

portfolio investmentsKeep them away from

the “sausage grinder”

What Makes New Initiatives So Difficult Core business sucks up

all the resourcesCommitment lackingRisk profile flat linedPatience is lowChampion is weakA system for managing

is missing

How to Get Things GoingCreate enterprise wide business

developmentAct like an entrepreneur and

evangelistUse social media techniques to

engage workforceForm a “special” teamLaunch a major new program fast

and stealthRemove every barrier, Dilbert and

obstacle with surgical precision

Real World Example

Connect Engage Transact

About Mass Ingenuity

Businesses that have a well-developed management system that effectively focuses the organization (on what matters) all the way down to each employees, in which each individual knows what they are accountable for and has both the skills and freedom to act without permission, can dramatically increase the speed at which they solve their problems and pursue opportunities through the application of social media.

About Mass Ingenuity

WORKING

INTHE BUSINESS

WORKING

ONTHE BUSINESS

ROUTINE WORK OF THE BUSINESS STRATEGIC & TACTICAL INITIATIVES

DO DO

MONITOR MONITOR

PLAN

ADJ UST ADJ UST

CORRECTIVEACTION BREAKTHROUGH

CHECK-IN

CHECK

OUTCOME MEASURES 2009 TARGET STRATEGIC TARGETO-1 . . .O-2 . . .

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O-13 . . .O-14 . . . TACTICAL TARGETO-15 . . .

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PROCESS MEASURES 2009 TARGETOP1 .1.1 . . .1.2 . . .1.3 . . .1.4 . . .1.5 . . .OP2 .

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FUNDAMENTALS BREAKTHROUGHS

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ORGANIZATIONAL

OUTCOME MEASURES 2009 TARGET STRATEGIC TARGETO-1 . . .

O-2 . . .O-3 . . .

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O-7 . . .O-8 . . .O-9 . . .

O-10 . . .O-11 . . .

O-12 . . .O-13 . . .

O-14 . . . TACTICAL TARGETO-15 . . .O-16 . . .

PROCESS MEASURES 2009 TARGETOP1 .1.1 . . .1.2 . . .1.3 . . .1.4 . . .1.5 . . .OP2 .

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OP3 .

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OP4 .

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OUTCOME MEASURES 2009 TARGET STRATEGIC TARGETO-1 . . .O-2 . . .

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O-5 . . .O-6 . . .O-7 . . .

O-8 . . .O-9 . . .

O-10 . . .O-11 . . .

O-12 . . .O-13 . . .O-14 . . . TACTICAL TARGETO-15 . . .O-16 . . .

PROCESS MEASURES 2009 TARGETOP1 .1.1 . . .1.2 . . .1.3 . . .1.4 . . .1.5 . . .OP2 .

2.1 . . .

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OP3 .

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OP4 .

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Management System Map℠ (Operating Plan) Strategy Mapper℠ (Strategic Plan)

STATUS: R/Y/G TREND:

1

2

3

4

5

6

7 Reflect & Learn

MOST RECENT ACTUAL RESULTS:

If the solution has not yet been implement, attach a workplan to show how it will be implemented.

WHAT SOLUTION(S) APPEAR TO BE MOST VIABLE AND WHY?Develop Solutions

Implement Solutions

Hold the Gain

WHERE IS THE PROCESS BREAKIN G DOWN?

WHAT DO THE FACTS P ROVE IS C AUSING THE PROBLEM?

WHAT CON TROLS HAVE WE PUT IN PLACE TO PREVENT THIS CAUSE FROM REOCCURING?

WHAT LESSONS DOES THIS PROBLEM TEACH US?

WHO WILL DO WHAT BY WHEN TO IMPLEMEN T THE SELECTED SOL UTIONS?

Uncover & Prove the Root Cause

Map the Current Process

PROBL EM STATEMEN T:Agree on the Problem

PROCESS or OUTCOME:MEASURE:

OWNER:

TARGETED PERFORMANCE:

DEPARTMENTAL

INDIVIDUAL

Prepared By: X

Date: X

Fiscal Year: X

Entity: X

Division/Department: X

Situation: X

Objective

No.

Strategy (Owner)

Sub-Targets

X

Targets

X

1.1

1.2

1.3

1.4

1.5

X X X X X

X X X X X

BREAKTHROUGH: OWNER: DATE:BUSINESS UNIT:

S C T

Improvement ? ? ?DecliningLowOn Target Behind Plan

ModerateOwne r Concern About SuccessDirection it is headed

S = Status C = ConcernT = Trend

Current State of Effort

Same

FOR FUTUREIMPLICATIONS STATUS

Far Below ExpectationsHigh

ANALYSIS OF DEVIATIONPERFORMANCE TO DATE CORRECTIVE ACTIONBREAKTHROUGH OBJECTIVE

STRATEGIES (owner)

BREAKTHROUGHPLAN

OUTCOME &PROCESS

SCORECARDSM easure 1 M easure 5

Comments : Comments :

M easure 2 M easure 6

Comments : Comments :

M easure 3 M easure 7Comments : Comments :

M easure 4 M easure 8

Comments : Comments :

Title Monthly Status Report Date

0.00%

0.20%0.40%

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Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec

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ALIGNMENT

CLARITY

TARGET REVIEWS

FUNDAMENTALS BREAKTHROUGHS

ENGAGE TO WINMy Page My

Company The System About Us

username

password

Blog

Find Us Anywhere!

Setup

FUNDAMENTALS

Revenue PLAN

Total Return to Shareholders

EBITDA

Cash Turns

Ideas Implemented Per Employee

Customer Retention

% Customers Referring

Revenue from New Products PLAN

Volunteer Hours

$ Contributed to Non-Profits

Employee Turnover

Employee Engagement PLAN

A PLAN indicates Corrective Action in Process

Project Delivery to Original Target PLAN

% Customer Calls Escalated to Engineering

# Prospects in the Funnel

% Out-of-Box Failure Rate

MEASURES I WATCH (click on color for chart)

MY MEASURES (click on color for chart)

MANAGEMENT SYSTEM MAPBREAKTHROUGHS

S1: Fundamentals Routine

S2: National Brand Established

S3: Goliath Product Accepted by

Market

T1: Service Capable to Handle Calls

T2: Closing Ratio Best in Class

T3: Channel Partners Scorecard

Creates Accountability

T4: Time-to-Close Books World Class

T5: Customers Actively Refer to Us

MILESTONESPAST DUE

STRATEGY MAPPER

MY BREAKTHROUGHS

MY APPROACHING MILESTONES

3

0

0

2

5

1

0

0

0

DUE DATE

Apr-10

Apr-15

Apr-19

Apr-24

Apr-24

Mar-1

S3: 1.3.5 Approve revised budget

S1: 1.5.2 Set date for

Q3 QTR

T3: 3.3.2 Prep Key Note

Speech

S3: 2.8.9 Phase gate

review IV

T4: 5.5.2 Meet with

audit partner

S4: 1.5.6 Send Prep

Sheet for QTR

About Mass Ingenuity

About Mass Ingenuity

Large Enterprise Initiatives“Driving Growth Through New Things”