the best practice disciplines of great organizations
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The Best Practice Disciplines of
Great Organizations Craig Hettrich, California Growth Advisors
§ 32 years in Food Industry § President - American Seafood’s Int’l § President - Eskimo Pie Inc § CEO - Java City
Craig Hettrich
Premier Learning Environments
Lack or underdeveloped… Core Purpose and Core Values
Issues in the Organizations
Lack of … Highly focused core beneficiary and donor
Issues in the Organizations
Lack of … Highly differentiated organization strategy
Issues in the Organizations
Lack of … Right people in the organization
Issues in the Organizations
Lack of … Strong Leadership Team in place
Issues in the Organizations
Lack of … Bench strength or succession plans
Issues in the Organizations
Lack of … Consistent accountability for achieving results
Issues in the Organizations
Lack of … Documented processes followed 100% of the time
Issues in the Organizations
Lack of … Highly focused priority initiatives
Issues in the Organizations
§ Diagnostic Tool – Discuss Results
§ Tools
§ Process
§ Questions
Agenda
§ Gut check on Best Practice Disciplines
§ Areas to focus for improvement
§ A system and process to improve
Deliverables for Today
Best Practice Disciplines of Great Companies
Will you make the grade?
The Problem
§ Educate
§ Adopt
§ Master
Solution
The Best Practice Disciplines of Great Companies
Entrepreneur Operating System
Entrepreneur Operating System
28,000 Companies Worldwide use EOS!
Based on the Book Traction
Featured In
Entrepreneur Operating System
Entrepreneur Operating System - VISION
VISION
Your Business
DATA
PROCESS
TRACTION
ISSUES
PEOPLE
VISION Component – Questions
1. What is your Core Purpose? 2. What are your Core Values? 3. Who is your Core Beneficiary and Donor? 4. What is your 10 year target or BHAG? 5. What is your uncommon and differentiated offering? 6. What is your differentiated execution activities (for your offering)? 7. How will you change the game to own your strategy? 8. What is your 3 year and 1 year targets? 9. What are your quarterly initiatives? 10. What is your method of resolving issues in your organization?
VISION Component – 10 Questions
VISION Component- Core Purpose
§ The “Soul” of the organization
§ Its what your believe § Your North Star
Making Coffee Approachable
VISION Component- Core Purpose
VISION Component - Core Values
VISION Component - Core Values
McIntosh Perry Walk a Mile in Someone Else’s Shoes OUR CORE VALUE: TREAT OTHERS AS THEY WOULD LIKE TO BE TREATED We work in an environment where bringing parties together, understanding their individual needs and… Make Momma Proud OUR CORE VALUE: DO THE RIGHT THING We always strive to deliver our best efforts, achieve the best quality results and to provide the greatest.. Pass. Shoot. Score. OUR CORE VALUE: BECOMING EXCELLENT TOGETHER At McIntosh Perry we constantly strive to improve ourselves and those…
§ WHO Core Beneficiary & Donor
§ WHAT Uncommon Offering
§ HOW Differentiating Activities
§ OWN IT! Change the Game
VISION Component – Strategy
§ Think of as a living breathing person
- Get to know and form a relationship
- Understand needs, wants, desires and preferences
VISION Component - Core Beneficiary
The Inside Advantage Robert Bloom with Dave Conti
NOT THIS
VISION Component - Core Beneficiary
The Inside Advantage
Robert Bloom with Dave Conti
“WHO STATEMENT”
Customer Desires
Customer Needs
Customer Benefits
Mom’s that want to improve their kids nutrition
VISION Component - Core Beneficiary
The Inside Advantage Robert Bloom with Dave Conti
Mom’s concerned about the dangers of over medicating their kids
VISION Component – Core Beneficiary
TargetingandPrioritizationModel
Criteria Weight 2 3 4 5 1
Rating Total Rating Total Rating Total Rating Total Rating Total GrandTotal Tier
Prospect1 5 10 3 9 4 16 3 15 5 5 55
Prospect2 0 0 0 0 0 0 0 0
Prospect3 0 0 0 0 0 0 0 0
Prospect4 0 0 0 0 0 0 0
Prospect5 0 0 0 0 0 0
Prospect6 0 0 0 0 0 0
Prospect7 0 0 0 0 0 0
Prospect8 0 0 0 0 0 0
Prospect9 0 0 0 0 0 0
Prospect10 0 0 0 0 0 0
Prospect11 0 0 0 0 0 0
Prospect12 0 0 0 0 0 0
Prospect13 0 0 0 0 0 0
Prospect14 0 0 0 0 0 0
Prospect15 0 0 0 0 0 0
Prospect16 0 0 0 0 0 0
Prospect17 0 0 0 0 0 0
Prospect18 0 0 0 0 0 0
Prospect19 0 0 0 0 0 0
Prospect20 0 0 0 0 0 0
VISION Component - Core Beneficiary
Not a City
Build a Skyscraper
VISION Component – 10 Year BHAG
Jim Collins – Good to Great
VISION Component – 10 year BHAG
§ Differentiated and leverageable
§ Your WHAT includes o Tangible Benefit
o Emotional Experience
VISION Component – Uncommon Offering
The Inside Advantage Robert Bloom with Dave Conti
§ Focus on
§ Overcome the Choke Point in your Industry
VISION Component – Uncommon Offering
§ Execution activities that are interconnected…
§ Serve as a great blocking mechanism
VISION Component - Differentiating Activities
What is Strategy? Michael Porter
Southwest Airlines Uncommon Offering: § Friendly, convenient and reliable service at low prices Southwest Airlines Differentiating Activities § Strong customer centric culture § Flight attendants clean the airplane § Boarding process is simpler and faster § One type of aircraft
.
VISION Component - Differentiating Activities
What is Strategy? Michael Porter
§ Ask a key customer
VISION Component - Change the Game to Own It!
Your Organization
Competition & New Entries
Threat of Substitution
Technology Consumer Dynamics
VISION Component – 3 Year Plan 4 Forces - Strategic Tool
The VISION/TRACTION Organizer THE EOS MODEL™ ORGANIZATION NAME:
VISION
CORE VALUES 1. 2. 3. 4.
3 YEAR PICTURE™
CORE FOCUS™ Purpose/Cause/Action Our Niche
Future Date: Revenue: $ Profit: $ Measurables:
10 YEAR TARGET™ What does it look like?
MARKETING STRATEGY
Target Market: “THE LIST” Three Uniques 1. 2. 3. Proven Process Guarantee
- - - - - - - - - -
The VISION/TRACTION Organizer THE EOS MODEL™ ORGANIZATION NAME:
TRACTION
1- Year Plan Rocks Issues List
Goals For the Year 1 2 3 4 5 6
Future Date: Revenue: Profit: $ Measurables:
Future Date: Revenue: Profit: $ Measurables:
Rocks for the Quarter Who
123456
1
2
3
4
5
6
7
8
Entrepreneur Operating System - PEOPLE
VISION
Your Business
DATA
PROCESS
TRACTION
ISSUES
PEOPLE
VISION
PEOPLE Component –Right People
THE PEOPLE ANALYZER – Core Values
NAME Humble & Confident
Grow or Die
Help First
Do the Right Thing
Do What
You Say
John Smith + + + + +
Sally Jones - - - - -
George Wilson
+/- +/- +/- +/- +/-
Executive Director
5 Roles
Operations
5 Roles
Finance
5 Roles
Development
5 Roles
PEOPLE Component –Right Seats
NAME Humble & Confident
Grow or Die
Help First
Do the Right Thing
Do What
You Say
Get It Want It
Capacity to Do It
John Smith + + + + + Yes Yes Yes
Sally Jones - - - - - Yes No Yes
George Wilson +/- +/- +/- +/- +/- No Yes Yes
People Component –Right People in Right Seats
THE PEOPLE ANALYZER
PEOPLE Component - Communication
“Sweet Spot”
Candor Curiosity
PEOPLE Component – A Player Process
Job Scorecard
Entrepreneur Operating System - DATA
VISION
Your Business
DATA
PROCESS
TRACTION
ISSUES
PEOPLE
VISION
DATA Component - Dashboard
TRACTION
DATA Component - Scorecard
WHO CATEGORY GOAL 30-Sep 7-Oct 14-Oct 21-Oct 28-Oct 4-Nov 11-Nov 18-Nov 25-Nov 2-Dec 9-Dec 16-Dec 23-Dec
Examples…
DATA Component – Measurables
Sales & Marketing
Sales Pipeline
Close Ratio
Net Revenue
Leads
Operations
Deficit Rate
Service Level
Customer Satisfaction
Rating
Production Cost per
Unit/Service
Finance
Cash Balance
AR Days Outstanding
Capital Expenses
Profitability vs. Plan
Entrepreneur Operating System - ISSUES
VISION
Your Business
DATA
PROCESS
TRACTION
ISSUES
PEOPLE
VISION
ISSUES Component - Issues List
ISSUES Component - IDS
I – Identify D – Discuss S – Solve First step prioritize the issues on the list - down to the #1, #2 and #3 And then identify the real issue…..
ISSUES Component – Identify The Real Issue
Entrepreneur Operating System - PROCESS
VISION
Your Business
DATA
PROCESS
TRACTION
ISSUES
PEOPLE
VISION
PROCESS Component
6-10 Core Processes
Training
Measure
Review and Improve
PROCESS Component
Entrepreneur Operating System-TRACTION
VISION
Your Business
DATA
PROCESS
TRACTION
ISSUES
PEOPLE
VISION
TRACTION Component – Quarterly Rocks
COMPANY ROCKS WHO 1) 2) 3) 4) 5) 6) 7)
DEPARTMENT DEPARTMENT DEPARTMENT 1) 1) 1) 2) 2) 2) 3) 3) 3) 4) 4) 4) 5) 5) 5) 6) 6) 6) 7) 7) 7)
INDIVIDUAL INDIVIDUAL 1) 1) 2) 2) 3) 3) 4) 4) 5) 5) 6) 6) 7) 7)
Future Date: Revenue: Profit: Measurables:
HIRank
Action/Opportunities
EIRank
7 Idea1 73 Idea2 15 Idea3 81 Idea4 39 Idea5 57 Idea6 24 Idea7 68 Idea8 92 Idea9 4
Total Ranking14 74 2
13 64 114 89 410 517 96 3
TRACTION Component – Quarterly Rocks Holding Us Back Exercise
TRACTION Component – Meeting Pulse The Level 10 Meeting
The Weekly Agenda Day: __________ Time: ______________ Segue (Personal & Business Bests) Scorecard Review Rock Review (On Track / Off Track) Customer / Employee Headlines (Good / Bad Reports) To-Do List (Done / Not Done)
Who To-Do
Priority Issue
Issues List (Prioritize; IDS)
Conclude Recap To-Do List Cascading Messages Rating (1-10)
Entrepreneur Operating System Process