webcast - achieveit · 2019-12-13 · capacity to lead, grow and profit, while having more time and...

WEBCAST

Strategy is Vanity,Strategy Execution is Sanity

Meet the Speaker

Bahaa Moukadam, founder and head coach of SeeMetrics Partners, applies his passion for success to support Executives expand their capacity to lead, grow and profit, while having more time and less anxiety. His extensive experience in international business has enabled him to be a catalyst in infusing life into a long stalled business unit (once); turbo charging top line growth (twice); and turning around failing organizations (three times).

Mr. Bahaa Moukadam is a Global Senior Executive, Coach, Consultant and Angel Investor. His experience as a former Silicon Valley CEO, including an extensive track record of success in international business, channel development, innovative product creation, marketing, hyper growth, M&A, turnarounds, strategic partnerships and organizational development; prepared him for coaching executives to achieve their maximum potential. He is a Certified Gazelles International Coach and contributor to the best-selling book Scaling Up.

Mr. Moukadam holds an M.S.E.E. from the University of Kansas and a B.S.E.E. from the University of Missouri.

Featured Speaker

Strategy is VanityExecution is Sanity

with Bahaa MoukadamFounder & Head Coach

SeeMetrics Partners

Copyright 2017 © SeeMetrics Partners. All Rights Reserved.

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You are in the right place if...


You are a leader in a mid-market company and you...

• Start with a great plan but company keeps underperforming• Everyone is busy & stressed out and struggling with Profitability• Are struggling to get everyone on the same page and rowing in

the right direction• Are doing well and you know you need a solid foundation to

sustain your success

And you are wondering?

• Do we have the right products, strategy, customers,... or is it the economy?

• I thought adding people will help us catch up, so why do we keep falling behind?

• Do I have the right people or is it something I am doing wrong?• How do I maintain success and not hit a wall


Copyright 2017 © SeeMetrics Partners. All Rights Reserved.Strategy

Results

The Gap between Strategy and Results

• Leadership: Inability to develop & staff enough leaders who have the ability to delegate and predict

• Scalable Infrastructure: Lack of proper systems and processes to handle the increased complexity

• Marketing: Failure to address the changing market needs and/or to attract enough of the right customers

Copyright 2016-2017 © SeeMetrics Partners. All Rights Reserved.

The Good News

Many business leaders face these same issues

...and, it does not have to be this way


A little about me – Bahaa Moukadam• Led 3 for 3 successful turnarounds in high tech including as CEO of a

Silicon Valley company• A leader in three Hyper-growth situations:

– $0-$40M in 5 years – Breakthrough Innovation– $60M to $173M in 3 years – Platform leverage– $0-$10M in one year – Blue Ocean Strategy

• Done business in over 25 countries • Led product development, product management, marketing, business

development, M&A and integration and P&L management• Certified Gazelles International Coach and contributor to Scaling Up• Bachelor and Master of Science in Engineering (BSEE & MSEE)


A Framework for Strategy Execution

Sustainable Success

Passion, Practices, Productivity

Rock Solid Foundation

Relationships

Select, Develop, Grow

Results

Get, Optimize, Scale

Purpose, Products, Presence

Priorities, Participation, Processes

Profit, Pricing, Permanence


Scaling Up: The Four Decisions

Would you enthusiastically rehire everyone on your team?

Will anyone care if your business ceased to exist tomorrow?

Are you pushing and pulling on the right profit levers?

How many months in a row have you reached or exceeded your

business goals?


Would you enthusiastically rehire everyone on your team?


People Decision – Do You Have:


The Right People? In the Right Seats? Doing the Right Things?

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Win with Talent through Effective:

• Assessment: Results and Core Values

• Acquisition: Sourcing and Selection

• Development: Learning and Advancement

• Retention: Engagement and De-Hassling


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Format: Helvetica Light (font) Header: 32 points Body: 24 points Color Palette: 4D Dark Orange: R182 G131 B264D Orange: R228 G162 B36 4D Dark Blue: R57 G129 B1634D Blue: R75 G163 B207 4D Dark Brown: R129 G116 B824D Brown: R170 G154 B120 4D Dark Green: R133 G147 B374D Green: R181 G194 B53 For information related to the GIC BRAND COLOR PALETTE, please see GIC_Logo Usage Guidelines_6.1.10.pdf For information related to the 4D BRAND COLOR PALETTE in CMYK, please see GIC_Four Decisions Usage Guidelines_10.19.11.pdf Slide Purpose: To provide the local Gazelles International Certified Coach a customizable slide template they can use to build and customize their slide deck to fit their client and/or event needs.

Results

Core

Val

ues

0% 100%

100%

B Players A Players

D Players C Players

Talent Assessment


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Format: Helvetica Light (font) Header: 32 points Body: 24 points Color Palette: 4D Dark Orange: R182 G131 B264D Orange: R228 G162 B36 4D Dark Blue: R57 G129 B1634D Blue: R75 G163 B207 4D Dark Brown: R129 G116 B824D Brown: R170 G154 B120 4D Dark Green: R133 G147 B374D Green: R181 G194 B53 For information related to the GIC BRAND COLOR PALETTE, please see GIC_Logo Usage Guidelines_6.1.10.pdf For information related to the 4D BRAND COLOR PALETTE in CMYK, please see GIC_Four Decisions Usage Guidelines_10.19.11.pdf Slide Purpose: To provide the local Gazelles International Certified Coach a customizable slide template they can use to build and customize their slide deck to fit their client and/or event needs.

Will anyone care if your business ceased to exist tomorrow?


What is Strategy?

“Strategy is the creation of a unique and valuable position, involving a different set of activities (from competitors)”

- Michael E. Porter


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common

50+ page strategic plans are ineffective, and sit on

a shelf collecting dust.

This is why we’ve created the One-Page Strategy

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Strategy:• Core Values, Core Purpose,

Core Customer, Brand Promises• True North• One Phrase Strategy

Strategy Execution:• Priorities• Numerical Targets• Key Performance Indicators

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How many months in a row have you reached or exceeded your

business goals?


The 3 Execution Disciplines

• Priorities – Focus and Alignment• Metrics – Visibility and Adjustments• Communication – Meeting Rhythm


Execution Discipline #1: Priorities

• A handful (3-5 per year)• High impact outcomes• Specific and measurable• One person accountable• Known by everyone


Picking the Right Priorities

• Customers: The Right Conversations and NPS• Employees: Ask and eNPS• Market: Anticipate and Act on Trends

NPS = Net Promoter SystemeNPS = Employee Net Promoter System



Company Priorities:What, Why, When, Who

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Execution Discipline #2: Metrics

• A handful of key metrics– Baseline and set a higher target

• Measure and share frequently• Balanced (Operational,

Customers, Learning and Financial)

• Leading and lagging indicators


Leading and Lagging Indicators

Lagging Indicators are:• “Output” oriented – results

of prior actions• Measure what already

occurred (P&L statement) • Hard to influence directly

Leading Indicators are:• “Input” oriented – underlying

activities that drive results• Help you predict what is

likely to happen in the future• Directly impacted through

focused iterative actions


Leading IndicatorsNet Promoter Score (NPS)

Proposals sent

Compliance to the sales process

Size of the pipeline as a multiple of target

Acceleration of lead conversion ratio

Lagging IndicatorsRevenue per sales person

Gross margin

Total sales volume

Net profit

Customer attrition

Leading and Lagging Indicators: Examples


Net Promoter System, but first...• The more happy customers you have, the more

you are likely to grow• Happy customers are likely to sing your praises

to their friends and neighbors driving more business

• How do you know if your customers are happy?

• Traditional customer satisfaction surveys often don’t work for this purpose


Net Promoter Score

Net Promoter Score (NPS) = % Promoters - % Detractors

0 1 2 3 4 5 6 7 8 9 10

On a scale of 0 to 10, how likely are you to recommend us to a friend or colleague?

Why did you answer the way you did?

PromotersDetractors Passive


Co.XYZ Net Promoter Score

Net Promoter Score (NPS) = % Promoters - % Detractors

% Promoters = (9+4)/28= 13/28 = 46%% Detractors = (3+1+1)/28 = 5/28 = 18%

Co.XYZ baseline NPS = 46%-18% = 28

0 1 2 3 4 5 6 7 8 9 10

PromotersDetractors Passive

3 1 1 5 5 4 928 responses:


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Using the Net Promoter System to Grow

• Get a baseline NPS score by surveying your customer base• Immediately call the Detractors to:

– Show that you care and to gain more insight

• Read all the comments and decide which ones to act on• Set a target NPS higher than the baseline score and measure

again


Net Promoter SystemUsed by these and many more...Based on:


Numerical Targets


• Identify the most burning issue for the year or quarter.

• Explore what do you need to improve that will cause the biggest positive impact on the business success.

• Zero in on the top priority that can be easily understood by everyone in the company.

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- NPS Score- Number of new customers- Orders from Dormant

customers- Lead conversion ratio- Locations: Stores, Restaurants,

Hotels- Customers Served

Numerical Targets Examples

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Financial- Gross profit margin- Operating profit margin- Revenue growth rate- Cash conversion cycle- % of rev from new products

Customer- Customer profitability score- Customer lifetime value

Marketing and Sales- Market growth rate- Relative market share- Lead conversion rate

Operations- Order fulfillment cycle time- Innovation pipeline strength- Time to market- First pass yield- First contact resolution

Employee- Staff advocacy score- Employee churn rate- Organizational development investment as % revenue

KPI Examples

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Execution Discipline #3: Communication

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Communication: Meeting Rhythm

• Daily: 7-12 min – Good news, what is up, stuck?• Weekly: 60-90 min – Actions, status and refocus• Monthly: ½ day – One major opportunity or problem• All-Hands Meeting (Mo. or Qtr.) – Inform and Inspire• Quarterly: 1-Day – Priorities, Processes and Learning• Annual: 2-Day – Strategy, budgeting, learning • One on one meetings: Connect and Coach


Are you pushing and pulling on the right profit levers?


The 5 Levers to Massive Profit

• Pricing – Biggest and Most Neglected Profit Lever• Cost Of Goods Sold (COGS) – Drive it down• Operating Expenses (OpEx) – Disciplined• Capital Expenditure (CapEx) – Neat to have or Need to have?• Volume – Revenue is vanity, profit is sanity & cash flow is king

...and what to do with all of the extra money


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Unique

A Framework for Sustainable Success

Sustainable Success

Passion, Practices, Productivity

Rock Solid Foundation

Relationships

Select, Develop, Grow

Results

Get, Optimize, Scale

Purpose, Products, Presence

Priorities, Participation, Processes

Profit, Pricing, Permanence



I’m not sure why you showed up today...

You are a leader in a mid-market company and you...

• Start with a great plan but company keeps underperforming• Everyone is busy & stressed out and struggling with Profitability• Are struggling to get everyone on the same page and rowing in

the right direction• Are doing well and you know you need a solid foundation to

sustain your success

BeforeExecutive team not aligned causing tension & sub-optimal performanceChasing new shiny objects causing lack of focus, consistency and follow throughCommunication is like molasses going uphill on a cold winter dayWorking harder, have more people and making less moneyExhausted, overwhelmed, almost ready to give up

AfterExecutive team aligned and on the same strategy page jointly developedHandful of clear high impact priorities with ownership and accountabilityCommunication rhythm in place, we are a team & hurdles are removed quickly More time for the right things, less anxiety and on the road to higher profitEnergized, excited about the future,applying the key levers of success


IMPACT


Guided Business TransformationGet both Strategy and Execution Right!

• Close the Gap between Strategy and Results• Execute Flawlessly while Having More Time and Less Anxiety• Get Alignment, Accountability, and Acceleration• Learn the 4 Decisions You Must Get Right to Grow Your Business• Activate the 5 Levers of Profitability for More Bottom Line Cash• Build a Valuable Business that can Run Well With or Without You

You Can Sign Up for Our “10 Weeks Guided Business Transformation”at: www.GuidedTransformation.pagedemo.co

Or email us with any questions at: [email protected]


THANK YOU and...

mailto:[email protected]

Solving the Challenges of Strategy Execution

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Lack of Strategy Execution is Costly

$30B spent on strategy consulting in 2016

70-90% of strategies fail to deliver

Resulting in $25B a year in waste

Human Capital Leadership Institute Why is Strategy Execution So Hard?L. Mellon

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If you’re like most strategists, your company invests significant time and money in strategic planning. Companies take strategy development very seriously – they know they need a roadmap to achieve their goals. In fact, companies spent over $30 billion dollars last year on strategy consulting. But there have been dozens of studies by everyone from McKinsey to Harvard suggesting that 70-90% of strategies fail to deliver their intended results. That means businesses are wasting close to $25 billion a year on strategy consulting, not to even mention the additional costs of lost revenue and lost time in the market.. That’s a whole lot of waste. So what’s going wrong with execution?

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It’s everything Bahaa mentioned – the right priorities, the right metrics, excellent communication. But today’s process is also a mess. When you have the right strategy, the right plan, the right people, the last step is getting to the right process. Most clients tell us that before AchieveIt, they were living in some unholy trinity of Excel, PPT, and email to build and track their plans. But spreadsheets and emails weren’t purpose-built for strategy execution, and quickly become unmanageable, impossible to monitor.

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We see two core problems at the most macro level 1) the inability to drive alignment throughout the entire organization, and 2) the inability to creative visibility into the organization’s progress. For alignment, most organizations are doing a great job with creating their strategies, but that strategy is largely contained at the C-level and with senior leadership. Does every single employee understand what they should be doing and, most importantly, how it impacts an overarching objective? For most organizations, the answer is “no.” On the flip side, is leadership able to understand – at any point in time – how their organization is progressing on all of the initiates that comprise its strategy? Again, for most organizations, the answer is “no.”

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Schedule your demo at www.achieveit.com/demo.

Companies that effectively execute their strategy

evidence an impressive 50-150% increase in value.

The Strategy Focused OrganizationKaplan/Norton

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This is the problem AchieveIt looked to solve: designing a purpose-built solution specifically for the problem of strategy execution. AchieveIt is built to drive alignment, create visibility, foster accountability, and facilitate collaboration. Companies that master strategy execution experience a huge leap in value. Sign up for an AchieveIt demo today to become one of them.

http://www.achieveit.com/demo-request

Thank You & Contact Info

Bahaa Moukadam, Founder and Head CoachSeeMetrics Partners(805) 300-8761yourcoach@seemetricspartners.comwww.seemetricspartners.com@BahaaMoukadam (Twitter)

Pia Adolphsen, Product Marketing ManagerAchieveIt(800) [email protected]@goachieveit (Twitter)

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And with that, I’m going to open the floor for questions. Go ahead and send them in, if there’s any we don’t get to today, Bahaa and I will follow up with an answer after the session.


http://www.seemetricspartners.com/

https://twitter.com/BahaaMoukadam


http://www.achieveit.com/

https://twitter.com/PYAHealthcare

webcast - achieveit · 2019-12-13 · capacity to lead, grow and profit, while having more time and...

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