Growth Strategy & Innovation Process

If your company is in need of growing sales and profits, consider conducting some of the basic steps of Peter Drucker’s strategic planning process or what he also calls Self‐Assessment. Understand that what 99% of companies think of as strategic planning is NOT what Drucker refers to as strategic planning. The best part about his process of Self‐Assessment is that although some parts are painful, they are extremely profitable.

The reason Drucker aptly refers to the process of strategy as Self‐Assessment is because when he used the term strategy in his title and works, his publisher insisted (in the 1950’s) that the term “strategy” was only used in context with the military. Drucker realized that Self Assessment was the more apt term.

In the past, I have failed to emphasize the importance of Self Assessment & Strategic Planning as the more valuable initial step. Also many of our clients have insisted on using us to facilitate sales improvement initiatives before using us to conduct work around refining the missing areas of strategy which also directly impact sales and profits. This has usually cost them a delay in the more significant return and growth. I have had to apologize more than once for this mistake.

One research effort showed that 98% of midsized and small companies have not conducted most of the requirements in Peter Drucker’s Strategic Planning/Self‐Assessment process. One requirement is having innovation objectives clearly understood by all relevant stakeholders.

What are your company’s innovation objectives and are they understood by all of the relevant stake holders? If your company has written innovation objectives understood by your team, please email us immediately, this will be the first time we’ve seen a small or mid‐sized company with written innovation objectives.

In the last two weeks we have facilitated three Self‐Assessment sessions with companies that already had “some form of a strategy” in place. Yet with each one, the company identified new ideas having realistic potentials for incremental seven figure growth. One $5 million dollar company realized they have a potential $20 million dollar revenue growth (with extremely high margins!) in services that not only have a high likelihood of success but that also give them a defensible competitive advantage. I love this stuff! What kind of reference do you think that company is for the Self‐Assessment strategy process now? I love having prospects call clients.

Another $100 million client has repeatedly come up with seven figure ideas in each strategy session. In fact a few ideas for the president to implement have led to incremental six and eventually seven figure impact from the innovations his team came up with in the process. The fact is that most presidents of like sized companies are sitting on many seven figure potentials they themselves could facilitate.

Because it seems almost impossible not to create new profits through Drucker’s Self‐Assessment process, we’ve guaranteed the process; unless clients have realized clear ROI, they don’t pay the www.EchelonManagement.com | [email protected] 513.621.8000 1

small initial start up fee. Thus let me explain what we are doing so you can do the same with your company.

The initial step is to insure that customers have input into the process. Ideally you should use a third party because customers will tell a third party of issues and ideas that they would never share with an employee or owner; this happens despite the fact that the customer knows the information will eventually be shared with the company. The process of interviewing customers is for the sake of uncovering what they value, why they buy from which provider and ideas that may apply to innovation. Drucker calls these “Depth Interviews.”

Innovation objectives then are usually set around the top constraints or problems most effecting growth and profitability. Once a month all relevant associates are asked two questions: 1. What is one new thing you can do to help with this issue? 2. What is one new thing the company can do to help with this issue? A committee reviews all input and communicates ideas implemented and in some cases incentives are given. Leaderships expression of gratitude is a key to the quality of future input.

Also innovation opportunities usually lie in several of the Eight Essential Areas of Objectives. Does your company have clear objectives set in each of these areas: Marketing, Innovation, HR/Cultural, Financial Resources, Physical Resources, Productivity, Social Responsibility and Profitability…AND are these objectives understood by all relevant stakeholders? If not, collect input from the relevant stakeholders as to what they think the types of objectives should be, ensuring that none of the areas are left out.

Usually there will be a core six or so top growth objectives that will most accelerate sales and profit growth. These are given heightened attention and we find are usually worth millions to even the smaller of companies.

Being one of the only companies to follow Drucker’s Self Assessment process has given us a distinct and defensible competitive advantage. It is amazing how much easier it is to use ideas that are already proven, rather than trying to be the inventor of some new management fad.

Getting up to 30,000 feet to take a look at your company’s greatest opportunities every quarter may take a day out of each quarter’s productivity, but it may also add millions to your bottom line.

Our fee for the initial 30 day ramp up is very small and is fully refundable if the top leader is not satisfied with the process, so if you would like more details on the process send us an email, our mission is to help grow companies, create jobs and strengthen this economy and country.

God bless your company and the families you serve, and we hope that you are growing in this time of opportunity.

www.EchelonManagement.com | [email protected] 513.621.8000 2

EEEccchhheeelllooonnniiinnnggg Strategic Planning as a Process of Self Assessment

TTThhheee SSStttrrraaattteeegggyyy HHHaaannndddbbbooooookkk

HHHooowww tttooo BBBuuuiiilllddd aaa SSStttrrraaattteeegggyyy ttthhhaaattt IIImmmppprrrooovvveeesss PPPeeerrrfffooorrrmmmaaannnccceee

&&& EEEccchhheeelllooonnnsss YYYooouuurrr TTTeeeaaammm

Why Strategic Planning Fails? ...... 2 The 5 Most Important Questions of a Business ...... 3 The 3 Facets of the Business Relationship Cycle ...... 4 The Strategy Pyramid ...... 5 The 8 Essential Areas of Objectives for Business ...... 6 The 12 Questions on Management Quality ...... 7 Organizational Priorities Mapping (OPM) ...... 8 The 41 Best Practice Areas ...... 9 The 200 Performance Measures ...... 9 Future Meeting Discussion Areas ...... 22 Echelon Management Philosophy ...... 23 Bio - Mark J. Faust Sr., CPCM ...... 24

Why Strategic Planning Fails?

For over a half a century the greatest minds of business thought have heralded Peter Drucker’s approach to strategic planning (Self Assessment) as the most effective, workable approach that still proves to yield the greatest results and delivers the most benefit to all of the stakeholders of a business organization.

Studies have shown that the vast majority of strategic planning efforts have devolved into mediocre goal setting events that too often yield an impotent “plan book” and results that are only a fraction of the organization’s potential.

Strategic planning has devolved to being:

An event Subjective Without adequate frequency and appropriateness in measurement of progress and priorities Missing several of the 8 essential areas of objectives for business Political and stifling of innovation An effort that has little influence on improving day to day focus on priorities

…the results of which are too often good intentions, three hole punched, clipped into a binder and put onto the shelf until next year’s planning.

Drucker’s approach is relatively simple as opposed to the overly complex approaches developed more for their appearance than practicality. In fact Drucker emphasized that both the process and resulting directives etc. should be so simple that most any individual within the organization could not only understand the components relevant to them but, quickly internalize the directives and take ownership of follow through.

The following workbook will give you a quick overview of the basics of self assessment so that you can make your strategic planning efforts truly a process of continuous improvement, innovation and profitable results.

Whether we can serve you directly in this process or not, we look forward to hearing regularly of your progress and challenges and promise to be resourceful in helping you to a higher echelon.

The 5 Most Important Questions of a Business

They are simply stated, yet the accurate answers are profound in their impact. Listening for the congruency of the answers among 1) What is our business? leadership can bring startling revelations.

The third question is what Drucker says is the most overlooked, and 2) Who is our customer? important. Customer feedback filtered through the natural bias of their key contacts will never be as revealing as a third party’s discoveries. 3) What does the customer value? How often a business formally and objectively listens to their customers, lost customers and prospective customers often is a determining factor in the 4) What are our results? business’ overall success.

When did you last survey your customers for open ended insights? 5) What is our plan? How do you insure the information is objective? What did you do with the results and how did you show your responsiveness to your customers’ insights after the survey?

The 3 Facets of the Business Relationship Cycle

Customers Drucker’s Self Assessment process Conservancy details how a continuous facilitation (Internal) of key information needs to be exchanged between each of the three facets of business relationships. He suggests the use of both quantitative and qualitative data gathering, ideally by a third party.

Customers

(External)

The Customers (External)

“The central purpose of business is to get and keep a customer.” – Peter Drucker

The Customers (Internal)

Associates, employees, suppliers

The Conservancy

Leadership – Management – Responsible to the above resources

Guiding Principles for More Effective Strategy The Strategy Pyramid

Vision Everyone can have input as to what the Vision of the team is to be. A vision is the ultimate outcome, the result of the team’s work and that ultimate outcome should be clear to every team member.

Mission Every member of the team should be able to clearly define what the team does, for whom it does it and the benefits of its work. Is your mission that simple and clear and can the majority of your team repeat it?

Values Jointly the team should create a set of principles that determine how the team will work together and with others. The team should regularly monitor its adherence to those values.

Roles Each individual should clearly understand their role (responsibilities assigned based on talents) and the roles of all those with whom they interact. On a regular basis, roles should be refined and the process flow of the work should be mapped, measured and innovated upon through a systematic continuous improvement process. When selecting someone, they should be selected for talent, not simply experience, determination or intelligence. ¾ Talent is the positive set of behaviors that recur often in an individual.

Goals - Objectives When setting expectations excellent leaders should facilitate the input of the group’s defining of the right outcomes not just the right steps.

Action Plan As goals are set, Critical Success Factors, i.e., thhe highest priority measurable action steps that lead to the goal, should be identified.

Accountabilities After the specific measures (CSFs above) are set, monthly, weekly and on some occasions daily forms of accountability/review/improvement should be set on the calendar. The accountability for any measure should be assigned to those who are most talented in the particular area of concern. There should be a focus on strengths and linking work to those with the relevant strengths not a focus on training areas of weakness to become strength. When developing the team, individuals should be helped to find the right fit not simply the next rung on the ladder.

Continuous Improvement Adaptations and changes should be made to the plan and process as needed so as to create a continuously improving process of achievement.

The 8 Essential Areas of Objectives for Business

1. Marketing ¾ What is our decision on concentration? o “What our business is…” ¾ What is our decision on market standing? ¾ Existing products and service in existing and present markets ¾ Abandonment of “yesterday” in product, services and markets ¾ New products and services for existing markets ¾ New markets How clearly are your objectives ¾ The distributive organization set in each of the 8 areas? ¾ Service standards and service performance Is there one or more of the 8 ¾ Credit standards and credit performance areas you haven’t clarified? 2. Innovation Why not? ¾ “What our business should be…” Is follow up and realignment at ¾ Innovation in: least a quarterly process, or o Product or service annual? o Marketplace o Consumer behavior or values o Skills and activities needed to make products or services 3. Human Resources & Cultural Objectives ¾ What do our jobs have to be to attract and hold the kind of people we need and want? ¾ What is the supply available on the job market? ¾ What do we have to do to attract and retain talent? 4. Financial Resources & 5. Physical Resources ¾ Relative to: o Anticipated needs of the business o Anticipated structure, direction and plans of the business ¾ What does the investment in our business have to be, in the form of bank loans, long-term debts or equity, to attract and hold the capital we need? 6. Productivity ¾ What are the best yardsticks for comparing managements of different units with our enterprise? 7. Social Responsibility ¾ Our business enterprise is a creature of a society and an economy, how can we as an enterprise nurture our society and economy, both of which can continue to feed us or put us out of business overnight? 8. Profit Requirements ¾ How much profitability do we need?

The 12 Questions on Management Quality

Would most 1. Do I know what is expected of me at work? of your team answer yes to all of these 2. Do I have the materials and equipment I need to do my work right? questions? If not, what 3. At work do I have the opportunity to do what I do best every day? actions are being taken to 4. In the last 7 days have I received recognition or praise for good work? correct the problem? 5. Does my supervisor or someone at work seem to care about me as a

person?

6. Is there someone at work who encourages my development?

7. At work do my opinions seem to count?

8. Does the mission or purpose of my company make me feel like my work is important?

9. Are my coworkers committed to doing quality work?

10. Do I have a close friend at work?

11. In the last 6 months have I talked with someone at work about my progress?

12. This last year have I had opportunities at work to learn and grow?

Name: ______(optional) Phone: ______(optional) Fill in suggestions for improving sales, team work or management methods on next page.

Organizational Priorities Mapping (OPM) Objectively Tracking Progress Most business schools agree that there are about 40 best practice areas that can be measured on performance & priority Is your management team aware of all of the areas that are essential to your reaching your objectives? Is your performance in these best practices being measured, charted and managed for progress?

The following is just one approach for prioritizing areas of focus

The 41 Best Practice Areas The 200 Performance Measures

Rating Priority Mission, Vision, & Organizational Competitive Our mission statement clearly articulates our Strategy Advantage Focused Purpose purpose. Our mission statement is realistic. Our mission serves the best interests of all our primary stakeholders.

Our mission statement clearly differentiates our company from our competition. The Future Our vision statement clearly describes our future Perspective state. Our vision serves the long-term interest of our primary stakeholders. Our vision provides a foundation for our decision-making. Our company focuses on a primary point of Strategic differentiation as a key factor in formulating our Advantage strategic plan.

Our company’s competitive advantage is clearly understood by all our primary stakeholders.

Our employees clearly understand how their performance supports our competitive advantage.

Our company understands how to create a clear competitive advantage or point of differentiation within our market.

External Our company has clearly defined the buying Assessment Customer Profile characteristics of our target customers.

Our company has clearly identified the specific benefits our target customers seek.

Our company has clearly identified all issues that would discourage customers from purchasing our products or services. Our company has thoroughly assessed the bargaining power of our customers.

Our company has defined the ideal methods of distribution that our target customers prefer when buying our products or services.

Industry & Our company has clearly identified our direct Competitive Analysis competitors. Our company has clearly identified indirect or potential competitors. Our company has clearly identified the key strengths, weaknesses, and strategies of our direct competitors.

Environmental Our company has thoroughly assessed the threat Assessment of substitute products or services. Our company has analyzed the outlook for growth in our primary market.

Our customer base is growing at a rate that meets or exceeds industry standards. Our company maintains an ongoing, quantifiable market evaluation process.

Our company has identified the critical factors that are required to be successful in our industry.

Our company maintains or shares a position of dominance within our industry.

Our company has thoroughly evaluated the cost associated with regulatory compliance. Our company has analyzed threats and opportunities that could result from broad trends or changes in local, national, and world economies. Our company has analyzed threats and opportunities that could result from broad trends or changes in technology.

Our company has analyzed threats and opportunities that could result from broad trends or changes in the demographic structure of our market population.

Our company has analyzed threats and opportunities that could result from broad trends or changes due to legal or political events.

Our company has analyzed threats and opportunities that could result from broad trends or changes in policies and laws relative to the natural environment. Our company has analyzed threats and opportunities that could result from broad trends or changes in socio-cultural values and institutions. Our company has allocated the financial Internal resources necessary to achieve our strategic Assessment Finance intent.

Our company utilizes a comprehensive pricing model to make informed pricing decisions.

Our company has consistently performed within a targeted range of financial goals. Our operating budget reflects the financial allocations that are necessary to achieve our strategic intent. Our company utilizes a “Cost/Benefit” approach when allocating resources for any business opportunity.

Our company has identified the key financial indicators that will be used to measure progress against our strategic intent. Our financial plan contains sufficient flexibility so we can quickly adapt to economic or environmental disruptions. Our company utilizes an “If/Then” scenario- building exercise when formulating our strategic plan. Our company allocates the necessary resources to support a successful research and development R&D process. Our research and development process is innovative and creative. Our research and development process incorporates the feedback from all appropriate departments.

Our company effectively coordinates individuals and departments during the production phase of Production our products or services. Our strategic partners consistently fulfill their commitments relating to product or service production. Our product or service production process is cost efficient.

Our product or service production process is flexible, fast, and responsive.

Our company effectively coordinates individuals and departments to ensure successful marketing Marketing of our products or services. Our company has a clearly defined marketing plan. Branding is a key element of our marketing process.

Our company utilizes a comprehensive marketing database that provides management with detailed customer and market information. Our company employs an effective, comprehensive product or service management process. “Competitive Advantage” is a key driver in determining our resource and capital allocations for marketing.

All employees in our company take great pride in our ability to promote our products or services. Our company consistently analyzes the “Return- on-Investment” (ROI) of our major marketing campaigns. Our sales teams/channels consistently achieve Sales & Distribution their goals. Our sales teams/channels possess the necessary skills to achieve their goals.

We provide our sales teams/channels with the information they need to achieve their goals. Our management team employs a well-defined sales management process.

Our company effectively tracks sales activity from lead generation through closing. Our customer service standards are clearly Customer Service defined and documented. We consistently exceed our customer’s expectations.

We measure customer satisfaction by routinely obtaining direct customer feedback.

Our commitment to customer satisfaction and loyalty is understood and embraced by all employees within our company.

Our company employs a system to obtain and evaluate customer service feedback. Our company enjoys a higher rate of repeat business, referrals or customer loyalty than our competitors. Our company has clearly identified our key Vital Direction strategic objectives.

We prioritize each of our strategic objectives.

Our objectives are quantifiable and measurable.

At our company, all managers who are responsible for developing business or operating Resource Alignment plans participate in the strategic planning process. At our company, implementation plans must clearly specify how a division, department, or group will contribute to achieving our strategic plan.

During our strategic planning process, we clearly identify the resource requirements that will be necessary for each key objective.

At our company, we evaluate the capacity and performance levels of departments or individuals before increasing the workload. Organization At our company people are held accountable for Accountabilities their work. Employee goals reflect clear accountabilities and timelines. www.EchelonManagement.com www.CLevelC.com 513.621.8000 ©1990-2006 13 EEEccchhheeelllooonnniiinnnggg Strategic Planning as a Process of Self Assessment

Our management routinely reviews the status of our key objectives.

Our company measures key financial indicators to determine progress against our strategic intent.

Our company utilizes a standardized format in measuring and reporting the status of key objectives, initiatives, and goals. Management has carefully considered how our Organizational strategic plan impacts our organizational Design Basic Structure Structure Criteria structure. Our organizational structure is not influenced by company politics.

Our current organizational structure is conducive to the activities and key tasks associated with a “value chain” approach. Our organizational structure promotes collaboration and coordination between departments.

Structure Our ability to quickly modify our organizational Evolution structure is a key contributor to our success. Our organizational structure supports innovation and change.

Our management team has proven itself willing to reorganize divisions or departments, when necessary, to achieve our strategic intent.

Identifying Core Our company has clearly identified and articulated Core Competence Competence our corporate core competencies.

Our company has assessed the role our corporate core competencies play in contributing to creating and sustaining customer value.

Our company has assessed the role our corporate core competencies play in differentiating ourselves from our competition.

Our company has assessed the role our corporate core competencies play in identifying new product or service opportunities.

Leveraging Core Our company leverages its corporate core Competence competencies to increase customer value. Our company leverages our corporate core competencies to differentiate ourselves from our competitors. Our company leverages its corporate core competencies in order to seize new product or service opportunities. Information, Systems, & Organization Our company communicates our key objectives Technology Communication and goals to our employees.

Our company regularly communicates key performance metrics to our employees.

Our communication system effectively informs our employees about how well they are performing in relation to key objectives. Our company has identified the specific Targeted information our managers need to make informed Information decisions.

Our company continually updates information relating to the environmental factors that influence or affect our business.

Our company provides our managers with timely information reflecting the performance of their area of responsibility. Our company acquires and uses high quality information in order to make rapid strategic decisions. Our company has identified the specific internal systems that are necessary to support the Enterprising management functions of planning, analyzing, and Systems executing.

Our company has developed an integrated system whereby managers from different areas can share information to maximize company performance.

At our company, we use our information systems to support and emphasize cross-functional information flow.

Applied Our company clearly understands the impact of Technology technology within our industry. We are committed to developing or acquiring the necessary technology to support our strategic intent.

Our company has a process in place that seeks to discover new or improved technologies.

Our management team has developed concise Balanced policies and procedures to provide clear guidance Organization Oversight & and direction to all divisions, departments, and Efficiency Direction individuals.

Our management team has established effective internal processes to monitor compliance with current policies and procedures.

At our company, we make sure that our employees are NOT burdened by an overabundance of policy and procedure.

Our managers and employees feel that they can get things done without a lot of “red tape.” Our employees clearly understand their roles and responsibilities as they relate to each strategic objective. Synthesized Roles At our company, management roles are clearly & Responsibilities defined. At our company, there is no unnecessary redundancy with regard to individual roles and responsibilities.

Managed Our management team uses outsourcing or Outsource & strategic alliances, where appropriate, to support Strategic Alliances the achievement of our strategic intent. Our company outsources processes and functions that do not relate to our corporate core competencies.

Our company monitors the performance of our vendors and strategic partners.

Our company holds our strategic partners to the same high standard of performance that we expect of ourselves. Organizational Our company has carefully articulated our core Culture Values & Beliefs Values Integration values and beliefs.

Our company values take into consideration the needs of all key stakeholders.

Our company goes to great lengths to ensure that our values and beliefs are carefully aligned with our practices, systems, and processes. Our values and beliefs are reinforced in all internal communication. Our employees understand the critical importance of achieving the standards set down in our values and beliefs.

Our values and beliefs are carefully considered during our strategic planning process. Our company culture is consistent across all Values Credibility divisions or departments.

At our company, no business strategy is ever adopted that might violate our values and beliefs.

Our company values and beliefs are reviewed periodically to ensure that they remain relevant. The daily experiences of our employees are consistent with the direction set forth in our values and beliefs. We are careful to rectify circumstances that are in violation of our beliefs.

Cynicism is virtually absent in our company.

Employees across all divisions or departments Management generally experience management styles that are Leadership Modeling consistent with our values and beliefs. Our managers consistently model the behaviors and principles articulated in our company’s values and beliefs. At our company, employees have confidence in our senior leadership.

Our company’s senior leaders are honest. Strategic/Tactical Our managers possess an effective balance of Balance strategic and tactical skills. Our managers consider the long-term implications of their decisions and actions, not just the short-term gains. Our managers do an excellent job of communicating our strategic plan down throughout our company. Our managers know when to personally manage projects and when to let their staff have the Empowerment authority and control.

Employee involvement is consistently encouraged.

Decisions in our company are made without unnecessary “chain of command” approvals.

At our company, authority to make decisions is driven down to lowest appropriate level.

At our company delegation is viewed as a tool to develop and motivate our employees.

Developmental Our managers understand the importance of Coaching maintaining their employee’s self-esteem. It is the nature of our managers to show appreciation to employees for their good performance. Our managers expect and encourage employees to demonstrate initiative.

At our company, coaching to improve work performance is considered to be a developmental rather than punitive process.

Our managers make a concerted effort to integrate employees’ personal goals and aspirations with company goals and objectives. Building Effective Our managers are skilled at building productive Teams teams.

Our managers are effective at building employee support around goals and objectives.

We effectively integrate multiple areas or functional disciplines to better achieve our strategic intent. Our managers are skilled at leading and facilitating meetings.

Our company utilizes a targeted recruitment and Human Resources Selective selection process to ensure that only high-caliber Systems Recruitment candidates are considered for open positions.

During our recruitment process, we evaluate whether or not outside candidates are compatible with our company culture. Our managers possess excellent interviewing skills. Before making a hiring decision on a high profile position, our managers seek the opinion of their colleagues. Our managers are evaluated on their success at recruiting top talent.

Employee Our company provides new employees with a Orientation comprehensive orientation program.

Our orientation program clearly underscores the importance of our values and beliefs. Our senior managers participate in the orientation program. Continuous Our company places a high priority on training Learning and development.

Our company provides educational programs to ensure that our employees have the necessary skills to work at their optimum level. Our training programs have a positive impact on our performance. Our training programs directly support our strategic goals. Training programs at our company are well designed and structured. Our company provides comprehensive management development training.

Our company spends a strategically proportionate amount of money on training.

Performance Our company has a well-designed succession- Management planning program.

Our company employs a results-oriented performance management process. As part of our performance management process, managers and employees mutually agree upon goals. Our managers are results-oriented. Interim performance appraisals are a common practice in our company.

At our company, annual performance appraisals are complete and well substantiated.

At our company, annual performance appraisals are conducted in an appropriate setting with no interruptions. Given our vision and strategy, we are rewarding Reward Systems the appropriate skills. Given our vision and strategy, we are rewarding the appropriate behaviors. Our company rewards employees in a manner that is fair and equitable.

Employees feel that the rewards for achieving their goals are proportionate to the effort.

Promotions are deserved and are based on the individual’s competence and performance. At our company, team performance, is rewarded at a level equal to or greater than individual performance.

At our company, ideas and opinions are Organization Informal exchanged openly, regardless of position or title, Character Communication and without fear of reprisal.

Conflict or disagreement is used productively to achieve more complete solutions. We have an “open door” policy. Although we use e-mail and voicemail to communicate, we encourage face-to-face conversations, wherever possible. Organization Our management team regularly solicits feedback Feedback from our employees.

Our company currently has a communication vehicle in place to encourage employee feedback.

Our managers take the time to communicate the results of employee feedback. Adaptability to Change Our company is proficient at change management.

When significant changes occur, care is taken to ensure that all employees understand the compelling reasons for the change.

When significant changes occur at our company, care is taken to ensure that all employees understand the process that will be used to implement the change. Our employees not only expect change, they are invigorated by the challenge.

We are a highly functional company, able to respond and adapt to change effectively.

Future Meeting Discussion Areas If you are interested in engaging help in making your strategic planning more of continuous improvement process like Drucker’s Self Assessment, here are five areas we would need to discuss. So that everyone can be as prepared as possible, review this list of possible questions in the five areas.

Objectives: What is the ideal outcome you’d like to experience? What results are you trying to accomplish? What better product/service/customer condition are you seeking? Why are you seeking to do this (work/project/engagement)? What are a few of your highest priority objectives? Over the next 6, 12, 36 months?

Measures: How will you know we’ve accomplished your intent? How, specifically, will the operation be different when we’re done? How will you measure this? What indicators will you use to assess our progress? Who or what will report on our results (against the objectives)? Do you already have measures in place you intend to apply? What is the rate of return (on sales, investment, etc.) that you seek? How will we know the public, employees, and/or customers perceive it? Each time we talk, what standard will tell us we’re progressing? What is your expectation of investment required?

Value: How important is this need? What are your key decision criteria in choosing a resource? How would the operation be different as a result of this work? What would be the return on investment (sales, assets, equity, etc.)? How would image/repute/credibility be improved? What harm (e.g., stress, dysfunction, turf wars, etc.) would be alleviated? How much would you gain on the competition as a result? How would your value proposition be improved? What will these results mean for your organization?

Investment: Have you arrived at a budget or investment range for this project? So we don’t waste time, are there parameters to remain within? Have you done this before, and at what investment level? Would you be amenable to my providing a variety of options?

Parameters: Should we plan to also coach key individuals essential to the project? Would you benefit from benchmarking against other firms? Should we run focus groups/other sampling to test employee reactions? Would you like me to test customer response at various stages? Is there anything we haven’t discussed which could get in the way? When should we schedule are next contacts?

Echelon Management Philosophy

Partnership

¾ Partnership not an exchange

¾ Process not a project

¾ Consider us as a partner in working toward your objectives

Protected

¾ Fees not based on time but on scope of services

¾ Our partnership is fully cancelable at any time

¾ You risk nothing by beginning the process

Process

Ours is a Process of continuous improvement in the progress you make toward your objectives

¾ Review & possible refinement of Vision, Mission, Values and Roles…then Objectives are set in the 8 areas of business

¾ Measures are taken in the areas of highest impact

¾ Progress is charted on a regular basis (quarterly is common)

Sarah 8, Katherine 2, Julia 4, Julie, Mark Sr., Lauren 6 & Mark Joseph 10 - Natural Bridge, KY Oct. 2003

Bio - Mark J. Faust Sr., CPCM

Since Echelon Management’s inception in 1990, Faust has conducted hundreds of sessions for clients from companies such as Apple, Monsanto, Syngenta, Bayer Crop Science, IBM, GE, MCI, Cable & Wireless, Novell, P&G, etc. As principal of Echelon Management®, Faust focuses on improving personal and organizational performance for teams in the Fortune 500 as well as small and medium sized companies.

Faust is an adjunct professor at the University of Cincinnati and has included in his roles, Board Member and Adjunct COO for clients. He has been a member of the Society of Professional Consultants, and was awarded the Certified Professional Consultant to Management designation, Certified VCEO Administrator as well as the Professional Speaker certification from the National Speakers Association.

Echelon’s services include:

¾ Quarterly Strategy Echelons – A type of CEO Roundtable focusing on improving strategy ¾ Facilitation of Strategic Planning – Team Building/Organizational Development ¾ Customer Interviews – Discovering potential new sales with existing customers ¾ Sales Management Training & Consulting ¾ Sales Innovation & Growth Programs ¾ Keynote Speaking & Training ¾ Executive Coaching

Ω