ORGANIC GROWTH ORGANIC GROWTH Objectives for today: 1. Identify a - - PowerPoint PPT Presentation

ORGANIC GROWTH

ORGANIC GROWTH

Objectives for today:

• 1. Identify a proven framework for growth.
• 2. Review the approach and tools.
• 3. Showcase case studies & examples.

PLAN PEOPLE PROCESS

ORGANIC GROWTH. THE FRAMEWORK.

PLATFORM

Plan

PLAN PEOPLE PROCESS

ORGANIC GROWTH. THE FRAMEWORK.

PLATFORM

• ID opportuni+es

that drive growth

• Priori+ze strategies

with fast impact

• Develop & execute
• pera+ng plan
• Model, measure,

learn, repeat.

GOGROWTM KEY STAGES

STAGE 1

• Goals
• Reality
• Opportunity
• Waypoints

STRATEGIC SUMMIT (2 DAYS)

STAGE 2

MARKET INFORMATION:

• Industry & Market Data
• Competitive landscape
• Success factors

MARKET INFO CUSTOMER INSIGHTS PAST STRATEGIC PLANNING FINANCIAL PLAN

• Where do we want to GO?
• What is our reality?
• What are the actions that get us there?
• What drives growth & value?

STAGE 3

GTM ACTION PLAN (+ 4/6 WKS)

STRATEGY EXECUTION

CONSIDERATIONS

DISCOVERY (- 4 WKS)

CUSTOMER INSIGHTS:

• Segmentation
• Consumer profiles
• Journey Mapping

PAST STRATEGIC

• Mission, Vision, Values
• Positioning, Value Prop
• SWOT
• KPI’s

FINANCIAL PLAN REVIEW:

• Investment Model Thesis
• 3 year Forecast
• Prior year and current YTD

performance vs plan

GROWTH SURVEY ANALYSIS:

• Review by functions
• ID’s critical issues and gaps
• Prioritizes activities for off-site
• Confirmed by participants

Growth Strategy Growth Strategy Growth Strategy Growth Strategy Growth Strategy Growth Strategy Enabling Strategy Enabling Strategy

GROWTH (OR ENABLING) INITIATIVE – 4W DETAIL

Summary Tactical

People

PLAN PEOPLE PROCESS

ORGANIC GROWTH. THE FRAMEWORK.

PLATFORM

• Talent Acquisi+on
• Employee

Engagement

• Employee Reten+on
• Culture
• ID opportuni+es

that drive growth

• Priori+ze strategies

with fast impact

• Develop & execute
• pera+ng plan
• Model, measure,

learn, repeat.

• SHIPWARE. IT’S ABOUT THE PEOPLE.

TALENT ACQUISITION

• What’s in an ad?
• Predictive Index

EMPLOYEE ENGAGEMENT & RETENTION

• Team Events
• Chairs
• Engagement Platform
• MOS

CULTURE

• Values Driven
• Daily Intentionality

Process

PLAN PEOPLE PROCESS

ORGANIC GROWTH. THE FRAMEWORK.

PLATFORM

• Talent Acquisi+on
• Employee

Engagement

• Employee Reten+on
• Culture
• ID opportuni+es

that drive growth

• Priori+ze strategies

with fast impact

• Develop & execute
• pera+ng plan
• Model, measure,

learn, repeat

• Leadership driven,

team executed

• Process is agnos+c

and works for every func+on

• Iden+fy KPI’s, then

develop process

• Measure, Report,

Improve

PROCESS FIRST. TECHNOLOGY SECOND.

• Process is critical to the success of any growing business
• Invest early and often
• Must be leadership driven but executed by the team
• Process spans all departments
• Marketing and Sales can benefit the most
• Establish Key Performance Indicators (KPIs) then develop process
• Measure, report, improve
• Continuous improvement never ends

• QUESTIONS. TO CONSIDER.
• Process is critical to the success of any growing business
• Invest early and often
• Must be leadership driven but executed by the team
• Process spans all departments
• Marketing and Sales can benefit the most
• Establish Key Performance Indicators (KPIs) then develop process
• Measure, report, improve
• Continuous improvement never ends

Phase 2 Phase 1 Phase 3 Phase 4 Phase 5 Phase 7 Phase 8 Phase 6

1

Process

• 1. How do I get started?
• 2. Where should I focus first?
• 3. What outcomes should I expect?
• 4. How do we change to be process-centric?
• 5. What is the best approach for implementing?

Platform

PLAN PEOPLE PROCESS

ORGANIC GROWTH. THE FRAMEWORK.

PLATFORM

• Talent Acquisi+on
• Employee

Engagement

• Employee Reten+on
• Culture
• ID opportuni+es

that drive growth

• Priori+ze strategies

with fast impact

• Develop & execute
• pera+ng plan
• Model, measure,

learn, repeat.

• Leadership driven,

team executed

• Process is agnos+c

and works for every func+on

• Iden+fy KPI’s, then

develop process

• Measure, Report,

Improve

• Process first,

PlaKorm second

• Priori+ze business

func+ons

• Understand total

cost to operate

• Focus technology
• n Value to
• rganiza+on

• PLATFORM. TECHNOLOGY.
• Only invest after process is developed and in place
• Apply a holistic approach
• Start with most important business functions
• Don’t paint yourself into a corner
• Understand total cost to operate
• Technology changes rapidly, be prepared
• Don’t get caught up in ‘features’
• Technology is not ‘cool’ but it is ‘valuable’

That accelerate business growth

Platforms

• QUESTIONS. TO CONSIDER.

Platform

TECHNOLOGY COMPUTING UTILITY INTERACTION MARKETPLACES ON-DEMAND CROWDSOURCING DATA HARVESTING

• 1. How do I perform a needs assessment?
• 2. Where should I look for recommendations?
• 3. How do I select the right platform?
• 4. What does implementation look like?
• 5. How should I plan for ongoing support?

CASE STUDIES

Rod Turner. Manhattan Street Capital.

• Michelangelo virus preparation for huge scale impact
• Symantec Failed Launch; Six-Pack
• Norton Failed launch of prime product
• Double challenge after Ashton-Tate IPO

• 2016. IT WAS MESSY.

SALES & MARKETING (SCATTER DIAGRAM) SUPPORT (MANUAL) DELIVERY TEAM #1 (OPS) (POORLY LEAD) SIDE BUSINESS (MONEY & TIME) DELIVERY TEAM #2 (OPS) (INCONSISTENT)

PLAN PEOPLE PROCESS

MANAGED SOLUTIONS. SIMPLIFY. FOCUS. ALIGN.

PLATFORM

• Organiza+onal

Alignment: A Work in Progress

• Narrowed Focus: What

& Who: Took me too long

• Sales:

Struggling s+ll – leadership & non- technical sellers

• Marke+ng:

Overhauled Team, Messaging & Website

• Sr. Leadership Team: I

took too long to get right people in right roles, including the Founder

• Defined Core Values &

Growth Mindset: Big Contributors

• Clarity @ Roles &

Decision Making: A Work in Progress

• Successful Recrui+ng: Hit

and Miss

• Automated TONS of

Internal Processes: Freed Up Time, Shortened Sales Cycle, Increased Consistency

• Financial Dashboards:

Massive Progress & S+ll More

• Changed Numerous

Internal Apps: Success

THE FIVE. Key Questions.

• 1. If I could build my Leadership Team from scratch, who would I rehire?
• If no, what will I do about it?
• 2. Is my business model easy or complicated for new sellers to learn and sell effectively

within 60 days of hire?

• If not, simplify the complexity AND hire sellers from your industry
• 3. Do each of your Employees know what’s expected of them in their role; AND do you

know how & where they each want to learn and grow?

• 4. Do you have Core Values that are known, defined and modeled by all.
• If not, get started with Sr Leaders and a cross-company team
• 5. Do you have a regular structure in place to facilitate business review conversations

AND are the metrics sufficiently detailed enough to tell the full story?

• TODAY. THE RESULT.

TODAY

2 DELIVERY TEAMS

ALIGNED

focused

SALES & MARKETING

FOCUSED

SUPPORT

STREAMLINED

Key Takeaways

PLAN PEOPLE PROCESS

ORGANIC GROWTH. KEY TAKEAWAYS.

PLATFORM

• Talent Acquisi+on
• Employee

Engagement

• Employee

Reten+on

• Culture
• ID opportuni+es

that drive growth

• Priori+ze strategies

with fast impact

• Develop & execute
• pera+ng plan
• Model, measure,

learn, repeat.

• Leadership driven,

team executed

• Process is agnos+c

and works for every func+on

• Iden+fy KPI’s, then

develop process

• Measure, Report,

Improve

• Process first,

PlaKorm second

• Priori+ze business

func+ons

• Understand total

cost to operate

• Focus technology
• n Value to
• rganiza+on

For the Organic Growth Toolkit visit:

www.growwithgo.com