Value propositions

The following are two important events - the election of a new and revolutionary government in Washington and the financial and economic downturn, I found myself working with companies to concentrate in distress and in some cases, reinvention. For the most part these companies are well established, mid-market companies with proven management teams, established customer base and value propositions that historically was well. Many of them are government contractors with long-term relationships with customers and program - established contracting vehicles - and a business model as they drove through the years of growth. Recently, something that is not nearly as good as before? Sales have been flat - Customers have begun to seek other alliances - Business Development team has started to lose traction - companies are not as good as it was. It's usually when I either contacted by the CEO, Chairman or lead investor.

Step One - Defining the Challenges

Most of my commitments this type start with a process that builds a strategic planning retreat. The first step involves a series of increasingly detailed interviews with employees, customers and experts within the company's business. Enormous amounts of data are collected and correlated. Pattern arises.

Then we organize a company-wide Assessment Program. Most of the time that we are a web-based method to collect further information. There are several advantages to this approach. First of all, the answers are confidential - no one from the company sees the raw data. Second, the rating is on the computer of the individual's privacy his office closed area. Thirdly, the studies assess the specific company - no one-size-fits-all tailored packages. Finally, the collected data are analyzed quickly and easily.

In many cases, the evaluation process well beyond the company and management team. Within the company, we conduct interviews and collect data to evaluate the series in. This will ensure that we are not only the ratification of certain administrative assessment of the situation and solutions - we will get a more accurate and comprehensive picture of what is going on.

The assessment program includes a customer, supplier and consultant resources that support the company. Again, it is our goal to develop a comprehensive and accurate assessment of what is going forward and why not to identify past experience of the expectations.

The data from interviews and assessment program provides the basis for next step. The consultant team poured over data, and contains the essential elements of information that suggests, is "blocking", "conflicts", "Development of inefficiency", "Discrepancies between expectations and reality" and much more. In medicine is the technical language that reaches a diagnosis based on a thorough examination of the patient and the environment. At the end of this first phase we have a solid understanding of the challenges that the company is exposed and causes of these challenges have become more developed a problem, how times have changed.

Step Two - delivering the message

These obligations have a rhythm that can be disruptive for the customer. The first step involves a very direct contact with team members, employees, customers and consultants. The analysis covers a wide range of contacts and an opportunity for people in their understanding, concerns and visions for the future to register. When the line is pretty quiet. The consultants are very busy days at the data - Analyze the results - and the preparations for the next major contact with the company. But silence can seem threatening when they do not participate in the discussion.

Things change when we start the meeting, to organize a kick-off to the next step - it is time to send the message. Originally, we deliver results and recommendations to a small group. Often this is the board of directors or investors. Part of this presentation is a recommendation for a longer process. It is not enough to meet the challenges - must understand that, in an organized and focused way to overcome it and move in new directions with variable and generate profitable results.

Very often the second step in the realization of the message includes a stay embedded in a strategic planning meeting, all by hand. This is a two-step process. In the first, collecting a management team in a remote location. The Consultant team shall present its conclusions and recommendations. This process is extensive and very detailed. Our goal is to make the first team a clear picture of the challenges and opportunities for the company. (1)

After receiving the management, board member and investor briefings, it's time to cover a large number of employees, customers and consultants.

Do not go with "Yesterday's Tomorrow's maps

The key to most of these engagement proved to be the value propositions as the core of the business model. In the middle of a business model the most important definitions of what constitutes an enterprise value for the customer is. Big changes, because the definitions above can be described as efficient - less attractive to customers. Value sets are the equivalent of "Wind Rose" which you can find on the maps. It defines True North oriented and all activities and focus on a single assumption. Without a reliable compass, measures uncoordinated and travel accident.

We begin with the data collected. We ask the employees of the "strategic visionaries. The process begins with a survey of the fundamental AMBergh. The first message is delivered meetings with the Board, investors and senior team to take the lead in a number of weeks or months. These guided discussions on this to further research and delivery of new information. The focus of the process - yes, her goal - is to make the agony of existing businesses in new and more productive value provides convenient - they are more profitable and efficient in the new circumstances. (2)

After the A-team's work is done, it's time for a larger group involved. We do this by organizing an all-hands-retreat. The group supplemented with strategic resources. The program includes public presentations, breakout sessions and workshops. There are two objectives. The first is to get extra grants - an overview of the High Level Group has done. (3) The second is to begin the process of getting everyone on the same page.

Rising Tide lifts all boats

There is always a growing excitement that comes from those all-hands retreats. Employees who thought that the company has driven - it's leadership "just does not get it" - new energy and focus. It's not just that they have a new message that makes more sense - it is that in crafting the new message is involved - The determination of the new direction for the company. The positive energy that can be generated is obvious - there is a sense of power - a renewed sense of family and common goals.

Keep meetings focused and productive can be a real challenge for mediators. In the initial phase, it is a question for all, the vision to see - on the same page to come. In the later stages, it is a challenge to keep everyone on same page. Energy rises, some people race on or enter into new directions. The experience is much like a horse back to health. In the early going, you can see his comfort and nutrition. Perhaps a slow walk through the pasture is all that it entails. But when the horse has recovered, you can hold on for dear life as it races through the meadow and found at the stone wall!

Consolidation of the results - to prepare for next step

It is extremely important to the program to renew an extension of this all-hands meetings. Follow-up sessions should be organized. These meetings should be all about execution. One of the dangers of the whole process is that the initial rush enthusiasm is dissipated for a lack of effective sales organization. If you have "revved the engine, it is important to let the clutch. Finally, the real purpose of bringing the vehicle ahead.

[1] An immediate advantage of this method is that much discussion will be defined in terms of avoiding "problem". After such a session, "said one CEO, 'You've just saved us two days of unproductive discussions. Past strategic planning features are stuck with these discussions. Each had his own opinion, what you are looking for to meet the challenges and solutions. Now we have a clear definition of the two and can extend into the process of devising solutions. This is a very productive Retreat - the best we've ever had. "

Help [2] Some examples could be. One company had built a great deal of value bills, now seemed increasingly irrelevant. They supported combat operations while their customers were willing to fight for after-world. Another company offering technology that provides built on an architecture that had adopted the client also. In both cases, the old value of the proposals will not be future support of business and must be modified to reflect the new reality needs.

[3] This is an important step and one that is often overlooked. One such presentation to test the High Level Group carried out. An all-hands leaving marks a critical assumption that such evidence had been occupied, and put the process back almost to its inception.