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Managing the Defining Moment

Managing the Defining Moment. Core Message…. Our experience is that there are only 3-5 critical imperatives that really matter. A company that has “multiple conflicting priorities” cannot succeed!. Unhappy and Increasingly Demanding Customers. Cash Management. Quality Control and Maintenance.

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Managing the Defining Moment

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  1. Managing the Defining Moment

  2. Core Message… • Our experience is that there are only 3-5 critical imperatives that really matter. • A company that has “multiple conflicting priorities” cannot succeed!

  3. Unhappy and Increasingly Demanding Customers Cash Management Quality Control and Maintenance Competition For Focus and Alignment Lender Management Limited or No Pricing Power Labor Costs A Typical Day at the Office Vendors Product and Service Validation and Obsolescence Legal and Regulatory Issues Corporate Infighting Financing Challenges Avoidance of Negative Publicity Driving Revenue Union Demands

  4. Signs of the Times – Survey Says… • Globalization is causing unprecedented competitive pressure. If you are waiting for the economy to recover, you may not be around. Get used to short product cycles, unrelenting cost pressures, and uncertainty 1. Triumph of Unforgiving Markets

  5. Signs of the Times – Survey Says… • Less and less time, to evaluate more information than has ever been available. • Loss of focus on “What’s really important”. 2. Information Overload

  6. Signs of the Times – Survey Says… • Who really owns the initiative for your Performance Critical activities? • If more than one person is “accountable”, it’s likely no one is. 3. Lack of Single Source Accountability

  7. Signs of the Times – Survey Says… “I Deserve a Bonus/Raise/Promotion!” (…regardless of the company’s performance).” “Everyone Else is Getting Theirs” 4. Manager/Employee Entitlement

  8. Signs of the Times – Survey Says… If you list 3 imperatives for the next 6-9 months, would your staff all be working toward them? Probably Not. 5. Alignment and Focus

  9. Early Warning Signs The organization lacks alignment Lack of accountability for results Spending is increasing while financial results are mediocre or worse Layers of management, layers of spending, elongated approval process Sales may be increasing but the A/R collection cycle is increasing and cash flow is decreasing

  10. What should be done? • Step back and understand how important the alignment issue is. Get your organization in alignment with a clear understanding of the imperatives. Get rid of multiple conflicting priorities. • Realize that at the end of the day someone has to have that “single source accountability”. If more than one person is responsible then typically no one is. • Spend money where the expenditure creates productivity, focus on the imperatives. • Decide what “victory” looks like and communicate it throughout the organization.

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