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Growth Strategy Execution by Peggy Klingel

Executing growth strategies requires strong communication and leadership throughout the process. This presentation reviews some of the key steps needed to successfully implement a strategy change. This is helpful information for change management, growth and turnaround initiatives. It includes insights on leadership, team building, strategy execution, sales, revenue generation and market strategy.

PeggyKlingel
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Growth Strategy Execution by Peggy Klingel

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  1. Peggy Klingel 608-512-8830 PeggyKlingel@gmail.com How to Start Fast & Deliver Results Sales and Market Strategy Development and Execution Growth Strategy Execution Change Management, Startup & Turnaround Expertise www.linkedin.com/in/peggyklingel PeggyKlingel@gmail.com www.twitter.com/PeggyKlingel

  2. New revenue strategies = change.

  3. New revenue strategies = change. Change impacts many areas and can provide great opportunities.

  4. Change also produces fear and uncertainty. • The aversion to change is not going away. • Even “change agents” sometimes feel unsettled. • Effective leaders acknowledge and address the fear. • Communication is the single most important tool leaders possess. • Gaining consensus and sharing the strategy is vital for success. • Consistent progress alleviates the fear and mitigates risk.

  5. Change also produces fear and uncertainty. • The aversion to change is not going away. • Even “change agents” sometimes feel unsettled. • Effective leaders acknowledge and address the fear. • Communication is the single most important tool leaders possess. • Gaining consensus and sharing the strategy is vital for success. • Consistent progress alleviates the fear and mitigates risk. Developing, communicating and acting on the strategy quickly provides the best chance of success.

  6. Start fast to mitigate these risks. Opportunity: Missed opportunities may occur if the problem has existed for a while before a decision is made to act.

  7. Start fast to mitigate these risks. Opportunity: Missed opportunities may occur if the problem has existed for a while before a decision is made to act. Market: The market continues to evolve and grow while the problem is negatively impacting the organization’s execution.

  8. Start fast to mitigate these risks. Opportunity: Missed opportunities may occur if the problem has existed for a while before a decision is made to act. Market: The market continues to evolve and grow while the problem is negatively impacting the organization’s execution. Retention: Employees usually know the problem exists and are watching to see if it is addressed before deciding to stay or go.

  9. Start fast to mitigate these risks. Opportunity: Missed opportunities may occur if the problem has existed for a while before a decision is made to act. Market: The market continues to evolve and grow while the problem is negatively impacting the organization’s execution. Retention: Employees usually know the problem exists and are watching to see if it is addressed before deciding to stay or go. Financial:The financial impact of not acting will continue to drain revenue and productivity while increasing the cost to change.

  10. Start fast to mitigate these risks. Opportunity: Missed opportunities may occur if the problem has existed for a while before a decision is made to act. Market: The market continues to evolve and grow while the problem is negatively impacting the organization’s execution. Retention: Employees usually know the problem exists and are watching to see if it is addressed before deciding to stay or go. Financial:The financial impact of not acting will continue to drain revenue and productivity while increasing the cost to change. Technology: Solutions may require new technology that is never going to be perfect requiring a start and evolve approach.

  11. Communicate while you develop the plan. • Tie the strategy to your vision & mission. • Explain why the strategy is important. • Be clear the plan is a work in progress. • Solicit input across the organization. • Never stop asking questions. • Listen harder than you question. • Research, validate and adjust the plan.

  12. Communicate while you develop the plan. • Tie the strategy to your vision & mission. • Explain why the strategy is important. • Be clear the plan is a work in progress. • Solicit input across the organization. • Never stop asking questions. • Listen harder than you question. • Research, validate and adjust the plan. Collaboration on revenue growth plan development encourages ownership and reduces anxiety.

  13. Keep communicating as you execute.

  14. Keep communicating as you execute. • Develop a communication plan. • Enlist multiple messengers. • Keep the message consistent. • Share early and often. • Engage in a dialogue. • Explain what’s still unknown. • Define risks & opportunities.

  15. Keep communicating as you execute. • Develop a communication plan. • Enlist multiple messengers. • Keep the message consistent. • Share early and often. • Engage in a dialogue. • Explain what’s still unknown. • Define risks & opportunities. Make the case for change over and over again.

  16. Then what?

  17. Then what? Listen and ask more questions!

  18. Engage in relentless learning. Constantly ask: Can we execute the plan?

  19. Keep probing to validate as you execute. Market Research What has changed? What are competitors doing? Does our product meet a need? How do we differentiate? Where is future growth?

  20. Keep probing to validate as you execute. Market Research Customer Knowledge What has changed? What are competitors doing? Does our product meet a need? How do we differentiate? Where is future growth? Are they happy? Why did they leave? Why did they buy? Is customer sat measured? Any trends in the feedback?

  21. Assess and monitor capabilities. Available resources What technology do we need? Is the capital available? What else do we need? How fast can we move? Is it fast enough?

  22. Assess and monitor capabilities. Staff knowledge & skills Available resources What technology do we need? Is the capital available? What else do we need? How fast can we move? Is it fast enough? Who’s on board? Who’s unsure? What’s causing hesitation? Is new training is needed? Do we need additional staff?

  23. The plan may will change. • Establish KPI’s and measure progress.

  24. The plan may will change. • Establish KPI’s and measure progress. • Keep your eyes and ears open for feedback.

  25. The plan may will change. • Establish KPI’s and measure progress. • Keep your eyes and ears open for feedback. • Adjust the plan and communicate why it’s changing.

  26. The plan may will change. • Establish KPI’s and measure progress. • Keep your eyes and ears open for feedback. • Adjust the plan and communicate why it’s changing. • Reward risk takers whether their idea worked or not.

  27. The plan may will change. • Establish KPI’s and measure progress. • Keep your eyes and ears open for feedback. • Adjust the plan and communicate why it’s changing. • Reward risk takers whether their idea worked or not. • Target early wins and celebrate success.

  28. The plan may will change. • Establish KPI’s and measure progress. • Keep your eyes and ears open for feedback. • Adjust the plan and communicate why it’s changing. • Reward risk takers whether their idea worked or not. • Target early wins and celebrate success. Change is expected – stay focused and moving forward.

  29. Start fast / adjust the plan / deliver results. Successful change is achieved through great teamwork.

  30. Growth Strategy Execution Peggy Klingel How to Start Fast & Deliver Results 608-512-8830 PeggyKlingel@gmail.com Start Now! Sales and Market Strategy Development and Execution Change Management, Startup & Turnaround Expertise www.linkedin.com/in/peggyklingel PeggyKlingel@gmail.com www.twitter.com/PeggyKlingel

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