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OPUS PATHFINDER STRATEGY WORKSHOP

OPUS PATHFINDER STRATEGY WORKSHOP. Tuesday 30 th & Wednesday 31 st October 2007. Agenda and the workshop process. Introduction Where are we now? Vision of the future: where do we want to get to OK we are there Now - how did we get there? Action Plan Checkback. VISION. What? When?

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OPUS PATHFINDER STRATEGY WORKSHOP

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  1. OPUS PATHFINDER STRATEGY WORKSHOP Tuesday 30th & Wednesday 31st October 2007 Opus Maxim & Opus Plus Confidential

  2. Agenda and the workshop process • Introduction • Where are we now? • Vision of the future: • where do we want to get to • OK we are there • Now - how did we get there? • Action Plan • Checkback VISION What? When? How? NOW Look back from the future & ask what we did to get there? Success Factors! Opus Maxim & Opus Plus Confidential

  3. Expectations from the Workshop • A small number of focused and achievable objectives / actions for growth of the business. Honesty / Trust / Confidentiality / Sincerity • Sustainable growth – not feast and famine • Business development, what and how? Freeing up time enough to pursue identified objectives • Structure / Resource • Release from the business to have creative time. Good interaction and fun • Time for strategy Opus Maxim & Opus Plus Confidential

  4. Where are we now? • Opus Maxim • Formed 1993 • Privately owned • Opus Plus acquired 2002 • Zeta Dynamics acquired 2006 • Working Shareholders/Directors for both Limited companies • Nigel & Maureen Weir • The business is very solvent – we owe no one! • Turnover target for 2007 – 2008 Opus Plus £1.2MM, Opus Maxim £3.5MM • Excellent market position • Under resourced! • We cannot stand still (beware of the comfort zone!!) Opus Maxim & Opus Plus Confidential

  5. BOSTON PORTFOLIO MATRIX OpportunitiesStars Mare’s Tail Compact Flotation Low High CFD Marine Ecotoxicology Market Attractiveness Production Optimisation Fluids Characterisation Test Facility DogsCashDogsCashCows Low Competitive Strengths High Opus Maxim & Opus Plus Confidential

  6. Differential SWOT Analysis Strengths Weaknesses • Industry knowledge • Customer retention (1 customer lost) • 17yrs experience • Independence • Performance • Copy rights / patents • Our reputation with our existing client base • Added value / value for money • Close to client needs • Quality • People – good team • Reliability, client trust, dependable • Sales & marketing – lack of knowledge, experience and expertise • Resources – personnel and cash • Lack of an international network • Lack of expertise • Customer base – in a comfort zone • Procrastination • OP location – Flotta • Blinkered horizons, restricted horizons • Management structure – not solid. • Individual’s skills are diluted due to extension • Challenging vision • IP – CFU protection Opportunities • Zeta Internals – not yet properly investigated. Requires R&D • Freshwater testing • Eyetech – Collaboration opportunity (Ankersmid) • Sub sea separation • MT 2nd generation • R&D – new and existing technologies • CFU rental and testing • Transvac, a new supplemental technology, but without market coverage • Physical testing • Waste processing • Renewable energy • Rising oil prices. New fields with more expensive exploration • Continually increasing regulations. • Partnerships- Prospect, Costacurta (international market development) • Corda collaboration (OP) – new regulations / testing • Joint ventures • Licensing IP / Technology • Outsource testing fro major in-house operations • Investigate adjacent markets such as waste management • Joint projects with Scottish EA • Water Industry • Pulp & paper • Mining • Could we sell our products as a service? Threats • Falling oil prices – customers become wary of spending • Diminishing regulations (2011) • Poor performance CFU / MT technology • Loss of key personnel • New technology esp. chemical testing • Partnerships – networking Opus Maxim & Opus Plus Confidential

  7. Key Strategic Issues • Sales • Marketing • R & D, technology upgrade and development • Resources required to achieve 1 & 2 • Market development • Manage resources for R & D. Incorporate into business strategy. • Strengthen product portfolio and consolidate existing products Overall conclusion is Enhance Technology, Invest in Sales & Marketing and Increase Resource Opus Maxim & Opus Plus Confidential

  8. Vision 2011 Environment Opus Rising NewDawn Industry Energy BrightIdeas Timetothink Water We are a leading international technology & solution provider in process & energy industries whose progressive development is based on teamwork and partnerships, taking pride in adding value to our clients businesses and their environmental needs. Concise Destination Inspiring Challenging Clear Opus Maxim & Opus Plus Confidential

  9. Opportunity Map • Notes: • This pattern is consistent with an off track Phase 2 business, plenty of growth available; • Leadership & Management needs to improve; • Key to making change happen is Marketing; • Followed by Sales 100% Wishful Thinking/ NBC • Leadership / Management Critical Success Factors • Finance Control / Business Model • Marketing / Market Research / Development Key Opportunities • People / HR / Training • Sales & Account Management Relative Future Value • Product / Method Development Emerging Opportunities • Legal / IP / Patents Maintainers • Acquisitions / Partnerships / Alliances / Agents • Systems / Processes / IT Overkills Gripes • Premises / Offices / Locations 0% 1 2 3 4 5 6 7 8 9 Current Performance Opus Maxim & Opus Plus Confidential

  10. The Growth Curve Growth Phase 1 Formative Phase 2 Normative Phase 3 Integrative Bifurcation Opus current position Trial & Error Commitment Pattern Search Informal control Innovative Creative Entrepreneurial Leader dependent Learning Re-birth Integrate experience Interdependent Discontinuous Change Unpredictable Simplify Teams Intrapreneurial Re-create Organised Formal Repeat pattern Independent Norms, systems Predictable Incremental Change Time Opus Maxim & Opus Plus Confidential

  11. What did we do to get there? - Brainstorm Finance/Financial Control People / HR / Training Marketing / Marketing Research • International Market • Expand Geography • Ankersmid, Prospect, Transvac • Kept abreast of competition • Gained intelligence • Market research i.e. test hall • Particle imaging business • Raised Finance • Explore all funding / grant opportunities • Strong Financial controls • Increase labs area • Introduce accounts role • Develop business plan • Decide if we should keep OP & OM separate • Training • Increase skills base • Increase resource • Staff Development • Staff rewards improved • Freshwater team and Marine team • Resources matched to future workload • Get added vale help in key areas • Defined staff rules • The right people • Cancelled all staff holidays • Buy in expertise • Management shares Management / Leadership • Appoint Sales Manager • Follow Vision, go for it • CFD new, MD new • Make Nigel Chairman • Plus and Maxim merge • Strong board structure • Appoint new MD • Enhance key positions • Non-Execs • Creative Thinking Sales & Account Management • Build Client relationships • Diversity – Oil and gas and alt energy • Effective sales • Bought in Sales & Marketing expertise • New tech to current clients Opus Maxim & Opus Plus Confidential

  12. What did we do to get there? - Brainstorm Systems / Processes / IT Acquisitions / Partnerships / Alliances / Agents • Smooth Process Management • Online OIWM • Ensure performance / results for clients • Enhance operationally to free up time • Agency Network • Appoint Overseas Agents • Establish Working Partnerships • Acquire complimentary company • Ankersmid / Corda / KTP Premises / Offices / Locations / Assets Legal / IP / Patents/ Risk • New premises for Opus Maxim • Larger premises • Complete upgrade of Flotta facility • Expand Flotta Labs • Protect & Develop IP • Implement control system for ideas • Establish clear & concise collaboration agreements • Establish concise licence agreement Product / Method Development Product / Method Development • R&D Work • Develop technology • Test Hall for renewables • Freshwater biodegradation • Busy test hall • Life cycle tests – longer study • Complete development of Mare’s tail • EOR combined with PWRI • BCF studies developing procedures for different chemistries • References from operational equipment • R&D on CFU, ZETA, MT • Successful fresh water testing unit at Plus • KTP on MT • Sub sea separation Opus Maxim & Opus Plus Confidential

  13. The Opus Model Access to Finance Management & Team VISION Route to Market Emerging High Growth Businesses Opus Maxim & Opus Plus Confidential

  14. Action Plan Focus Maintain High Added Value to our Customers A Market Led Business – Market Intelligence Strong Team, Management and Leadership Good Financial Understanding/Control Good Expertise and Technology Customer Focus Opus Maxim & Opus Plus Confidential

  15. Strategy UK/Norway Mentoring Programme - 3rd & 4th December 2009 Re-establish previous contacts (inityiated & ongoing) Technical Seminars with Key Clients (people) Technical seminars completed with Statoil, Forus + 3 centres (VC), BP Norge and Gullfaks Operations. (Re) Register with Achilles !! Decide strategy for presence; Office? Partner? Seek first contract

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