how we approach strategy offsites

How We Approach Offsites January 7, 2015

v4

2 ©2015 The Strategic Offsites Group, Inc. All rights reserved. Proprietary and ConfidenEal.

While Client Needs Vary Widely, We Have Developed a Backbone to Organize Successful Projects

PREPARATION ONE OR MORE OFFSITES

FOLLOW-‐THROUGH

EmoWonal

PoliWcal

RaWonal

Scope & Timeframe FacilitaWon Roles &

Deliverables

ParWcipant SelecWon Data

Internal

External

Opinions

Context

AcWon Steps

Metrics

OBJECTIVES AGENDA PROCESS &

FRAMEWORKS ALIGNMENT STRATEGIC INITIATIVES Tracking

CommunicaWon

Facts


14 ©2014 The Strategic Offsites Group, Inc. All rights reserved. StrategicOffsites.com

Offsite Objectives

!  Provide an overview of the process for developing [Client’s] Global eCommerce strategy !  Understand respective roles of the eCommerce Strategy Working Team, Steering

Group, European Advisory Team and the Global eCommerce Advisory Committee

!  Define an initial set of walls and fences for [Client] across the corporation !  Begin to understand how movable/immovable each wall or fence is and the

implications of those boundaries !  Begin to compile the implications of the walls and fences on potential

eCommerce opportunities

!  Identify existing capabilities and assets and discuss how those may translate in a digital environment

Example

From Lengthy Projects to a Single MeeWng, the StarWng Point is a Clear Set of ObjecWves


Based on the ObjecWves, We Will Work With You to Design Interview/Survey QuesWons to Collect ParWcipant Opinions on Key Issues

Typical Interview/Survey Ques5ons 1.  If we were siHng together on New Years Eve of 2020 and [Client] had just had an outstanding five years, what would have been

accomplished? How would you measure a successful ‘pop the champagne’ moment five years from now?

2.  What five-‐year stretch goal would you set for total [Client] revenues?

3.  On a scale of 1 to 7 (where 7 is “we have a terrific growth strategy,” 4 is “our growth strategy is adequate,” and 1 is “we really need to rethink our growth strategy”), how would you characterize [Client]’s growth strategy?

4.  Five years from now, what percentage of revenue will come from current major lines of business (as opposed to new/current minor businesses)?

5.  List three opportuniEes [Client] should pursue to achieve that growth and why.

6.  If you were siHng across from a new hire and had to describe [Client]’s current growth strategy in a couple of sentences, what would you say?

7.  How would you describe [Client]’s current status relaEve to our growth strategy? q We are execuEng against a clear strategy q We have a clear strategy, but we are not execuEng against it q  Some of us are clear about the strategy, but not everyone q We do not have a clear strategy q We do not have a strategy

We need to rethink our strategy

Our strategy is adequate

Our strategy is terrific

1 2 3 4 5 6 7

<10% 11-‐20% 21-‐30% 31-‐40% 41-‐50% 51-‐60% 61-‐70% 71-‐80% 81-‐90% 91-‐100%

Example


25 ©2014 The Strategic Offsites Group®, Inc. All rights reserved. Proprietary and Confidential.

StrategicOffsites.com

Typical Answers to What [X Co Team] Said About…

Q#11. Here is a stack of 12 cards, each of which has a single word or phrase on it. Please select the three cards where, if we dedicated ourselves to addressing our issues in those areas (i.e. improving or changing them) over the next 18 months, we could have the greatest positive impact on the success of Client

PEOPLE •  Need associates/analysts

trained enough to allow VPs/MDs to get out there and market/sell

•  Structural lack of training, to get people to execute in consistent manner- not terribly invasive, but reasonable procedural steps when executive clients work - harmonizing of procedures

•  That's all we have, time and expertise - develop the next set of leaders

LEADERSHIP •  Competitors have 1-2 guys

who are recognizable, client polished - "who's driving the firm?" as an outsider question is hard to answer

•  We don't have a natural leader like Charlie Downer - his top partners aren't stepping up as leaders of the firm, only leaders of transactions

CULTURE •  Maintain things in motion -

shift to next step in evolution, become less lifestyle-based business, more traditional

•  Lots of good individuals, self-starters, need the right culture to support them. Lack of cooperation, lack of transparency in terms of information about what's going on (transactions, internal decisions)



There Are Three Clear Areas for Investment

Q#12. If you could decide where Client should invest $100 million over the next 3 years to drive profitable growth, where would you put it?

n=12 Average

2.5

7.1

8.8

13.2

17

22

29.5

Back Office/ IT Infrastructure

New Products and Services

Entering New Markets/Verticals

Training/ Professional Education

Acquiring Talent

Investing in the Brand

Entering New Geographies

•  Build practice group in �big dumb industries� •  Maybe debt advisory/restructuring, fundraising

•  China (5) •  UK (5) •  South Europe, Italy (2) •  Asia, (1)

•  Hiring pre-trained associates/analysts •  1-2 new associates in case of downturn; a distressed M&A

guy •  Associates/VP in Europe and China •  Marketing, some analysts, generate business, more VPs •  Europe (Paris): pre-trained analysts

•  Institutionalizing/building methodologies for associates - how to grow into VP/MDs, e.g. marketing, big picture thinking

•  Consistent D.C.F.s •  Core processes

MIN MAX MEDIAN

0 50 30

0 50 27.5

0 50 15

0 34 7.5

0 30 0

0 30 0

0 10 0

Interview and/or Survey Data Serves to QuanWfy ParWcipant Opinions and Provide a Basis for Discussion

QuanWfying opinion is as important as ‘hard data’ for sedng prioriWes, evaluaWng issues and making tough decisions



Brand and Strategy Are Top Issues for the X Organization

0

4

7

1

1

1

1

2

3

4

7

7

9

Organization Structure

Back Office

Product and Service Offering

Other - Vision

Processes (i.e. Engagement execution)

Culture

Leadership

People (includes Training)

Strategy

Brand / Marketing

Q#11. Here is a stack of 12 cards, each of which has a single word or phrase on it. Please select the three cards where, if we dedicated ourselves to addressing our issues in those areas (i.e. improving or changing them) over the next 18 months, we could have the greatest positive impact on the success of Client

n=12 Top 1 Top 3

Example


Sample Interview/Survey Output: Everyone Agrees That Growth Strategy Includes AcquisiWons…

Number Low High

14 125 500

10 0 200

8 0 250

9 0 125

8 0 60

8 0 100

4 0 60

Q7: If you could decide where Client should invest $500 million over the next 3 years to achieve profitable growth, how would you allocate that investment over the following Businesses or areas? What led you to make the choices you made?

n=14 $ mm

Note: Other includes “Building relaEonships with media partners”; “Improving key processes”; “New verEcals”; “New channels”

Average Investment ($mm)

16.2

25.4

27.1

38.2

46.4

57.5

290.4

0 100 200 300 400 500

Other

Developing cross-ENA solutions

Expanding into vertical markets

Acquiring new databases (i.e. names and info)

Expanding internationally

Infrastructure / Technology

Acquire business(es) in…

Sani5zed and simplified for illustra5ve purposes


Average Investment ($mm)

Sample Interview/Survey Output:

…But They Do Not Agree On What Type Of AcquisiWons to Make

Q7: If you could decide where Client should invest $500 million over the next 3 years to achieve profitable growth, how would you allocate that investment over the following Businesses or areas? What led you to make the choices you made?

n=14 $ mm

Area Number Low $ High $

Internet Marketing

6 200 300

Online + Offline mix

1 400

Addressable Media

2 250 325

Database Management

1 500

Consulting/ Solutions Selling

1 125

Consulting/ Analytics

1 100

Rollups 1 100

General 2 300 340 16.2

25.4

27.1

38.2

46.4

57.5

290.4

0 100 200 300 400 500

Other

Developing cross-ENA solutions

Expanding into vertical markets

Acquiring new databases (i.e. names and info)

Expanding internationally

Infrastructure / Technology

Acquire business(es) in…


Example


Sample Interview/Survey Output: Respondents Were Divided Whether Small Town Strategy Can Grow XYZ Stores

n = 18

Q3. We plan to have 1,100 stores by the end of 2015. What percent of these 200 new stores should follow our classical “small-‐town” strategy?

1

1

0 0

2

1 1

6

1

2

3

2

0-‐9% 10-‐19% 20-‐29% 30-‐39% 40-‐49% 50-‐59% 60-‐69% 70-‐79% 80-‐89% 90-‐100%

Percent of New Stores That Should Follow Our Classical Small Town Strategy

Board Members

ExecuEves





Competitive Positioning: Top 3 – 4 Competitors

COMPETITOR HOW THEY ARE COMPETING THREATS AND OPPORTUNITIES

XX ! DSD Model – using Instant Whip in many areas

! Self manufactures equipment but contract manufactures all beverage products. (Uses Elgin to contract pack most of its product)

! Have heavily penetrated street business with frozen smoothie, cocktail mixes and coffee product line.

! Willing to give equipment to almost any operator with minimal volume requirements.

! Have competed on price and quality. Value proposition based on good quality products with very attractive equipment program and sales support.

! Developed aseptic products through Bysville and is beginning to target National accounts with aseptic.

Strengths (Threats to Client) •  Market Leader – proven success, brand

recognition. •  Instant Whip sells bag topping with beverages. •  Focused beverage company •  DSD Model allows for lower cost (no distributor

markups), better product tracking and frequent customer contact

•  Equipment program can put any operator into the beverage business in a matter of days and at no cost to operator.

•  Equipment placement costs are more affordable since equipment is mass produced and self manufactured

•  Complete, all natural product line Weaknesses (Opportunities for Client)

•  Majority of product line is still frozen. •  Vulnerable if demand for production exceeds

industry capacity. •  Limited R&D resources for NPD



Content Marketing Is Being Seen As a Fundamental New Tool to Connect With Customers

!  A marketing survey conducted by King Fish Media (a custom media marketing solutions provider) in Jun–Aug 2009 highlighted the increased usage of content as a marketing tool. The survey was conducted among 230 online respondents, primarily folks from corporate management and marketing/sales management

•  77% of the respondents1 considered custom content and media as the most effective medium to communicate with their current customers, while

•  70% believed that the medium was very effective in communicating with prospects/leads

What are businesses doing?

Content Marketing – An important and

effective medium to connect with customers

!  According to the study ‘B2B Content Marketing: 2010 Benchmarks, Budgets and Trends’, based on survey conducted among over 1,100 B2B marketers from North America •  90% of the respondents use content

marketing strategies for their businesses

•  On an average, businesses were using 8 different content marketing mediums for the purpose. The most important mediums included: » Social media (excluding blogs)

(79%) » Articles (78%) » In-person events (62%), and » eNewsletters (61%)

!  According to the same study, following are the main goals for businesses while implementing content marketing strategies:

37%

51%

52%

55%

61%

63%

69%

78%

Website traffic

Lead nurturing

Thought leadership

Sales

% o

f Res

pond

ents

Brand awareness

Customer retention/loyalty

Customer recruitment

Lead generation

!  The study further sighted the following as major challenges to the implementation of content marketing strategies by various businesses:

36%

21% 20%

9%

14%

Producing engaging content

Producing a variety of content

Budget to produce content

Producing enough content

Others

Note: 1Responses to the question “What, in your opinion, is the most effective way to communicate with customers and prospects?” Source: ‘Survey Shows Increased Use of Content as a Marketing Tool’, Hubspot Blog, Oct 13, 2009; ‘B2B Content Marketing: 2010 Benchmarks, Budgets and Trends’, MarketingProfs and Junta42

AddiWonally, the Team May Gather Internal and External Data to Inform Discussions During the MeeWng

Seeding a conversaWon with the appropriate data allows the group to have an informed conversaWon without becoming bogged down



Shopping Through Mobile Applications Is Growing Rapidly

18.3

163.0

0

40

80

120

160

2009 2015F

US

D B

n

Exponential Growth expected in Mobile Shopping

Global Mobile Commerce Revenues, 2009 and 2015F

Estimated Sales through Mobile for the US and ‘EU 3’1, 2011F

18%

17%

15% 14%

12%

8%

6% 6%

4% Electronics

Apparel

Music & Video

Food & Grocery

Housewares

Books

Health & Beauty

Do it yourself

Other

Note: 1The ‘EU 3’ countries are UK, France and Germany Source: ‘The M-Commerce Challenge to Retail’, Strategy + Business, Feb 2011; ‘Mobile Retailing On The Rise’, Practical Communications, Jan 2011; ‘62% of consumers with web-connected mobile devices are buying goods via mobile’, Internet Retailer, Feb 2011; ‘EBay generates $2B in mobile sales in 2010’, Mobile Commerce Daily, Jan 2011; ‘As Mobile Shopping Takes Off, eBay Is an Early Winner’, Businessweek, Jun 2010; 'Mobile E-Commerce Is Here to $tay’ Blue Fountain Media, Sep 2010

!  According to Gartner, 150 MM users will use mobile shopping applications by the end of 2012

!  According to Booz & Co., mobile applications influenced 10–15% of total retail sales in the US, UK, France and Germany in 2010, totaling USD 340 Bn

!  A survey among the US consumers by Booz & Co., published in Feb 2011, reported that 15–20% of consumers use shopping applications on their cell phones to compare products and research prices

•  Another 25% of consumers indicated that they expected to use these applications in the future

!  According to a study by Foresee Results, the percentage of the US consumers using mobile applications from retailers increased from 1% in 2009 to 7% in 2010

!  A 2011 survey by Adobe Scene7 among the US consumers with ‘web-connected mobile devices’ reported that 62% bought goods using their mobiles

!  eBay reported sales worth ~USD 2 Bn from mobile commerce in 2010, a ~300% increase compared to 2009

(CAGR 2009–15F)

~44%



Client—Basic Competitive Profile

•  Client has targeted both the street and national accounts by offering aseptic packaging and high quality products as key points of difference.

•  However, Client frozen broad line distribution, existing customer relationships, and brand have limited market penetration because the aseptic point of difference is not being offered to customers, Client relationship with beverage buyers is weak, and Client is not known as a beverage company.

•  Client equipment program lacks the ability to track placements and enforce annual volume contracts to cover equipment costs, which is severely hurting its profitability.

OVERVIEW

OPPORTUNITIES •  Leverage aseptic capabilities for use in other product categories to deliver breakout growth platforms outside of

beverages. •  Strategic acquisitions or partnerships with equipment co., brands, distributors, or other beverage companies/

competitors in order to gain brand equity, alternate distribution, and improved equipment capabilities. •  Focus on smoothies and ice coffee drinks with a more targeted sales approach toward national and regional chain

accounts where there is a more leveled playing field versus competition. •  Improve profitability by getting equipment program under control – requires better tracking and enforcement of

contracts or limiting placements to national accounts where volume is more easily tracked. •  Scope out bag-in-a-box capability to gain greater share of market.

THREATS •  Increased competition from existing competitors (key competitors have all added aseptic products to their portfolio). •  Business loss through clean up of equipment program

Example


This can take the form of: §  Pre-‐read materials, e.g.

•  Internal informaEon such as business cases •  External informaEon such as compeEtor profiles, market condiEons etc. •  Other

§  Pre-‐meeEng briefings via webex or conference call § Homework assignments

SomeWmes CommunicaWng InformaWon to ParWcipants Before the MeeWng Leads to a More ProducWve Session

We prefer to impart informaWon before the meeWng both to provide “soak Wme” and to redeploy valuable meeWng Wme to beoer use


We Coordinate and Review ExecuWve PresentaWons to Assure Consistency with the MeeWng ObjecWves

Our role can include: § Working with each presenter to develop an outline for their presentaEon §  Reviewing and “strategically ediEng” the draos to ensure the presentaEons:

•  Convey the meeEng’s themes and objecEves •  Present the ideas in a succinct way •  Are at a consistent alEtude •  Occur in a logical sequence to deliver an integrated message consistent with the meeEng objecEves

§  Rehearsing the presenters to improve their delivery of the messages §  Designing feedback mechanisms to ensure the right message points have been communicated


We Work with Clients to Rigorously Design Each MeeWng Using a Facilitator’s Agenda

TIME TOPIC RESP. OBJECTIVES SESSION ACTIVITIES/MATERIALS

11:00 – 12:00

Model current resource allocation –Allocate projects to buckets

Mike/SOG

§  Understand current allocation of TS and non-TS project groupings according to the buckets

§  Wall charts with TS buckets and another for non-TS activities

§  Take printed post-its (split between TS and TD) for the project groupings and ask which bucket they belong in

§  Add to appropriate wall chart §  Review buckets and determine whether this is an

accurate reflection of the business §  “How does this match up to interview questions

4/5 – 3/4 (allocate 100 points according to focus of BSS)?”

§  “Would Ken or Mike’s peers be surprised by this allocation?”

12:00 – 12:15

Current resource allocation – Introduce the poker chip exercise

SOG §  Understand instructions for the next exercise

§  Show the poker chip board §  Hand out the chips (different color to each participant,

Mike to vote last) §  Explain exercise

§  Collecting participants’ input on risk adjusted impact vs. time of todays’ activities and what it should be in the future

§  Participants should allocate 100% of resources on the poker chip board according to how they believe the resources are allocated today against those axes

12:15 – 12:30

Current resource allocation – Conduct the poker chip exercise

All

§  Gather participants’ views on current resource allocation by risk adjusted impact and timeframe

§  Ask participants to place chips for today’s resource allocation and go to break

The facilitator’s agenda shows how we will conduct each session to achieve the objecWves




Poker Chip Game - Instructions

!  Chips represent current spending – each one is approximately $350 million

!  Move the chips around on the board to reflect how you personally think resources should be spent in the future

!  At your table, take one person’s 30 chips and “reload” the large board in the center of your table

!  Collectively move the chips to reflect a common view of how the table believes resources should be shifted



Poker Chip Game - Results

12

5 6

3 4

9.8

4.5

6.5

5

3.8

Supply Chain - Product

Supply Chain (inc. Customer

Care)

Sales (exc. Rep Discounts)

Marketing (inc. R&D)

G&A

Current Allocated

Average Responses

Current 30

Allocated 29.6



Heat Mapping Example

Instructions: !  Spend 5 minutes reviewing the wall

charts !  Place dots on the three barriers you

think are the most important for [Client] to collectively focus on !  Orange dots on the most important

barriers to address Monday morning !  Blue dots on the highest impact barriers

to address over the longer term !  Place only one dot per barriers

Ideas:

Barriers:

We Build the Use of Appropriate Tools Into Each Module of the Session to Ensure the Discussion Meets its ObjecWves

Electronic polling, live heat mapping, and other meeWng techniques keep aoendees engaged and honest, thus enabling a producWve conversaWon


Example: An Exercise to Publicly Capture and QuanWfy Individual Preferences

7"©2014"The"Strategic"Offsites"Group,"Inc."All"rights"reserved."Proprietary"and"ConfidenEal.""

DRAFT

Par$cipants+Indicated+Strong+Preference+For+Moving+Away+From+Moderate+Short+Term+Project+Towards+Longer+Term+Higher+Value+Work+

How do you think Client currently allocates its resources by potential return and timeframe? How do you think Client should allocate its resources in the future according to potential return and timeframe?

Current'(Average'Scores)'

Future'(Average'Scores)'

ILLUSTRATIVE+

A Poker Chip Game in Progress

Clearly Ar5culated Group Preferences


Breakout Exercises Can Take a Number of Forms: from Giving Feedback to Providing Input

17#©2015&The&Strategic&Offsites&Group,&Inc.&All&rights&reserved.&Proprietary&and&ConfidenDal.&&

Teams#Will#Provide#Feedback#on#the#Mission#Statement#

Objec&ve(!  Capture&feedback&on&new&Mission&statement&

In(mee&ng(1.  Each&parDcipant&has&a&copy&of&the&mission&statement&

2.  Before&starDng,&conduct&an&iniDal&keypad&vote&on&a&scale&of&1&M&10&how&strong&do&they&think&the&

mission&statement&is&(1&=&very&weak,&10&=&very&strong)?&

3.  Facilitator&gives&instrucDons&

•  Plates&dots&on&the&mission&statement&where:&

!  You&have&quesDons&about&what&is&being&said&(yellow)&!  You&have&edits/concerns&about&what&is&being&said&(red)&

4.  In&teams,&gather&feedback&on&what&would&it&take&to&have&a&10&for&the&mission&statement,&and&

drive&to&consensus&on&feedback&

5.  Capture&on&flip&charts&the&quesDons&for&the&areas&with&the&most&yellow&dots.&&Write&these&on&

quesDon&cards&and&hand&in&

6.  Capture&on&flip&charts&the&suggested&changes&for&the&areas&with&the&most&dots&

7.  PrioriDze&the&suggested&changes&

8.  Report&out&the&top&suggested&change&for&each&group,&then&the&second.&&If&one&group’s&number&

one&has&already&been&raised,&raise&the&number&2,&etc.&

18#©2015&The&Strategic&Offsites&Group,&Inc.&All&rights&reserved.&Proprietary&and&ConfidenDal.&&

Breakouts#Will#Iden3fy#Areas#of#Synergy#

Objec&ve(!  Capture&input&on&areas&for&synergy&(In(mee&ng(1.  SOG&introduces&the&exercise&2.  ParDcipants&breakout&into&six&assigned&groups&

•  Randomly&assigned&except&P&Ls&remain&together&

3.  Each&group&discusses&then&writes&on&post&its:&•  Areas&where&the&inefficiency&of&doing&things&in&mulDple&geographies/divisions&clearly&outweighs&the&advantage&of&doing&it&independently&

•  Areas&where&the&skills/best&pracDces/discoveries/patents/scale&etc.&of&one&area&could&be&beneficial&to&other&areas&of&the&company,&either&in&the&form&of&cost&reducDon&or&increased&growth&

4.  Teams&place&the&post&its&on&flip&charts&in&their&groups.&&Ideas&can&be&idiosyncraDc&to&a&division&or&general&for&the&business&

5.  PrioriDze&up&to&6&ideas&in&each&group&and&prepare&to&give&“teaser”&report&out,&&6.  Write&top&ideas&on&post&its&and&place&in&box&on&wall&chart,&idenDfying&whether&an&idea&is&idiosyncraDc&

or&general&7.  Teams&giver&teaser&reports&8.  As&parDcipants&go&to&break&in&the&P&L&units,&they&carry&dot&votes&and&vote&once&on&whether&their&P&L&

would&opt&in&(i.e.&use)&or&opt&out&of&this&best&pracDce&and&capture&reasons&on&post&its.&&If&they&want&further&informaDon&or&to&contribute&they&should&post&their&contact&details&in&the&comment&column&

Feedback Providing Input


To Drive Strategy Alignment, We Use a Variety of Frameworks and Approaches that Clients Open Incorporate into Their Toolkit

Tiers of Strategic Activity Target Exercise “Fuzzy Logic” Prioritization Matrix

Directly

Somewhat

Tangentially

Now Soon Later

Nic

e to

Do

Shou

ld

Do

Mus

t D

o

Urgency

Impo

rtan

ce

Strategy Dependent

Strategy Neutral

Heat Mapping North&America&Sales&&&Service&POA&Q&A&

#& Ques7ons& MG& SA& GA& MB& AC& DD& DD& CE& JF&Introduc7on&

1" What&are&the&outcomes&we&are&looking&to&achieve&with&the&POA?"

2" What&are&the&underlying&design&principles&for&the&POA?"

3" What&is&the&7meline&to&implement&the&POA?"

Customer&Segmenta7on&

4" How&will&we&segment&customers&to&achieve&the&POA?&How&is&this&approach&different&than&today?"

5"What&are&the&criteria&for&segmen7ng&customers&into&the&Global&Accounts&Program,&Strategic&Industry&Ver7cal&Account&Groups,&Na7onal&Accounts&and&Inside&Sales&segments?"

Global&Accounts&

6" What&does&it&mean&to&be&a&customer&in&the&Global&Accounts&Program?"

7" How&will&we&assign&Global&Business&Directors&to&Global&Accounts?"

8"What&is&our&target&number&of&Global&Accounts?&Will&we&begin&with&that&number&immediately&or&use&a&phased&approach?&"

9" What&are&the&characteris7cs&of&an&account&in&the&Global&Accounts&Program?"

10" How&will&the&Global&Accounts&Program&actually&work&in&terms&of&the&overall&buy&from&a&global&customer?"

11" Who&will&be&assigned&to&the&Global&Accounts&organiza7on?&"

1"

Crea5ng common terms to discuss strategy helps enable more fluid ongoing conversa5ons (e.g., Goals and Objec6ves, Drivers of Change, Capabili6es and Assets, Opportuni6es and Enablers, Walls and Fences, Value Proposi6on, Barriers and Obstacles, Ini6a6ves, Metrics,

Milestones, Resources, Enablers, Dependencies)


Aper Launching IniWaWves In a MeeWng, We Open Work With Their Owners to Further Define Them

Ini5a5ve: Name of iniEaEve Execu5ve Sponsor: Name of execuEve sponsor

High Level Overview:

Brief synopsis of the iniEaEve

Objec5ves: What do we intend to accomplish by doing this?

Deliverables: What are the key deliverables from this iniEaEve?

Benefits 2015 2016 2017 Costs 2015 2016 2017

Revenue ($) Expense $

Savings: $ FTEs

Savings: FTEs Capex $

Other (non-‐quanEfiable) benefits

Dependencies What current iniEaEves does this iniEaEve depend on? What current iniEaEves depend on this iniEaEve?

Timing What is the Eming around the key milestones for this iniEaEve?

EXAMPLE

Firm Overview


Strategic Offsites Group at a Glance

§  BouWque strategy consulWng firm founded in 2002

•  Work around the globe with CEOs, senior execuWve teams and Boards across industries on their most important strategic issues and opportuniWes

§  Specialize in the design and facilitaWon of strategy processes and discussions to help execuEve teams and Boards make beoer decisions and convert those decisions to measureable acWons

§  Through our thought leadership, offer new ways of thinking about strategy process and decision making

§  Operate single office in Boston with eight-‐person team

•  Leverage specialist research firms to gather market and compeEtor data when required


How We Serve Our Clients

§ Whether engaged for a single meeWng or a mulWyear change iniWaWve, our role is to help design and manage criWcal strategic discussions

§  The common denominator underlying our work is expertly facilitated and prepared workshops and processes designed to achieve organizaWonal and execuWve alignment

§  Beginning with seHng clear objecEves, we help clients maintain a balance of process, content, and conversaWon to ensure that strategies gain and hold momentum

§ We collect and synthesize relevant data that inform objecEves and frameworks to drive management teams to acWonable outcomes


Our Client Work Open Falls Into Five Categories

Vision and strategy development Create a clear vision for an organization’s future and the strategies

and roadmap to achieve that vision

Priority setting and resource allocation Clarify organizational priorities and ensure alignment of critical activities

and initiatives designed to make them a reality

Initiative development and dependency management Design and structure key initiatives and manage interactions with

key stakeholders to ensure consistent direction and buy-in

Accountability and measurement Identify, define, and align behind strategic measures and processes

to monitor and analyze business performance

Organization and strategy process design Work with boards and executive teams to design and structure

appropriate strategic conversations and processes


We Enjoy Strong Client RelaWonships With ExecuWve Teams Around the World

Selected Clients

R A L P H L A U R E N


Our Thought Leadership is Featured in our Books and ArWcles in Some of the World’s Leading Business PublicaWons

“Off-‐sites that work” is the seminal Harvard Business Review arWcle on strategy offsites and has been reprinted in nine foreign ediWons


Bob Frisch, Managing Partner

For over 30 years, Bob has worked with execuEve teams on their most vital strategic and organizaEonal challenges, both as a consultant and a corporate execuEve. He is considered one of the world’s leading strategic facilitators, having conducted execuEve offsites in fioeen countries with companies ranging from Fortune 10 mulEnaEonals to German miMelstand family businesses. Bob’s work has been featured in publicaEons ranging from Fortune to CFO Magazine to the Johannesburg Business Report, and he is the author of three Harvard Business Review arEcles: Off-‐Sites That Work (June 2006), When Teams Can’t Decide (November 2008) and Who Really Makes The Big Decisions in Your Company? (December 2011). When Teams Can’t Decide was recently named a ‘must read’ arEcle on teams by Harvard Business Review. Bob’s first book, Who’s In The Room? How Great Leaders Structure and Manage the Teams Around Them, was published by Jossey-‐Bass/Wiley in January 2012 and quickly became an Amazon bestseller in the categories of Leadership and Decision Making. It is now in distribuEon in 12 countries. Before founding the Strategic Offsites Group, Bob was a Managing Partner of Accenture, where he helped create the OrganizaEon and Change Strategy pracEce. Bob joined Accenture from Cap Gemini SogeE, where he created the firm’s global capability in corporate vision and growth and led the Strategy pracEce for the Americas Region. He began his career at the Boston ConsulEng Group where he was among the last consultants to train under the legendary Bruce Henderson. Bob’s execuEve roles began when he went to work for a client, running planning and business development for The Dial CorporaEon. Bob went on to become the youngest Division President of this Fortune 500 company, now a division of Henkel. A decade later, he took another leave from consulEng to head corporate strategy for Sears, Roebuck and Co. where he helped guide what was the largest voluntary restructuring in US corporate history. Bob is a magna cum laude graduate of Tuos University and earned his MBA at the Yale School of Management. Bob lives in Newton Centre, Massachusess with his wife Iris and their four children. Dangerous Company, a best-‐selling book on the consulEng industry, says of Bob: "He has been there, small company and big, strategy and operaEons. He has lived much of his professional life on the road or in the corridors of power of huge insEtuEons. In the game of business, he is equipped to be the perfect coach."


Cary Greene, Partner

Cary has over 20 years’ experience working with senior execuEves and boards on challenging and complex strategic issues. In addiEon to his experEse in strategy workshop design and facilitaEon, Cary leads SOG’s efforts focusing on large-‐scale transformaEon and strategy programs. These include strategy formulaEon and execuEon, execuEve and organizaEonal alignment, and performance measurement. Cary's work has spanned the financial services, healthcare, retail, manufacturing, business services, sooware, and transportaEon industries in the United States and Europe. Examples of recent client engagements include: §  Worked with 60 execuEves across six teams to develop a three-‐year growth strategy for a $5 billion wealth-‐

management firm.

§  Worked with 30 execuEves and 50 doctors across four teams from the second largest medical associaEon to develop a comprehensive, mulEyear strategy to transform a leading medical specialty.

§  Designed and facilitated a series of workshops for the board and senior management of a $5 billion telecommunicaEons provider to idenEfy and prioriEze a set of criEcal growth opportuniEes.

§  Supported 70 execuEves in six teams to create strategies and new funcEons across three strategic themes. The effort was designed to drive and sustain 75% business growth over seven years.

Prior to joining the Strategic Offsites Group, Cary led the Finance pracEce at the Palladium Group, where he worked closely with David Norton and Robert Kaplan (co-‐creators of the Balanced Scorecard) to pioneer Palladium’s “Planning for Results” offering. Previously, Cary co-‐founded Painted Word, a strategy and technology consulEng firm specializing in corporate performance management, where he established and managed the firm’s Strategy and Financial Services pracEces. Inc. magazine twice named Painted Word to the Inc. 500 as one of the fastest-‐growing privately held companies. Cary led the process to sell Painted Word to Monitor Clipper Partners, a private equity firm, and the subsequent merger with the Balanced Scorecard CollaboraEve to form the Palladium Group.

Before founding Painted Word, Cary worked for A. T. Kearney, a management consulEng firm. He began his career in investment banking at PrudenEal-‐Bache Capital Funding, where he was an Associate in the Financial InsEtuEons Group.

Cary earned a BA with Highest DisEncEon from the University of Virginia and a MBA from Harvard Business School.


Andrew McIlwraith, Senior Engagement Manager

At Strategic Offsites Andrew has consulted across mulEple industries in several conEnents. Sample industries include retail, financial services (including insurance, retail brokerage, clearing, credit cards, credit reporEng), food and beverages (both retail and ingredient supply), upstream oil and gas, industrial products, and medical instruments. In addiEon mulEple strategy development projects, Andrew has worked extensively on iniEaEve prioriEzaEon and resource allocaEon issues helping connect the worlds of strategy and implementaEon. Before joining Strategic Offsites in 2005, he spent nine years with Gemini ConsulEng (subsequently Cap Gemini Ernst & Young) in the Strategy pracEce. While at Gemini, Andrew leveraged his financial and strategy experience to develop Balanced Scorecards in a variety of industries, including consumer products, chemicals, and food ingredients. Other project work included a distribuEon strategy for a consumer lawn and garden chemical company and a debit card strategy for a major regional retail bank. Prior to joining Gemini, Andrew worked as a credit analyst in the Specialized Finance arm of Dresdner Bank AG, London Branch. His responsibiliEes included analyzing new leveraged and project finance loans, as well as loans which had been reclassified into the specialized department. Before Dresdner, Andrew was with CiEcorp Investment Bank Limited, London. Andrew graduated from Duke University with an AB in Economics and History.


Mike Katzman, Consultant

Since joining Strategic Offsites Group in 2013, Mike has contributed to engagements with market-‐leading clients in the credit card, informaEon services, luxury goods, commercial insurance, transportaEon and retail industries. He has worked closely with senior execuEve teams to design and conduct mulEphase strategy processes in strategy development, organizaEonal transformaEon, strategy execuEon, resource allocaEon, and sales go-‐to-‐market strategy. Mike directly supports SOG’s partners, primarily focusing on the preparaEon, implementaEon and documentaEon of strategy workshops and meeEngs. Over the course of his projects, he has helped: §  Manage the planning process for a $1.5 billion public informaEon services firm to idenEfy, vet and prioriEze strategic

investment opportuniEes §  Develop the growth strategy for a leading Canadian payments company aiming to achieve $400 million of topline growth over

5 years and package it for the Board of Directors §  Analyze the compeEEve environment for a $4 billion retailer of commercial trucks to be used by the firm’s senior execuEve

team to brainstorm growth opportuniEes Mike holds a BA in Finance and Film and Media Studies from Washington University in St. Louis.