STRATEGY IS VANITY, STRATEGY EXECUTION IS SANITY - Bridge the gap between strategy and execution

WEBCAST
Strategy is Vanity,
Strategy Execution is Sanity

Meet the Speaker
Bahaa Moukadam, founder and head coach of SeeMetrics Partners,
applies his passion for success to support Executives expand their
capacity to lead, grow and profit, while having more time and less
anxiety. His extensive experience in international business has enabled
him to be a catalyst in infusing life into a long stalled business unit
(once); turbo charging top line growth (twice); and turning around
failing organizations (three times).
Mr. Bahaa Moukadam is a Global Senior Executive, Coach, Consultant
and Angel Investor. His experience as a former Silicon Valley CEO,
including an extensive track record of success in international business,
channel development, innovative product creation, marketing, hyper
growth, M&A, turnarounds, strategic partnerships and organizational
development; prepared him for coaching executives to achieve their
maximum potential. He is a Certified Gazelles International Coach and
contributor to the best-selling book Scaling Up.
Mr. Moukadam holds an M.S.E.E. from the University of Kansas and a
B.S.E.E. from the University of Missouri.
Featured
Speaker

Strategy is Vanity
Execution is Sanity
with Bahaa Moukadam
Founder & Head Coach
SeeMetrics Partners
Copyright 2017 © SeeMetrics Partners. All Rights Reserved.

You are in the right place if...
You are a leader in a mid-market company and you...
• Start with a great plan but company keeps underperforming
• Everyone is busy & stressed out and struggling with Profitability
• Are struggling to get everyone on the same page and rowing in
the right direction
• Are doing well and you know you need a solid foundation to
sustain your success

And you are wondering?
• Do we have the right products, strategy, customers,... or is it
the economy?
• I thought adding people will help us catch up, so why do we
keep falling behind?
• Do I have the right people or is it something I am doing wrong?
• How do I maintain success and not hit a wall

Copyright 2017 © SeeMetrics Partners. All Rights Reserved.Strategy
Results

The Gap between Strategy and Results
• Leadership: Inability to develop & staff enough leaders who
have the ability to delegate and predict
• Scalable Infrastructure: Lack of proper systems and
processes to handle the increased complexity
• Marketing: Failure to address the changing market needs
and/or to attract enough of the right customers
Copyright 2016-2017 © SeeMetrics Partners. All Rights Reserved.

The Good News
Many business leaders face these same issues
...and, it does not have to be this way

A little about me – Bahaa Moukadam
• Led 3 for 3 successful turnarounds in high tech including as CEO of a
Silicon Valley company
• A leader in three Hyper-growth situations:
– $0-$40M in 5 years – Breakthrough Innovation
– $60M to $173M in 3 years – Platform leverage
– $0-$10M in one year – Blue Ocean Strategy
• Done business in over 25 countries
• Led product development, product management, marketing, business
development, M&A and integration and P&L management
• Certified Gazelles International Coach and contributor to Scaling Up
• Bachelor and Master of Science in Engineering (BSEE & MSEE)

A Framework for Strategy Execution
Sustainable
Success
Passion, Practices, Productivity
Rock Solid
Foundation
Relationships
Select, Develop, Grow
Results
Get, Optimize, Scale
Purpose, Products, Presence
Priorities, Participation, Processes
Profit, Pricing, Permanence

Scaling Up: The Four Decisions
Would you enthusiastically rehire
everyone on your team?
Will anyone care if your business
ceased to exist tomorrow?
Are you pushing and pulling on
the right profit levers?
How many months in a row have
you reached or exceeded your
business goals?

Would you enthusiastically rehire
everyone on your team?

People Decision – Do You Have:
 The Right People?
 In the Right Seats?
 Doing the Right Things?

Win with Talent through Effective:
• Assessment: Results and Core Values
• Acquisition: Sourcing and Selection
• Development: Learning and Advancement
• Retention: Engagement and De-Hassling

Results
CoreValues
0%
100%
100%
B Players A Players
D Players C Players
Talent Assessment

Will anyone care if your business
ceased to exist tomorrow?

What is Strategy?
“Strategy is the creation of a
unique and valuable position,
involving a different set of
activities (from competitors)”
- Michael E. Porter

50+ page strategic plans
are ineffective, and sit on
a shelf collecting dust.
This is why we’ve created
the One-Page Strategy

Strategy:
• Core Values, Core Purpose,
Core Customer, Brand Promises
• True North
• One Phrase Strategy
Strategy Execution:
• Priorities
• Numerical Targets
• Key Performance Indicators

How many months in a row have
you reached or exceeded your
business goals?

The 3 Execution Disciplines
• Priorities – Focus and Alignment
• Metrics – Visibility and Adjustments
• Communication – Meeting Rhythm

Execution Discipline #1: Priorities
• A handful (3-5 per year)
• High impact outcomes
• Specific and measurable
• One person accountable
• Known by everyone

Picking the Right Priorities
• Customers: The Right Conversations and NPS
• Employees: Ask and eNPS
• Market: Anticipate and Act on Trends
NPS = Net Promoter System
eNPS = Employee Net Promoter System

Company Priorities:
What, Why, When, Who

Execution Discipline #2: Metrics
• A handful of key metrics
– Baseline and set a higher target
• Measure and share frequently
• Balanced (Operational,
Customers, Learning and
Financial)
• Leading and lagging indicators

Leading and Lagging Indicators
Lagging Indicators are:
• “Output” oriented – results
of prior actions
• Measure what already
occurred (P&L statement)
• Hard to influence directly
Leading Indicators are:
• “Input” oriented – underlying
activities that drive results
• Help you predict what is
likely to happen in the future
• Directly impacted through
focused iterative actions

Leading Indicators
Net Promoter Score (NPS)
Proposals sent
Compliance to the sales process
Size of the pipeline as a multiple of target
Acceleration of lead conversion ratio
Lagging Indicators
Revenue per sales person
Gross margin
Total sales volume
Net profit
Customer attrition
Leading and Lagging Indicators: Examples

Net Promoter System, but first...
• The more happy customers you have, the more
you are likely to grow
• Happy customers are likely to sing your praises
to their friends and neighbors driving more
business
• How do you know if your customers are happy?
• Traditional customer satisfaction surveys often
don’t work for this purpose

Net Promoter Score
Net Promoter Score (NPS) = % Promoters - % Detractors
0 1 2 3 4 5 6 7 8 9 10
On a scale of 0 to 10, how likely are you to recommend us to a friend or colleague?
Why did you answer the way you did?
PromotersDetractors Passive

Co.XYZ Net Promoter Score
Net Promoter Score (NPS) = % Promoters - % Detractors
% Promoters = (9+4)/28= 13/28 = 46%
% Detractors = (3+1+1)/28 = 5/28 = 18%
Co.XYZ baseline NPS = 46%-18% = 28
0 1 2 3 4 5 6 7 8 9 10
PromotersDetractors Passive
3 1 1 5 5 4 928 responses:

Using the Net Promoter System to Grow
• Get a baseline NPS score by surveying your customer base
• Immediately call the Detractors to:
– Show that you care and to gain more insight
• Read all the comments and decide which ones to act on
• Set a target NPS higher than the baseline score and measure
again

Net Promoter System
Used by these and many more...Based on:

Numerical Targets
• Identify the most burning issue for the
year or quarter.
• Explore what do you need to improve
that will cause the biggest positive
impact on the business success.
• Zero in on the top priority that can be
easily understood by everyone in the
company.

- NPS Score
- Number of new customers
- Orders from Dormant
customers
- Lead conversion ratio
- Locations: Stores, Restaurants,
Hotels
- Customers Served
Numerical Targets Examples

Financial
- Gross profit margin
- Operating profit margin
- Revenue growth rate
- Cash conversion cycle
- % of rev from new products
Customer
- Customer profitability score
- Customer lifetime value
Marketing and Sales
- Market growth rate
- Relative market share
- Lead conversion rate
Operations
- Order fulfillment cycle time
- Innovation pipeline strength
- Time to market
- First pass yield
- First contact resolution
Employee
- Staff advocacy score
- Employee churn rate
- Organizational development
investment as % revenue
KPI Examples

Execution Discipline #3: Communication

Communication: Meeting Rhythm
• Daily: 7-12 min – Good news, what is up, stuck?
• Weekly: 60-90 min – Actions, status and refocus
• Monthly: ½ day – One major opportunity or problem
• All-Hands Meeting (Mo. or Qtr.) – Inform and Inspire
• Quarterly: 1-Day – Priorities, Processes and Learning
• Annual: 2-Day – Strategy, budgeting, learning
• One on one meetings: Connect and Coach

Are you pushing and pulling on
the right profit levers?

The 5 Levers to Massive Profit
• Pricing – Biggest and Most Neglected Profit Lever
• Cost Of Goods Sold (COGS) – Drive it down
• Operating Expenses (OpEx) – Disciplined
• Capital Expenditure (CapEx) – Neat to have or Need to have?
• Volume – Revenue is vanity, profit is sanity & cash flow is king
...and what to do with all of the extra money

A Framework for Sustainable Success
Sustainable
Success
Passion, Practices, Productivity
Rock Solid
Foundation
Relationships
Select, Develop, Grow
Results
Get, Optimize, Scale
Purpose, Products, Presence
Priorities, Participation, Processes
Profit, Pricing, Permanence

I’m not sure why you showed up today...
You are a leader in a mid-market company and you...
• Start with a great plan but company keeps underperforming
• Everyone is busy & stressed out and struggling with Profitability
• Are struggling to get everyone on the same page and rowing in
the right direction
• Are doing well and you know you need a solid foundation to
sustain your success

Before
Executive team not aligned causing
tension & sub-optimal performance
Chasing new shiny objects causing lack of
focus, consistency and follow through
Communication is like molasses going
uphill on a cold winter day
Working harder, have more people and
making less money
Exhausted, overwhelmed, almost ready to
give up
After
Executive team aligned and on the same
strategy page jointly developed
Handful of clear high impact priorities with
ownership and accountability
Communication rhythm in place, we are a
team & hurdles are removed quickly
More time for the right things, less anxiety
and on the road to higher profit
Energized, excited about the future,
applying the key levers of success
IMPACT

Guided Business Transformation
Get both Strategy and Execution Right!
• Close the Gap between Strategy and Results
• Execute Flawlessly while Having More Time and Less Anxiety
• Get Alignment, Accountability, and Acceleration
• Learn the 4 Decisions You Must Get Right to Grow Your Business
• Activate the 5 Levers of Profitability for More Bottom Line Cash
• Build a Valuable Business that can Run Well With or Without You

You Can Sign Up for Our
“10 Weeks Guided Business Transformation”
at: www.GuidedTransformation.pagedemo.co
Or email us with any questions at:
YourCoach@SeeMetricsPartners.com
THANK YOU and...

Solving the Challenges of
Strategy Execution

50
Lack of Strategy Execution is Costly
 $30B spent on strategy
consulting in 2016
 70-90% of strategies fail
to deliver
 Resulting in $25B a year
in waste
Human Capital Leadership Institute
Why is Strategy Execution So Hard?
L. Mellon

53
Schedule your demo at
www.achieveit.com/demo.
Companies that effectively
execute their strategy
evidence an impressive
50-150% increase in value.
The Strategy Focused Organization
Kaplan/Norton

Thank You & Contact Info
Bahaa Moukadam, Founder and Head Coach
SeeMetrics Partners
(805) 300-8761
yourcoach@seemetricspartners.com
www.seemetricspartners.com
@BahaaMoukadam (Twitter)
Pia Adolphsen, Product Marketing Manager
AchieveIt
(800) 535-1559
padolphsen@achieveit.com
www.achieveit.com
@goachieveit (Twitter)

STRATEGY IS VANITY, STRATEGY EXECUTION IS SANITY - Bridge the gap between strategy and execution

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