2. Who can benefit from Dave's experience?
Executives that are frustrated with the endless promises of their sales and
marketing groups and long for a strategy that they can understand and count on.
They often have a desire to establish best practices around management processes
that will allow them to take their companies to the next level.
Entrepreneurs & Founders who have come to the realization that they require solid
executive talent in order to help them realize their vision.
Angel and Venture Capital investors who want to see a more robust management
team to help the venture move to the next step. Often a focus on best practices as
the company transitions from start-up to early stage. These groups are also often
looking for someone to evaluate current business processes with a view of providing
recommendations and solutions in an advisory or consultancy capacity.
3. Who can benefit from Dave's experience?
Board of Directors looking to add sales and market focused talent as they transition
the company from a focus on the technology to a focus on sales. Looking for an
inspirational leader that will champion the next level of growth and financing for the
company.
Capital Pool Companies requiring assistance with the identification and evaluation
of qualifying transactions. There is also often a need for a market focused executive
to join the team of the target QT.
4. Go–To–Market Strategies
Transaction
Efficiently meeting customer product or service
requirements based on price, performance,
availability, and lack of risk criteria.
Solution
Selling and delivering creative solutions to the
customer’s business process challenges and
opportunities
5. Go–To–Market Strategies
Adding Value
Collaboration with the customer to identify, size, scope,
and execute new approaches to delivering
measurable business value
Strategic Partnership
Identifying and pursuing new market-based
opportunities that you jointly attack with one or more
selected customers.
6. Corporate Culture
Leaders must also consider and manage the culture of
the company they are running. If specific attention is
not paid to the company culture it will have a
tendency to gravitate towards the primary activity of
the company. An engineering based company is more
likely analytic in nature while a start-up tends to have
a clan or expressive culture.
If revenue growth and market penetration are the
primary focus of the company the leader should drive
the company culture towards a Market-Driver based
model.
7. Hierarchy - Analytic
A very formalized and structured place to work.
Procedures govern what people do. The leaders pride
themselves on being good coordinators and
organizers who are efficiency-minded. Maintaining a
smooth running organization is most critical. Formal
rules and policies hold the organization together. The
long-term concern is on stability and performance
with efficient, smooth operations. Success is defined
in terms of dependable delivery, smooth scheduling.
The management of employees is concerned with
secure employment and predictability
8. Market - Driver
A results-oriented organization whose major concern is
with getting the job done. People are competitive and
goal-oriented. The leaders are hard drivers,
producers and competitors. They are tough minded
and demanding. The glue that holds the organization
together is an emphasis on winning. Reputation and
success are common concerns. The long-term focus
is on competitive actions and achievement of
measurable goals and targets. Success is defined in
terms of market share and penetration. The
organizational style is hard driving, focused,
determined and quite often perceived as tough.
9. Clan - Amiable
A very friendly place to work where people share allot of
themselves. It is like an extended family. The leaders,
or heads of the organization, are considered to be
mentors and perhaps even parent figures. The
organization is held together by loyalty or tradition.
Commitment is high. The organization emphasizes
the long-term benefit of human resources
development and attaches great importance to
cohesion and morale. Success is defined in terms of
sensitivity to customers and concern for people. The
organization places a premium on teamwork,
participation, and consensus.
10. Strategic Planning Model (cont'd)
Strategies and Actions will include department specific
programs, projects and specific activities required to achieve
the goals and objectives of that department. A reliance on
Key Performance Indicators and Management by Objectives
models is a key component to the success of this model.
11. Strategic Planning Model
Most company leaders acknowledge the importance of a clear
vision. These leaders then place the emphasis on
developing and articulating the vision and the importance of
‘banding together’ to achieve the promise of the great vision.
These same leaders are often frustrated when what they
believe is a clear vision is not embraced and followed with
business process and models by the executive team and
managers mandated with achieving the vision.
The ‘Alignment Strategic Planning Process’ is a model that
ensures linkage of the vision with other critical components
of the strategic planning process. The result is a roadmap
where all stakeholders in the organization are clear on their
expected contribution in achieving the overall vision of the
enterprise.
12.
13. Dynamic - Expressive
A dynamic, entrepreneurial, and creative place to work.
People stick their necks out and take risks. The
leaders are considered innovators and risk takers.
The glue that holds the organization together is
commitment to experimentation and innovation. The
emphasis is on being on the leading edge. The
organization’s long-term emphasis is on growth and
acquiring new resources. Success means gaining
unique and new products or services. Being a product
or service leader is important. The organization
encourages individual initiative and freedom.
