A new business strategy model with universal applications

1. HsG IDEAL Business
Architecture Model
A Seven Step Process
w/Coaching
A SAMPLE of Content and Methodology

2. IDEAL an adaptable marketplace
tool
• Audiences
– Startup enterprises
– Established enterprise improvement
– Non-profit organization design and governance
– Community development strategy
• Experienced persons, neophytes, and everyday
people can use and understand
– Helps make the Why of your requests easier to
understand
– Points out clearly their potential contribution or benefit

3. IDEAL Business Architecture
(Intentional Delivery of Excellence through Assessment and Learning)
• An Innovation of the Hudson Strategic Group
• Comprised of a combination of the worlds’ most
trusted tools for business articulation, marketplace
development and customer satisfaction, along with
business management and organizational design
hosted in a Virtual Conference Room
– Malcolm Baldrige Quality Standards
– Blue Ocean Innovation Tools
– Balanced Scorecard
– Logic Model
– Six Sigma

4. IDEAL Business Architecture
• Uses the widely recognized tools as frameworks through
which you can PLAN and DESIGN your organizations
development and assess the progress
• By utilizing this method your company CAN AFFORD the
national expert
• HsG Framework tools ENABLE YOU TO ACCOMPLISH in
hours and days what it would have taken months
• The tools also CREATE MODELS that permit others to
become more ENGAGED with your enterprise easily and
with full understanding of the opportunity

5. What makes IDEAL Different?
• Is a series of thought provoking questions designed
to get at the real root of the concern, opportunity
and solutions
• Creates a picture/model of how to accomplish the
desired state or business condition
• Answers the questions about “how did you reach
that conclusion”
• Visibly qualifies your experience and your needs
• Pin points areas for
collaboration, funding, employee skills and
knowledge…more

6. Let’s Get Started
We will begin with three questions about your
business Intent. What are you going into business?
1. If you get it right, how will your stakeholders
(Constituents, Customers) and the markets perceive
you?
2. What are the three most important opportunities for
improvement that will get it right?
3. What immediate benefits would accrue if you
started on the right path to getting it right?

7. Step #1 Perception and Valuing
using IDEAL
How does your potential customer perceive you as a
business?
What is the perception of business owners as
community leaders?
How do you create Value for your business in the eye
of the beholder?
Do you know how people got the perception of your
business?
Are you targeting the right segment of your
customer’s value requirement?

8. Step #2 Sample IDEAL Pre-Business
Self-Assessment
Organizational Environment
• What are your organization’s main product offerings?
• What are your stated purpose, vision, Values, and Mission?
• What are you good at?
Organizational Relationships
• What are your KEY market Segments, CUSTOMER groups, and
Stakeholder groups, as relates to your target communities?
• What are your KEY types of suppliers, partners, and Collaborators?
• What are your KEY mechanisms for communicating and managing
relationships with suppliers, partners, and Collaborators?
• Where do you need help specifically?

9. Step #3 Sample IDEAL
Visioning/Opportunity (the Marketplace)
• Value Curve
What are the three most important factors that our industry (Social
& Economic Equality) competes on? __________
• Market Boundaries
What are the alternatives, complements, and trends in our
industry?_______________
• Value Innovation
What benefits should be created that our industry has never
offered? ______________________
• Beyond Existing Demand
What are the key reasons for purchasers to leave our industry,
non-purchasers' refusal to use our products and services, and non-
purchasers not being thought of as potential
customers?_________

10. Step #4 Sample IDEAL Strategy for
Success
• What are the expected financial outcomes (short-, mid-
, long-term) in the area of revenue
growth, profitability, improved cost structure, or improved
asset utilization?
• What do the target customers expect of us?
• What attributes of operational excellence, customer
intimacy, or innovation do they value most from our service
or product?
• To meet our target customers’ expectations, at which
processes (innovation, customer
management, operational, regulatory) or capabilities must
we excel??

11. Step #5 Sample IDEAL Strategic
Actions
• Environment
Identify the most important business conditions that will influence
implementation of the strategy.
• Inputs/Resources Required
What resources, contributions and investments are available or needed
for strategy success? "In order to implement this strategic action the
most important inputs or resources are ____"
• Outcomes / Results / Impact
What measurable outcomes (short-, mid-, and long-term benefits)
should we expect? "If we accomplish our planned activities, we should
see _______ in ______ (internal process / capability)"
Who should we inform, how frequently, and in what format? What
criteria would cause us to abort this action?

12. Step #6 Sample IDEAL Management
• Identify the inputs / resources, activities, and outcomes /
results for each strategic initiative.
• What resources, contributions and investments
(human, financial, organizational, community) are available
or needed for program success?
• What measurable outcomes (short-, mid-, and long-term
benefits) should individual, group, and community
participants expect?

13. Step #7 IDEAL Organizational
Assessment Functional Capabilities
• Leadership
– Organizational Leadership
– Public Responsibility and Citizenship
• Strategic Planning
– Strategy Development
– Strategy Deployment
• Customer Focus
– Customer and Market Knowledge
– Customer Satisfaction and Relationships
• Information and Analysis
– Measurement of Organizational Performance
– Analysis of Organizational Performance
• Human Resource Focus
– Work Systems
– Employee Education, Training, and Development
– Employee Well-Being and Satisfaction
• Process Management
– Value Creation Process
– Support Processes
• Results

14. Additionally
The Process can be enlarged to include:
• Reengineering and problem solving with
– Six Sigma tools
– The Six Meeting Process
– Logic Model tactical and process definition

15. IDEAL Delivery Mechanism
• Either Workbook or Electronic Conference Room
• One hour Coaching discussion after completion of
each module to assure understanding and benefits
• Availability for Six months telephonic coaching

16. The Hudson Strategic Group
6856 Tara Oaks Dr.
Riverdale, GA 30274
770-994-4466
www.hudgroup.com
Contact; Joe Hudson
jrhudson@hudgroup.com