1. 01/20/2015
Doing More with Less: The Impact of Strategic Capability
Mapping on Enterprise Resource Allocation (Sales, R&D,
Manufacturing)
A PRESENTATION PREPARED TO
SIKM Leaders Community
by Roberto Evaristo, Outthink, LLC

2. 2
What are we trying to solve?
The issue: most companies do not fully
employ the resources and expertise they
already have.
The reason: These resources are hidden in
plain sight across different business units,
functions, or geographies. What one
group needs may be elsewhere.
The impact: Possible overinvestment where
expertise is not needed, or under-
investment where needs are real. This
results in wasted resources, with
inefficiencies of 20-30%.
The solution: Our proprietary methodology makes
visible the existence of depth and extent of
resources across boundaries.
Together with clients, we co-create strategies that
• Enables them to “borrow” capabilities from
other areas of the business
• Increases efficiency of recommended
investments in capabilities when borrowing is
not an option
• Ultimately, do more with less

3. 3
Key Applications
Key Account Expertise Coverage Solutions
Increase effectiveness and efficiency of ability to deliver value
proposition to customer, improving relationships and leading to higher
sales. Case: Over $300M in additional sales at 3M.
Cross Boundary Effectiveness Improvement
Assessment and identification of capabilities across business unit &
geographic boundaries, leading to better resource utilization. Case
studies: Recurrent savings of over $2M in Health regulatory affairs, $4M
in manufacturing solutions, and $10M in R&D.
Process Innovation
Changing the way we look at individual capabilities across the
productive life-cycle. Case studies: M&A Integration with increased
engagement and identification of MVP.

4. In the context of your strategic business plan:
• Where are your systemwide
capability/resource & knowledge
strengths and vulnerabilities?
• Where should you be deploying
resources to strengthen your capability &
knowledge base?
• What business opportunities are you
missing out due to gaps in your
knowledge and other capabilities?
Capability Related Strategic Questions
4

5. Difficulty /
Specificity of
Knowledge
Transfer
Task Complexity
Global Competitive Advantage Through
Management of Knowledge
Tacit knowledge: transferred
via face to face processes.
Example: plant knowledge
transfer resulting in speed to
performance.
Strategic knowledge: Focus on scarce and relevant
pieces
Example: Identification of expertise gaps in Sales
(Key Accounts), Manufacturing, Engineering and
R&D. Result: speed to investment decisions.
Explicit knowledge: transferred
via broad reach tools.
Example: Onboarding resulting in
speed to institutional
knowledge
5© Roberto Evaristo, Outthink, 2013

6. Strategic Capability/Resource Mapping
Post-Acquisition
Integration
and/or
Awareness
Creates a better
solution for Strategic
Account Management
Global Project
Management: Skill
assignment
Knowledge Retention
Concerns due to
Retirement Bubble
Strategic Knowledge-
Based Succession
Planning
What is it? Why is it important?
Graphically depicts
talent/competencies:
•Functionally
•Geographically
•Depth of Bench
6

7. 7
Level 5 (highest)
Level 4
K1
815 is “John Doe”
Circles: People, colored by location
Squares: Areas of Knowledge
Depth of Knowledge: Line Thickness
Depth of Knowledge in a Particular Topic (K1): Product, Customer, Technology – anything

8. 8
K1K2
Individuals with knowledge in both
areas concurrently
Depth of Knowledge in Two Particular Topics (K1 and K2)

9. 9
K1K2
K3
Higher Complexity: Multiple Knowledge Areas

10. Circles: People, colored by location
Squares: Areas of Knowledge
Line Thickness: Depth of Knowledge
Capability Mapping Output
10

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High Value Added Solutions
Addressing Expertise Gaps (Sample)
• Sales
– Sales Project 1: Over $600M in additional
sales
– Sales Project (several): Results identified key
obstacles to growth, ultimately impacting
scorecards, training and hiring plans.
• R&D
– R&D Project 1: training and hiring needs to
match expansion plans
– R&D Project 2: gap id for succession planning
– R&D Project 3: headcount neutral
reorganization by skill-project needs with
impact on milestone timelines
• M&A Integration
– M&A Project 1: identification of MVP,
definition of location change strategy,
retention packages
– M&A Project 2: cross-enterprise career
opportunities, higher engagement, support to
succession planning
• Manufacturing
– Plant manufacturing performance: reduction
in production waste by 30%
– Technology manufacturing group: group
inception and processes to aid long term
sustainability of critical skills across plants,
including career planning, training and hiring
(over $5M in additional savings in first year)

12. Typical Process Output
Increases visibility of capabilities across silos:
decision focus shifts from guesstimating inputs to
applying business acumen to results
Outcome maximizes Efficiency of resource usage
Focusing Investment Allocation
Creating product and service Innovation
12

13. The difference is in the results
We believe in adding to the insight of decision makers.
We looked at the market place of business performance improvement focused on
workforce, and saw solutions based on statistical analysis of large amounts of
personnel data. However, they did not address localized individual challenges.
We saw solutions that could deliver competence and skill-based general
recommendations across the workforce. However, these solutions only
recognized broad risks but failed to identify opportunities and deliver actionable,
low cost solutions to critical business problems.
We saw a need for a different type of solution. That is why we founded Outthink.
What we do
13
Why use Strategic Capability Mapping?
We start with the problem or
opportunity.
We quantify subjective data to
enable objective decisions in
complex business problems.
Our outputs shift decision focus from
guesstimating inputs to applying
business acumen to results.
.

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Sample Typical Results: Resource Allocation Impacts
• Alignment between skill/expertise/capabilities and investment / revenue / strategic plan
/ general resource allocation
– Identification of temporary or virtual opportunities for resource redeployment to address
newly found gaps in expertise (say, based on shifting needs)
• Talent risk management (vulnerability resulting from single expertise suppliers, ability to
deliver on R&D objectives, etc)
– Actionable make or buy talent strategy
• Identification of regional expertise pockets that can support hub and spoke concept
(CoE)
– Cross-regional capability sharing and synergy development based on availability of expertise
• Determination of most important training and development areas

15. 15
Key Applications
Key Account Expertise Coverage Solutions
Increase effectiveness and efficiency of ability to deliver value
proposition to customer, improving relationships and leading to higher
sales. Case: Over $300M in additional sales at 3M.
Cross Boundary Effectiveness Improvement
Assessment and identification of capabilities across business unit &
geographic boundaries, leading to better resource utilization. Case
studies: Recurrent savings of over $2M in Health regulatory affairs, $4M
in manufacturing solutions, and $10M in R&D.
Process Innovation
Changing the way we look at individual capabilities across the
productive life-cycle. Case studies: M&A Integration with increased
engagement and identification of MVP.

16. Roberto Evaristo, Ph.D.
Concept, Service and Product Optimizer
Principal
+1-312-375-9396 – jroberto.evaristo@gmail.com
Outthink, LLC
Minneapolis, MN 55405