How to create an enduring business in 2013

Resetting Business Expectations

What are the hidden opportunities
that enable business owners and
their companies to thrive in 2014 and
beyond?

Goodbye

©2006-2013 icebreaker executive

www.icebreakerexecutive.com

Page 1


What is compromising your business value?

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Page 2


“The art of choosing men is not nearly so difficult as the art of
enabling those chosen to attain their full worth.” ~Napoleon

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Page 3


Tom Pickering engages to provide the hands on
support, oversight, and access to the very best
resources from his proven network from start to
finish.

Goodbye

Tom Pickering BA(Hons) FIET

Icebreaker CEO



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We don’t need to be there all the time

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•Because the test of good management is what happens
when you are NOT there



Page 5


Creating value is not about “the what” it is ALL about
“the how”

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Page 6


Reaching a different outcome is about
•The breadth of experience/scenarios
•An extraordinary commitment to deliver

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Page 7


We are pleased to have made mistakes

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...because we can share this learning too



Page 8


If you keep on doing what you’ve always done you will keep on getting
the results you have always got.

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...If you want a different result you need to change your actions

...which often means challenging ones flawed beliefs



Page 9


Our unique approach is at the core of what enables us to be
so effective
•How do you create a legacy and change beliefs? John
Webster and Tom Pickering pioneered the approach. Since
then we have 7 years of implementing this to realise
remarkable results

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Page 10


Stay humble

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Being a professional is knowing the boundaries of one’s knowledge
and when to take advice
The only danger is therefore knowing it all !


Page 11


Get to the truth or the problem will never be fixed

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Page 12


Judge us on what we do from the start, the rest is history

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Page 13


Our starting point is to review what the owners and
executives are doing

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- Because good or bad - everyone else will follow



Page 14


The scope of the capability development starts and must
include the business owners, so it is critical we have the right
role to lead the change

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Page 15


We will also ensure you have the right team to achieve the plan

Goodbyetrust us
... So its a closed loop - you can



Page 16


We enable ambitious business owners to realise their
ambitions

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Page 17


•How are you going to create value?

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Page 18


The issue for ambitious owners and executives

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Are you following a realistic plan to realise value?
•Do you have the right counsel to help you recognise and face
the current risks?



Page 19


In a challenging situation or climate

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Don't recruit more of the same!



Page 20


The only danger of an unrealistic plan

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is tenaciously sticking to it!



Page 21


Passion is the key to success

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•Focus on making people passionate about finding out
what customers value



Page 22


The new norm

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All plans need continuous challenge
.. Pride and ego need replacing with passion, humility and
more effective teams and ways of working



Page 23


“Creating a sustainable pot of value requires applying award
winning experience to leapfrog the competition too”

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Page 24


Where does our speed and analytical ability come from?

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Like Accident and Emergency, in turnaround & award winning
situations the implementation target is much faster
.. & have tenacity and passion to realise results



Page 25


All that is missing in a corporate environment is a shorter
completion time and teh ability to execute change

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Page 26


How do we preserve cash?

Goodbyeresults much faster
By reaching the plan and realising
...this effectiveness enables our affordable monthly fee



Page 27


The monthly fee just keeps the wheels on during the process

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Our reward solely comes from realising the value within 2
years



Page 28


What does excellent look like?

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By sharing our award winning and varied experience it allows
us how to set the bar higher



Page 29


Once committed we are always accessible and support flexibly
to achieve the outcome to suit the scenario – servant
leadership

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Page 30


Cash and profit

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Focus on a CASH generating plan and Profit looks after itself
.. A myopic focus on profit is often lethal



Page 31


Why does speed matter?

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Because delays, create unceratinty - burn value and cash!



Page 32


& humility is important

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Encourage mistakes; its the ONLY way to learn



Page 33


Its important to act early or the business can become too
expensive to fix - insolvency
Most owners don't recognise these signs nor know how to act
or react

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Who has the integrity to put the business interests first?

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We have developed this integrity from turnaround scenarios



Page 35


But most employees naturally put their own interests before
the best interests of the business

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Page 36


So you need a catalyst to make sure the business comes first

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Page 37


We provide the catalyst to get to the truth and enable the
business to make the right decisions

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Page 38


A business is future proof, when it has the capability, structure
and relentless passion to continually reinvent itself.

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Page 39


Tom provides total Commitment to the outcome “without being
trapped by an inflexible solution”

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Page 40


& Owners need a FLEXIBLE solution to suit the emerging
scenario

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Page 41


We treat a Business’s money with the same care as if it is our
own money
We zero base any expenditure

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Page 42


What is a business worth if the owners are still critical
to the day-day running?

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Page 43


Many critical business experiences are once in a lifetime
events for capable owners, this leaves unrealistic
expectations that should be respectfully realigned

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Page 44


Conversely not getting to the truth..
“causes unrealistic expectations and delays which burn cash”

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Page 45


Owners that are waiting for the wind to change to suit
them - create a “virtual outcome”

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Page 46


We don’t know better, we simply align expectations and are
expert at enabling others to perform at their best

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Page 47


Advice is worse than a waste of money without having the
accountability and responsibility for changing actions... We
are not consultants

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Page 48


Advice is also useless, to many excellent organisations that
don’t know how to build capability

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Page 49


Increase margin
•rebuild the passion that created the business in the first place

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Page 50


Ensure there is a sustainable core, and relentlessly improve the
remarkable aspects of the business

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Page 51


What matters to us?

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Trust, getting to the truth, achievement, relentlessly
finding better ways, preserving cash, and open
communication



Page 52


The Pitfall with developing capability

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Management are THE role models who set the standard that
EVERYONE MATCHES
So Change ALWAYS starts with ME, not YOU



Page 53


What is going on if people are not thinking?

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“A thinking workforce
creates predictable
results”



Page 54


Developing capability

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•Create the right structure
•Give people space to think
•Work flexibly
•Work very hard


Page 55


Passion motivates employees to be an ambassador for their
company all of the time

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Page 56


Developing capability has nothing to do with training
... It is implicit in this way of working

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Page 57


Raising the bar

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•Set the way of working & improve it
•OK to disagree, but someone is always responsible for making
decisions



Page 58


Checking strategy vs. key capabilities

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•Develop the mastery of continuous capability assessment and the
understanding of people



Page 59


Staying ahead

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•Stay humble regardless of the circumstances
•Have productive dialogue with customers or someone else
will do so!



Page 60


Simplicity

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•Work obsessively to reach simplicity
•Strategy communicated in max 5 bullet points
•Be consistent



Page 61


Teamwork checks decision making and rationalises new ideas
thoroughly and quickly

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Page 62


Set the means of decision making to suit the scenario and
focus on the present to constantly check the strategy

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Page 63


Why do 80% of passionate people in the workplace feel
unwanted?

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Page 64


... Harnessing and misreading passion

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•People complain because they DO care
•Difficult people are passionate people!
•Give passionate people more responsibility



Page 65


Financial management

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•Cash is king
•Zero based budgeting ensures you keep your cash



Page 66


Ways of working

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•Select the right people for the bus, without cloning
•Recognise and Value diversity; listen and don’t interrupt



Page 67


Increase and sustain margin by identifying what is the
main source of value that is difficult to replicate then
relentlessly develop it.

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Page 68


Define objectives using measurable targets, obsess about
consistency and simplicity

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Page 69


Managing risk is counterintuitive; it depends upon
decisive and delegated decision making

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Page 70


Accept you never have all the answers but be proactive to
reach YOUR OWN certainty

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Page 71


We rationalise everything ultimately against what is right
for the business

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Page 72


Staff motivation drives customer satisfaction

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Page 73


Showing trust requires real courage
•People and customer experience are the most important
assets
•Everyone has a critical role, give them space

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Page 74


The new norm - continuously challenge decision making and
make sure parties remain aligned on the outcome NOT the
solution

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Page 75


Staying Ahead earns the space to think

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Page 76


Businesses need a catalyst

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Page 77


Goodbye

+44(0) 20 7193 5518

tom.pickering@icebreakerexecutive.com

How to create an enduring business in 2013

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