APEX v15a 02162015
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APEX helps organizations achieve peak performance through developing their market, operating, and people performance. They use proven tools and methods to accelerate change, build skills, and align strategy, culture, and talent for profitable results. Their approach focuses on identifying strengths, building trust through goal-driven work, and strategic thinking to shift landscapes and build sustainable organizational capacity. APEX has added value for clients through outcomes like cost savings, leadership development, efficiency gains, and accelerated revenue generation.
APEX v15a 02162015
- 1. www.apex4growth.com Columbus • Boston • NYC • Washington CAPABILITIES OVERVIEW 1
- 2. 2 We help organizations achieve peak performance. Creating competitive value that makes a difference Our Mission
- 3. Why does performance matter? 3 Execution capability is one of the top three concerns of CEOs. Product life-cycles are accelerating at an exponential rate. This creates an ever greater demand for both market “know how” and a committed, high speed, agile workforce. 50% of all employees are “merely putting their time in” and 20% are acting out their discontent in counter- productive ways. (Costing $.5Trillion to the US economy per year) Source: State of the American Workforce Report, Gallop, 2014 Source: Accenture Global 1000 Survey, 2012 Source: Mark Sullivan as Featured Guest at Harvard Business Publishing Media Channel, 2014
- 4. Organizational Challenges What organizations are facing today… 4 ©PLHerrera/iStockphoto LP. Talent and Customer Churn: Effort and commitment are fluid and fleeting, often leading to sub-optimal performance. Integrity: Less black and white; what is ground truth; organizations, markets and people have different realities; what is real and meaningful; what is sustainable? Uncertainty: Live in a VUCA (Volatile–Uncertain- Complex-Ambiguous) world; increased decision risk. Increased Competition: Lower barriers to entry; more alternatives for customers; greater need for speed and enhanced value.
- 5. What happens when you're not organizationally aligned? 5Source: KatesKesler LLC Strategy PeopleRewardsProcessStructure If the structure is not aligned to the strategy If the development of coordinating mechanisms is left to chance If the metrics and rewards don’t support the goals If people aren’t enabled and empowered you get If strategy is missing, unclear or not agreed upon Confusion Friction Gridlock Internal Competition Low Performance you get you get you get you get
- 6. Expertise that delivers: Drawing upon a global network of resources Mark Sullivan, Ph.D. 30 years of leading organization, strategy and human capital practices Former Dow 30 Chief Learning Officer and Global VP-Talent Management Harvard Business Publishing featured media talent Growth incubator and talent/organizational development expert APEX’s Founder Jeff Bennett Former Booz, Allen & Hamilton strategy partner; founder, Amphora Consulting Extensive global board level consulting on business growth Recent articles in HBR, Strategy & Business publications, et al 6 Ron Ashkenas, Ph.D. Co-led organizational change team for Jack Welch Original co-author of “Work- Out” (getting cross-functional work done fast and well) Popular HBR contributor and blogger focusing on speed and simplicity. Managing Partner with Shaeffer Associates Kurt Southam, Ph.D. A former colleague and protégé of Stephen Covey Prominent expert in influence management, change management and (how to conduct) crucial conversations Founder, owner of Southam Associates Leveraging extended faculty, managing partners and experts with a proven record
- 7. Market Performance 7 Operating Performance People Performance Our Core Capabilities
- 8. Performance Fly-Wheel: Three big questions that power sustainable performance 8 People Performance Operating Performance Market Performance Market Performance: How do you create unique, competitive value in a sustainable fashion? (Economic Value) Operating Performance: How do you create efficient, innovative, agile practices that get the right things done the right way? (Functional Value) People Performance: How do you develop and sustain superior competence and effort as an individual and team contributor; and as leader and follower? (Human Capital)
- 9. -- Market Performance – Strategic Value Creation & Execution Capability -- Operating Performance -- Organizational Strategy & Structural Fitness Approach To Growing Capacity and Effectiveness 9 Capabilities Tied Together (Strategy, organization and talent eco-system integrated for speed and value ) Builds Disciplined, Cross-Functional Alignment (Ties purpose, with high speed process and practice) Closing the Knowing-Doing Gap (Develops targeted capabilities for impact) Links to Profitable Market-Back Opportunities (Accelerates internal growth engine with key BD skills) -- People Performance – Team & Talent Skill Building
- 10. 10 Strategy TalentOrganization STRATEGY Making It Real and Relevant (Market Performance) ORGANIZATION Improving Speed, Quality and Value (Operating Performance) TALENT Develop Skills That Make a Difference (People Performance) What We Do
- 11. Key Competencies 11 Growing Market Performance Teaching/coaching competitive growth & business development skills with strategic talent Identifying profitable, new value-driven, high-margin opportunities Incubating targeted 100-day action learning growth teams for value capture Creating a workforce that thinks and acts market-back (not product-forward) Link to Profitability? “Using the growth tools in the APEX program, we were able to take price up three times in 18 months while significantly growing margins through re-crafting our value proposition and business model with a key customer.” Source: General Manager of a medical device supplier for the world’s largest 501C3 health care research institution, Columbus, OH; May 3, 2012. Accelerating Operating Performance Developing People Performance Growing Market Performance
- 12. Develop a blended mix of strategy, BD and executive leadership skills while on a part- time, strategic, income-generating 100-day market-facing action learning project team Extensive “hands-on” coaching and real- time practice on the problems at hand Cultivate accelerated value delivery “know-how” in complex cross-boundary settings 106 five-day sessions Over 2,500 people trained Over $700 million in recognized bottom- line impact Building a ‘culture of innovation’ 12 SMART Growth Lab: Strategic Marketing And Rapid Talent Growth Lab For our biggest client – a fivefold increase in the rate of organic growth, 60 percent increase in revenue and more than 100 percent increase in operating profit Introducing an Award-Winning 100 Day Growth Accelerator: The Concept The Results Dow 30 Chairman’s Award ©APEX Accelerating Operating Performance Developing People Performance Growing Market Performance
- 13. Key Competencies 13 Accelerating Operating Performance Building 100-day road maps: big goals and commitments Benchmarking value steams, risk-zones and accelerators Securing matrix, cross-functional hand-offs and accountability mechanisms Mapping resource and talent pipelines; sandbox simulations Re-tooling operating models and governance frameworks Link to Profitability? Organizations that are operationally fit based on well integrated structures and processes can have a 3-5% competitive advantage in net sales-to-inventory, working capital or asset turnover. Source: Warren Buffet on business valuation in his Berkshire Hathaway Annual Meeting; May 3, 2014. Toward High Speed Value Delivery and Value Capture: Developing People Performance Growing Market Performance Accelerating Operating Performance
- 14. Activity & Value Mapping: Streamlining Hierarchy Blue Ocean Leadership Practices 14 Key Activities • Enforce established ways of doing things • Solve operational problems and put out fires • Monitor and coordinate middle management initiatives • Deal with administrative matters and answer e-mails • Conduct meetings for operational improvements • Deal with poor performance • Coach and motivate direct reports • Communicate the company’s vision and what it means to people • Create a compelling strategy • Explain the strategy clearly • Analyze future trends and their implications for the company • Develop an agenda for change • Remove bureaucratic blockages HIGH LOW TO-BE PROFILE IN CHARTING THE FUTURE AS-IS PROFILE FOCUS ON THE DAY-TO-DAY ELIMINATE REDUCE RAISE CREATE From the Day-to-Day to the Big Picture Current activities of leaders vs. the activities employees think they should be doing (Aspirational Mapping: One Stakeholder Group) TIME & EFFORT Source: HBR, Blue Ocean Leadership, May 2014; For Illustrative Purposes Only Developing People Performance Growing Market Performance Accelerating Operating Performance
- 15. Key Competencies 15 Developing Team & Talent Performance Team Play Book & Profiler;* Culture Map Executive Workshops & Coaching Labs Customized Motivational Talks Korn Ferry Leadership Architect Change Management ProSci Tools Talent Link to Contribution Margin? By enabling talent to have the right competitive skills, the organization can have a 40% increase in employee performance and a 4.5x multiplier in financial results. Hay Group, Normative data base from global research and assessment, 2012. Provides measurable improvement in cost, quality, speed, safety, and value* • 50% reduction in error rate in select hospitals • Development groups improve cycle time by 50-80% • Productivity of knowledge workers by 50-80% * As measured in over 50 large-scale, cross-industry global change initiatives by Vital Smarts Training Company Building skills that help to grow talent and teams via performance coaching and workshops * An APEX Offering by VitalSmarts and Southam Associates Growing Market Performance Accelerating Operating Performance Developing People Performance
- 16. Team Play Book: Leveraging Common Patterns and Practices For High Performance Roadmap The “Profiler” tool further aligns performance styles to roles to optimize individual and team practices Measure individuals (People Profiler) as a way to look for patterns, explain challenges, and make the best business decisions 19-May-15 ©2011 Talent Analytics, Corp. | www.talentanalytics.com An APEX offering as an Agent of Talent Analytics Corp 16 Growing Market Performance Accelerating Operating Performance Developing People Performance
- 17. Shaping Operating Cultures: Anchoring Core Practices between Talent and Teams 17 17-Minute Culture Survey Operating Culture Practices: Thematic Analysis Change Resistance Mapping: Gap Analysis 100 Day Culture Incubators: Innovating the Future Why Does Culture Matter? Change management fails as much as 70% of the time with the operating culture being a critical factor. Strong cultures will improve productivity by at least 10%. Done well, unit productivity can as much as double in six to twelve months. Source: Developing Your Company Culture, Barry Phegan, Ph.D. January 1, 1995. Stability and control Flexibility and freedom to act Internalfocus andintegration Externalfocusand differentiation Clan Hierarchy Market Adhocracy 50 40 30 20 10 *OAIC Culture Survey designed and validated by Professor Kim Cameron, University of Michigan, 2011.
- 18. Framework: The New Korn Ferry 4D Leadership Platform 18 An APEX licensed Korn Ferry tool
- 19. Growing Market Performance Accelerating Operating Performance Developing People Performance Influence Management Skills (i.e. creating common interests) Provides skills needed to change the behavior of others. Also highly effective for those without formal authority, as well as emerging leaders. Crucial Conversations (i.e. straight talk) Teaches skills for creating alignment and agreement by fostering open dialogue around high-stakes, emotional, or risky topics—at all levels of the organization. Crucial Accountability (i.e. walk-the-talk) Teaches a step-by-step process for enhancing accountability, improving performance, and ensuring execution. By learning how to talk about violated expectations in a way that solves problems while improving relationships, you’ll improve individual, team, and organizational effectiveness. 19 Two-Day Award Winning Skill Building Seminars A VitalSmarts Certification Asset in Partnership with APEX Developing Talent to Thrive in High Change
- 20. Signature Speaking Engagements (Key messages and stories aligned to change and engagement efforts) 20 Symposiums (Structured, scalable dialogue sessions with panel prepped for impact) Facilitated Fire-Side Chats (Skillfully guided, highly interactive sessions addressing issues and opportunities) Growing Market Performance Accelerating Operating Performance Developing People PerformanceCustomized Motivational Talks
- 21. Our Approach 21 We believe each client has the inherent tools and capability to step up to superior performance, in spite of hurdles constraining success. We help to shift the landscape and build people and organizational capacity to make a sustained difference that matters. We do this by: Work Smart Build Trust Think Hard
- 22. Our Approach Work Smart Build Trust Think Hard Identifying what is working well Creating a supportive, respectful, accountability-driven environment to do challenging, meaningful work requiring trust, skill, standards and stamina 22
- 23. Our Approach Using rapid-results methodology and metrics as both a means and ends to performance improvement. We link compressed, goal-driven, action-learning efforts and guided images/milestones with on-going, peer-client feedback for mapping progress against measurable outcomes. 23
- 24. Our Approach Providing developmental environments to safely experiment with new behaviors and practices for enriching talent and teams for profitable results. 24
- 25. Where We Have Added Value 25
- 26. Cost Savings Talent-Powered Leadership Competitive Differentiation Strategic Alignment: Less Re-Work Operational Efficiency Accelerated Revenue Generation Accelerated Through-Put: Cross-Functional Expertise High Performing Teams Speed-To-MarketChange That Works Market-Back Culture: Focused on Value Why APEX? 26 Proven, senior-level practitioners with many years of client experience applied throughout the full-length of the engagement. (Unlike some of the larger consulting houses, our seasoned talent is present through the entire process.) Our high quality services are provided at a cost significantly less than the major consulting houses. We bring expertise and value without the overhead. We use seasoned tools, honed from years of practice to ‘move the needle’ where it matters. We work fast, in a targeted fashion, to accelerate change that makes a material difference for you and your organization. Expertise Cost Results
- 27. Follow-up Contact: Mark J. Sullivan, Ph.D. Managing Partner Accelerating Performance Excellence, LLC c: 201.290.5317 msullivan@apex4growth.com 27
- 28. Tools and Practices (Social and Organizational Innovation for Profitable Results) APEX uses proven tools, interview guides, assessment, diagnostic reports, and skill-building seminar products with best-of-class licensed assets from the McKinsey, Korn Ferry, ProSci Change Management, Talent Analytics, KatesKesler, Vital Smarts Training, Southam Associates, Minds at Work, and OCAI companies. 28 T: 201.290.5317; O: 150 East North Broadway Street, Columbus, OH 43214