Gazelles

Growth Tools
People: Organizational Structure
Strategy: One-Page Strategic Plan
Execution: Rockefeller Habits Checklist

Execution: Who What When (Action Plan)

Cash: Cash Optimization Strategies

Copyright Gazelles Systems, 2006.

Rockefeller Habits 2 Day Workshop

Gazelles Growth Method

4-3-2-1 = Results!
A proven business growth method used by thousands of growth companies to achieve RESULTS.

4 Decisions
People Happiness
Strategy Revenue/Growth
Execution Profit/Time
Cash Oxygen/Options

3 Disciplines
Priorities Top 5 and Top 1 of 5
Data/Metrics Qualitative/Quantitative
Meeting Rhythms Daily, Weekly, Monthly, Quarterly, Annual

2 Drivers
People Customers, Employees, Shareholders
Process Make/Buy, Sell, Record Keeping

1 Catalyst
Advisors Experience/Knowledge
Consultants Experts/Answers
Coaches Accountability/Questions

RESULTS!
2x Cash Flow

3x Profitability

10x Valuation

More Time!

People: Organizational Structure

1. Name the #1 person accountable for each role or key position
2. List Key Measures for each position
3. Take your Profit/Loss and Balance/Sheet and assign line items to the person
Seats Head of Departments - Accountability
Role/Key Position

Name

Leading Indicators
(Key Performance Indicators)

3 Lagging Indicator/Outcomes
(P/L or B/S Items)

Head of Company
Sales & Marketing
Sales
Marketing
Operations
Manufacturing/Service Delivery
Research & Dev.
Finance & Accounting
Treasury
Controller
HR/Learning/People

Information Technology

Customer Satisfaction/Advocacy

Heads of Business Units

_______________________
_______________________
_______________________
_______________________

Identify: 1. More than 1 Person in a Seat; 2. Person in more than 1 seat; 3. Empty seats; 4. Enthusiastically Rehire?
Copyright 2007 Gazelles, Inc.
Need help implementing this plan? Visit www.gazelles.com or call 1-866-922-GROW to learn about Gazelles Coaching Services.

Strategy: One-Page Strategic Plan

Organization Name:

People (Relationship Drivers)

Employees

Customers

Shareholders

1 ___________________________

1 ___________________________

1 ___________________________

2 ___________________________

2 ___________________________

2 ___________________________

3 ___________________________

3 ___________________________

3 ___________________________

CORE VALUES/BELIEFS
(Should/Shouldnt)

PURPOSE
(Why)

____________________

__________________

TARGETS (3-5 YRS.)

(Where)

GOALS (1 YR.)
(What)

Future Date

Yr Ending

Revenues

Revenues

Profit

Profit

Mkt Cap

Mkt Cap

____________________

__________________

____________________

__________________

____________________

__________________

Sandbox

____________________

__________________

___________________________

A/R Days

___________________________

____________________

__________________

Inv. Days

___________________________

Rev./Emp.

____________________

Actions

____________________

To Live Values, Purpose, BHAG

1

Gross Margin
Cash

Key Thrusts/Capabilities

Key Initiatives

3 5 Year Priorities

Annual Priorities

____________________
____________________
____________________
____________________
____________________
____________________
____________________
____________________
Profit/X

Brand Promise KPIs

Critical #: People (B/S)

__________________

__________________

__________________

__________________

__________________

__________________

_________________
_________________

__________________

__________________

__________________

Core Competencies

BHAG

Brand Promises

__________________

__________________

__________________

__________________

__________________

__________________

__________________

__________________

__________________

Strengths: 1 __________________________________

Between green and red

_________________
Critical #: Process (P/L)

_________________
_________________
Between green and red

_________________

Weakness: 1 __________________________________

__________________________________

__________________________________

__________________________________

__________________________________

Copyright 2007 Gazelles, Inc.

BHAG is a Registered Trademark of Jim Collins and Jerry Porras.

Your Name:

Date:

Process (Productivity Drivers)

Make/Buy

Sell

Record Keeping

1 ___________________________

1 ___________________________

1 ___________________________

2 ___________________________

2 ___________________________

2 ___________________________

3 ___________________________

3 ___________________________

3 ___________________________

ACTIONS (QTR)
(How)

YOUR ACCOUNTABILITY
(Who/When)

THEME (QTR/ANNUAL)

Qtr. #

Your KPIs

Deadline

Revenues

Goal

Measurable Target/Critical #

Profit
Mkt Cap

Gross Margin
Cash

Theme Name

A/R Days

__________________

Inv. Days

__________________

Rev./Emp.

Rocks
Quarterly Priorities

Who

Scoreboard Design

Your Quarterly Priorities

Describe and/or sketch

your design in this space.

Critical #: People (B/S)

Celebration

__________________________
__________________________

__________________
__________________
__________________
__________________

Between green and red

__________________________
Critical #: Process (P/L)

__________________________
__________________________
Between green and red

__________________________

Critical #: People (B/S)

__________________________
__________________________
Between green and red

__________________________

Reward

Critical #: Process (P/L)

__________________
__________________
__________________
__________________

Opportunities: 1 __________________________________

Due

__________________________
__________________________
Between green and red

__________________________

Threats: 1 __________________________________

__________________________________

__________________________________

__________________________________

__________________________________

Need help implementing this plan? Visit www.gazelles.com or call 1-866-922-GROW to learn about Gazelles Coaching Services.

Execution: Rockefeller Habits ChecklistTM

1. As goes the Executive Team goes the rest of the firm.

Team members understand each other's differences, priorities, and styles

The team meets offsite every few months for strategic thinking and renewal

The team is having fun together
2. Everyone aligned with #1 thing that needs to be accomplished this quarter to move company forward.

5 priorities (Rocks) are identified and ranked for the quarter

A Critical Number is identified and aligns with the #1 priority

A Quarterly Theme is established that brings the key priority/Critical Number alive

A scoreboard for the Critical Number is posted and Theme announced

All employees know what the Celebration/Reward will be
3. Communication rhythm is established. Information moves through organization accurately and quickly.

All employees are in some kind of a daily and weekly huddle

Huddles cascade from senior management to frontline or visa versa
4. Every facet of the organization has a person assigned with accountability for ensuring goals are met.

Income (P&L), Cash Flow, & Balance Sheet statements have persons assigned to each line item

An accountability chart has been created
5. Ongoing employee feedback and input is systematized to remove obstacles and identify opportunities.

Employee hassles/ideas/suggestions/issues are being collected weekly

There is a systematic process for addressing issues and opportunities

Thank You cards are being written every week by senior management
6. Reporting and analysis of Customer Feedback data is as frequent and accurate as financial data.

All employees are involved in collecting customer data

There is a person assigned accountability for customer feedback

All senior leaders communicate with at least one customer weekly
7. Core ideologies are "alive" in the organization.

Core ideologies are discovered and defined

Stories are being shared of employees who represent the ideologies

Core ideologies are included in appraisal and recognition processes
8. Clear understanding of the firm's market position drives strategic planning and sales and marketing.

Brand Promise and market (Sandbox) are clearly defined

The organization is aligned around 5 key strategies (Thrusts/Capabilities) for growth
9. All employees can report at any time what their productivity is and how it compares against goals.

KPIs (key performance indicators) are identified for the organization

Weekly measures for each individual/team are clearly displayed and reviewed
10. A "situation room" is established for the weekly executive team meeting.

KPIs and Critical Numbers are posted bigger than life with goals clearly shown

Data is presented graphically to help visualize trends

Core ideologies, priorities, and market maps posted
Copyright 2007 Gazelles, Inc.
Need help implementing this plan? Visit www.gazelles.com or call 1-866-922-GROW to learn about Gazelles Coaching Services.

Execution: Who What When (Action Plan)

Who

What

When

Copyright 2007 Gazelles, Inc.

Need help implementing this plan? Visit www.gazelles.com or call 1-866-922-GROW to learn about Gazelles Coaching Services.

Cash: Cash Optimization Strategies

Cash Conversion Cycle (CCC)

Sales Cycle

Delivery Cycle

Billing & Payment Cycle

B
Make/Production
& Inventory Cycle
Shorten
Cycle
Times

Eliminate
Mistakes

Improve
Business
Model
& P/L

Ways to improve your sale cycle

Ways to improve your make/production & inventory cycle

Ways to improve your delivery cycle

Ways to improve your billing & payment cycle

Copyright 2007 Gazelles, Inc.

Need help implementing this plan? Visit www.gazelles.com or call 1-866-922-GROW to learn about Gazelles Certified Services.

NOTES:

NOTES:

Coaches@Gazelles.com
866-922-4769 (U.S and Canada)
704-966-0399 (Outside U.S. and Canada)