Organization Name:

Strategy: One-Page Strategic Plan (OPSP) Software Development

People (Reputation Drivers)

Employees Customers Shareholders
1. _______________________________
eNPS 1. _______________________________
NPS 1. _______________________________
Company valuation

2. _______________________________
Employee Turnover 2. _______________________________
Customer Retention % 2. _______________________________
Partner profit distributions

3. _______________________________
% A-Players 3. _______________________________
Customer Lifetime Value 3. _______________________________
Shareholder NPS

CORE VALUES/BELIEFS PURPOSE TARGETS (3-5 YRS.) GOALS (1 YR.)

(Should/Shouldn't) (Why) (Where) (What)

WE ACT IN OUR CLIENTS' WE UNLEASH POTENTIAL Year 2018 Year 2016

BEST INTEREST Revenues $25m Revenues $12.5m
Every Role, Every Day. For our clients:
Our products, services and Net Profit 15% Net Profit 13%
WE THRIVE ON DETAIL. support allow our clients to focus # Clients 250 # Clients 75
We are obsessed with precision; on what they do best and reach
everything we do must be their potential Sandbox Gross Margin 60%
accurate. Today's regulatory Net Cash Flow +$75k
requirements require mastery of For our employees: Where - US and Europe
thousands of fine distinctions; We unleash the potential of our What - Professional Services A/R Days 30
investment operations have never employees by helping them to Management S/W # Products 5
been more complex. Our clients focus on what they do best every How - direct sales and through
day law and accounting alliance Rev./Emp. $250k
rely on our expertise for
simplification and clarification. partners
Actions Key Thrusts/Capabilities Key Initiatives
WE HAVE A BIAS FOR ACTION. To Live Values, Purposes, BHAG®
We are a team of doers. When
faced with uncertainty, we make Create themes based on core values Launch European Operation Add Resource Allocation s/w
1 1 1 support
our best decision and press
forward. Our deadlines are real,
and our actions must be timely. Begin tracking and communicating Expand from consulting support to Add 5 new strategic alliances
2 progress against our BHAG 2 legal, accounting and engineering 2

WE RELY ON INITIATIVE. Post "Unleash Potential" posters in Open second US office or expand Implement Agile/Scrum methodology
Our team is comprised of 3 conference rooms 3 current office 3 with all development teams
independent, intelligent
individuals from diverse cultures Initiate quarterly Core Values awards Increase outsourced development Add 1 new outsourced development
and career paths. Each employee 4 4 to 50% 4 partner
owns the work and takes
responsibility for results. We Produce Core Purpose video Research disruptive technologies Implement TopGrading and
5 5 5 Measure Talent
expect and reward autonomy; at
every level of the organization,
our people refine our culture and
practice through daily action. Profit per X Brand Promise KPIs Critical #: 1st Time Demos/Wk
Profit per Client: - Time to launch 10
WE ENSURE THE BEST IDEA - Goal is deeper, longer term - # of System Investigation
WINS. 8
relationships with clients where Requests
The next big thing can come from we sell in more software and - Client ROI Between green and red
anywhere. We solicit ideas services 4
constantly, internally and
externally. The best way forward
often emerges from debate; our BHAG® Brand Promises Critical #: Closing Ratio
culture welcomes the outspoken
and the unconventional. $1billion ROI for our clients by - Best implementation - faster, 60%
2030 right the first time 45%
- Best partners - service and
support Between green and red
- Fastest ROI 30%

Strengths/Core Competencies Weaknesses

1. __________________________________________________
Location - NYC office in heart of target market 1. __________________________________________________
Focus on quality makes us more expensive

2. __________________________________________________
Industry experience-most employees grew up in professional services 2. __________________________________________________
No European presence

3. __________________________________________________
Credibility through prestigious client list 3. __________________________________________________
Small size relative to international competition

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 Your Name: Date:

Sundar Gates 12/17/15

Process (Productivity Drivers)

Make/Buy Sell Record Keeping
1. _______________________________
Time to Market 1. _______________________________
# of First Time Demos / month 1. _______________________________
Year over Year Revenue Growth

2. _______________________________
# Bugs per release 2. _______________________________
Closing Ratio 2. _______________________________
Net Profit

3. _______________________________
Items in backlog 3. _______________________________
Sales Cycle Weeks 3. _______________________________
Cash Flow - 90-Day Runway

ACTIONS THEME YOUR ACCOUNTABILITY

(How) (Qtr./Annual) (Who/When) - VP HR

Your KPIs Goal

Qtr. Q1 Deadline 3/31/16
Revenues $2.9m Measurable Target/Critical # % A-Players 40%
1
Profit 13% 150 new ideas
# Clients 50
eNPS 60%
Gross Margin 58% 2
Theme Name
Net Cash Flow +$40k
The Idea Bank
A/R Days 35 # Stay Interviews/Wk 2
3
# Products 3 Supports "initiative" core values
Rev./Emp. $225k

Rocks Scoreboard Design Your Quarterly Priorities Due

Who Describe and/or sketch your
design in this space 1
Implement eNPS survey and process 3/31
Add 2 new strategic alliance partners JA
1
Track # of new ideas that add
value to our clients through our 2 Pilot Topgrading to hire VP of Sales 3/1
Hire VP of Sales BB products and services.
2

At the end of each month, the # of Implement Agile/Scrum training program 1/31
Implement eNPS MB 3 with 2 development teams
3 new ideas submitted by each
team (development, sales,
Implement Agile/Scrum with 2 development HG services, etc.) will be voted on by 4
4 teams a cross-functional committee.
Complete TopGrading training MH
5 5

Critical #: # 1st time demos/week Celebration Critical #: Employee Turnover

8 Party for entire organization at the 5%
6 end of the quarter if over 150 10%
ideas are submitted
Between green and red Between green and red
3 20%

Critical #: Closing Ratio Reward Critical #: % A-Players

50% Reward for winning team(s) each 50%
35% month - 1 day working with a 40%
charity of their choice
Between green and red Between green and red
20% 25%

Trends
1. __________________________________________________
Artificial intelligence driving prof. svc resource and project decisions 4. __________________________________________________
Big Data

2. __________________________________________________
Accelerated M&A in accounting and legal industries 5. __________________________________________________
Software as a service

3. __________________________________________________
Necessity for more agile software development 6. __________________________________________________
Cloud Services - i.e. AWS

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