1. The Success Matrix
Gerry Langeler
November 21, 2013

2. THE SUCCESS MATRIX
Winning in Business
and in Life
© Gerry Langeler 2014

3. VISION
PROCESS
© Gerry Langeler 2014
OUTPUT

4. Vision

A broadly understood and agreed-to sense of direction
which encompasses competitive leadership over time.
© Gerry Langeler 2014

5. Process

The structures, methods and procedures to repeatedly
produce timely, high-quality products or services,
independent of changes in personnel.
© Gerry Langeler 2014

6. Output

Profitable products or services are being produced with
predictable regularity.
© Gerry Langeler 2014

7. The Success Matrix – Eight Possibilities
Vision
© Gerry Langeler 2014
Process
Output

8. The Dreamer
 VISION
 PROCESS
 OUTPUT
© Gerry Langeler 2014

9. Dreamer Issues
 Key Concerns:

Without a practical balance, will produce nothing.
 Identification Signs:



Fancy talk, no action
Focus on “what,” but not “how” or “when”
Single-minded approach to problems
© Gerry Langeler 2014

10. So, You Found a Dreamer
 Make them proud of their status

But not in charge of the company
 Find them friends

Those who can take the dream and make it real
 Show them the commercial value of their dream

Let others shower them with kudos
© Gerry Langeler 2014

11. The Academic
 VISION
 PROCESS
 OUTPUT
© Gerry Langeler 2014

12. Academic Issues
 Key Concerns:

It is much easier to be a philosopher than a plumber.
 Identification Signs:



Overuse of the word “should” to describe solutions
Inability to crisply describe any Output
Schedules are either fuzzy or constantly slipping
© Gerry Langeler 2014

13. So, You Found an Academic
 Put them “on the road”

The closer they get to “customers,” the more they value
Output
 Find a Grunt, and get the Academic to be a coach

Help them find Output through others
 Make their world reflect (some of) your risk

Then raise the bar systematically
© Gerry Langeler 2014

14. The Brute
 VISION
 PROCESS
 OUTPUT
© Gerry Langeler 2014

15. Brute Issues
 Key Concerns:

Without improved process, you may reach some of your
goals in the short term, but you are likely to plateau.
 Identification Signs:



Ask “how?” – and listen for anecdotes
Drive for specifics
Substitute players, at least virtually (heroes don’t scale)
© Gerry Langeler 2014

16. So, You Found a Brute
 Talk about the risk of hitting the wall

Let the initial pushback subside
 Look for complementary pairings

Structure “tiger teams” by character
 Get started on succession planning

And recognize the Brute by enlisting them
© Gerry Langeler 2014

17. The Bureaucrat
 VISION
 PROCESS
 OUTPUT
© Gerry Langeler 2014

18. Bureaucrat Issues
 Key Concerns:

The means has become an end in itself
 Identification Signs:




Your people will tell you, usually by this name
Run an “elimination” function
Ask them “So what?”
Overuse of “should” in a “rules” mentality
© Gerry Langeler 2014

19. So, You Found a Bureaucrat
 Make their life easier before making them change

Don’t burn them, turn them
 Take them to school

Help them see they are a means, not an end
 Team them with a Brute

But watch for potential carnage
© Gerry Langeler 2014

20. The Merchant
 VISION
 PROCESS
 OUTPUT
© Gerry Langeler 2014

21. Merchant Issues
 Key Concerns:

Can be successful in a stable environment but will lose
quickly in a period of rapid change
 Identification Signs:




Ask about a “protected market”
Can tell you “what” they are doing, but not “why”
Goals are all short-term
Dismiss disruptive competitive threats
© Gerry Langeler 2014

22. So, You Found a Merchant
 Force a Visioning exercise

Example: cross functional teams creating a fictitious
competitor, or an unprotected market
 Drive deeper “lost sales” analysis

Use both internal and external customers
 Team with Dreamers

May cross pollinate
© Gerry Langeler 2014

23. The Grunt
 VISION
 PROCESS
 OUTPUT
© Gerry Langeler 2014

24. Grunt Issues
 Key Concerns:

You aren’t getting better, you’re getting older. Limits
you to your own energy.
 Identification Signs:



Running very hard to not quite stay in place.
Ask “What do you do differently or better today than you
did a year ago?”
Inquire directly about Vision
© Gerry Langeler 2014

25. So You Found a Grunt
 Reduce scope or complexity

If ego can be managed you both win
 Introduce some carefully defined Process

But be careful not to add complexity
 Team with others, but with clear expectations

Grunts can “lay down their lives” for the enterprise, so
only ask that when you really need it
© Gerry Langeler 2014

26. The Loser
 VISION
 PROCESS
 OUTPUT
© Gerry Langeler 2014

27. Loser Issues
 Key Concerns:

The big issue is how did they get there
 Identification Signs:



Work backwards from Output
Check for “voting with their feet”
Test for fatalism
© Gerry Langeler 2014

28. So You Found a Loser
 Offer assistance

Losers often the most receptive to change
 Get back to basics

Simple goals and processes, clear and immediate
Output
 Replace or Outsource

Sends a message to the entire organization
© Gerry Langeler 2014

29. Success
 VISION
 PROCESS
 OUTPUT
© Gerry Langeler 2014

30. Success Issues
 Key Concerns:

Keep a close watch that all three remain in balance.
Left alone, vision goes, then process, then output. It
takes a long time to rebuild.
 Identification Signs:



Success appears effortless
Talent is voting with their feet – inbound
They start generating their own larger Vision
© Gerry Langeler 2014

31. So You Found a Success
 Ride them hard

Avoid both complacency and arrogance
 Set them up as role models

Focus others on all three elements of their attainment
 Keep checking upstream

Human nature is a powerful force
© Gerry Langeler 2014

32. The Success Matrix
Vision
Process
Output
Dreamer
Academic
Brute
Bureaucrat
Merchant
Grunt
Loser
Success
© Gerry Langeler 2014

33. Measure Your Company & Yourself
 It Is Simple

Ask the straightforward questions
 It Is Hard

Getting real answers takes some work. Getting to the right
answer takes a great deal of work.
 It Is Worth It!
© Gerry Langeler 2014

34. LIFE CYCLE OF A START UP
Sales
Net Profits
15
70
Sales
30
5
10
0
-10
1
2
3
4
5
6
7
-5
-30
-50
-10
Year
Vision
Process
Output
© Gerry Langeler 2014
Net Profits
10
50

35. Product Development and Management Association
Oregon Chapter
www.pdma.org/oregon
LinkedIn:
PDMA Oregon Chapter Discussion Group
Questions or comments:
Email the VP of Membership

36. Saturday, April 12, 2014 8:00 – 4:00
Southridge High School, Beaverton
www.ProductCampPDX.org