EO New Jersey Oct 2014

EO New Jersey - Oct 2014
Management in the Digital Age
PRESENTER: Stephen Lynch
Twitter: @StephenLynch @RESULTSdotcom
Email: Stephen.Lynch@Results.com

Agenda
Management in the Digital Age
The way we manage our businesses is struggling to to keep pace with the rate of
change. We need to reinvent management
Radical Transparency & Accountability
What works and doesn’t work in terms of setting goals and holding people
accountable - based on direct observations of thousands of client firms
Key Performance Indicators
How to define and track the key measures that will drive the success of your
business model,

MANAGEMENT
in the digital age

“This is a fantastic time to be
entering the business world,
because business is going to
change more in the next
10 years than it has
in the last 50”
Bill Gates

“We’re in the second
half of the chessboard”

“In short, software is
eating the world.”
Marc Andreessen

“Digital Darwinism”
(when technology and society
evolve faster than your
company’s ability to adapt)

“It is not the strongest who survive,
nor the most intelligent,
but the ones most responsive
to change”

“We are going to have to
reinvent management; the
way we lead, we plan, we
organise, we hire, we
motivate... because today,
organisations are facing a
set of challenges that are
truly unprecedented."
– Gary Hamel

What major technology changes
will impact your industry?

I like the people
I work with.
Someday I’ll meet
them in person.

13%
more
productive
50%
higher
retention
workplace
FLEXIBILITY

company-wide goal
ALIGNMENT
Company
goal
Team
goal 1
Individual
goal 1
Team
goal 2
Individual
goal 2

Baby Boomer
1946 -1964
Generation X
1965 - 1980
Millennial / Gen Y
1981 - 2000
Key life influences Cold War nuclear threat,
NASA, Vietnam, Civil rights,
Drug culture, John Lennon
AIDS, Divorce, MTV, Cold War
ending, Heavy Metal, Personal
computer, Bill Gates
Internet, Always connected,
Share everything online,
Apple and Google
Work environment Long hours, Office only Office, Increasingly working
from home
Office, Home, Wherever,
Desires flexible schedule
Work ethic Workaholic, Quality focus,
Team player
Clear direction, Get tasks
done, Self reliant, Free agent
Entrepreneurial, Variety,
Multitasking, What’s next?
Management style Hierarchy, Chain of command Everyone should manage
themselves, Challenge people
Collaboration, Consensus
Personal Motivators Salary, Job title, Feeling
valued and respected
Money, Freedom, Break the
rules and do it your own way
Meaningful work, Work with
creative people, Maintain
personal life
Mentoring Does not like feedback. Does
not take negative feedback
very well
Does not think feedback is
necessary. Will ask for it if
wants it
Wants constant feedback,
on demand at the push of a
button
Internal communication Face to face meetings
focused on process, Memos
Face to face meetings focused
on results, Emails
Face to face participative
discussions, Emails,
Collaboration software
Client communication Face to face, Phone Face to face, Phone, Email Email, Social Media, Instant
messaging
Career Goals Climb the ladder at one
company, Job security
Build transferable career with
variety of skills & experiences,
Build a business.
Build several parallel
careers or businesses
simultaneously

What major societal changes
are you experiencing?

“We are going to have to
reinvent management; the way we
lead, we plan, we organise, we
hire, we motivate... because
today, organisations are facing
a set of challenges that are
truly unprecedented."
– Gary Hamel

Industrial age CUSTOMIZED
STANDARDIZED
Network age
LABOUR:
obedience
systems
processes
productivity
TALENT:
initiative
innovation
creativity
passion
Management 1.0
Management 2.0

18%
actively
disengaged
52%
not engaged
DISENGAGED
30%
engaged
70% of employees are

[1] Renaissance Solutions Survey, 1996
[2] Kaplan and Norton, Harvard Business School Press, The Strategy-Focused Organization, 2001
[3] Strategy & Leadership Journal, May/June 1999
[4] Covey and Whitman , Predictable Results in Unpredictable Times, 2009
MANAGEMENT
1.0 is NOT WORKING
▪ 92% of organizations do not measure KPIs
▪ 90% of strategies fail due to poor execution
▪ Only 27% of employees have access to
their company strategic plan
▪ Only 5% understand their company strategy
▪ Only 15% of employees know their
company’s top priorities
▪ Only 6% of employees know their own
priorities

GOALS & TASKS
▪ 70% of employees want regular conversations about
their Goals with their manager
▪ But, only 36% of employees report their managers
are having such conversations
ACCOUNTABILITY & RESULTS
▪ 67% of employees want regular performance
feedback from their manager
▪ But, only 29% report actually getting feedback on
their results from their manager
EMPLOYEES WANT MORE
FEEDBACK
[1] Training Magazine - July 2013

[1] Harvard Business Review, May 2014, Your Scarcest Resource
MEETINGS
are NOT WORKING
▪ 15% of an organization’s collective time is
spent in meetings
▪ 67% of meetings are rated as “ineffective”
by managers
▪ 92% of people admit multitasking during
meetings (checking email, unrelated work)
▪ $37 Billion wasted on unproductive
meetings per year in the USA

We leave the manner of accomplishing the mission to the soldier, allowing them the freedom to
take whatever steps deemed necessary based on the situation.
The leader prescribes the method of execution
only to the degree that is essential for coordination

Traffic light concept
RED
Unacceptable performance standard
YELLOW
Watch closely. Need help?
GREEN
Target performance standard

In the past we used spreadsheets

SPREADSHEETS
don’t engage people

Now we use software
+ multiple
integrations

How do you make performance
transparent in your organization?

Always aim for the STARS,
if you miss…
..you’ll at least
reach the moon

What % of the time do your
people achieve their Goals?
If not “most of the time”, what do
you need to do differently?

company-wide
COMMUNICATION +
COLLABORATION

your company’s
SHARED VISION + STRATEGY

See how other teams are
PERFORMING

Drill down to identify
ISSUES

Looks like someone is struggling
GOALS MISSED?

What’s happening here?
LET’S HELP…

Assign a TASK to address the issue

Good data
drives good meetings

What have you learned from
introducing technology change
in your organization?

“Drivers” vs. “Enhancers”
Drivers
● Task-focused managers
● Set high standards
● Push people to go the extra mile
● Keep employees focused on high
priority Goals and Tasks.
● Focus on getting things done.
Enhancers
● People-focused managers
● Build strong relationships and trust
● Give encouraging feedback
● Keep employees happy &
motivated.
● Focus on taking care of people
Which style of manager are you?
Which style of management is the most
likely to increase employee engagement?

1 on 1 Meetings
● Booked in calendar every week. 30 minutes max
● Dashboard data must be updated
● Status update on Goals & Tasks Reinforce focus and accountability
● What’s happening here? Weed the garden
● What next? Capture Tasks in software & follow up
● What support do you need from me?
● How are you feeling?
● Finish with praise and encouragement

What do you need to do
more of (or less of) in order to
practice the 5 to 1 ratio?

Tropical Island Test
Questions / Answers:
#realKPIs || @RESULTSdotcom

…
Imagine this…

Business Model / Industry KPIs (example)

Business Model / Industry KPIs

KPI Tables
Worksheet Table Available:
http://bit.ly/KPI_Tables

KPIs - The 4 Gears
Create leads
Convert leads into sales
Provide product / service
that delights customers
Grow cash
& make a profit

Outcomes are good, but what drives them?
Activity Effectiveness
Outcome

Convert leads into sales
$ Sales
Outcome
Activity Effectiveness
# phone calls
# appointments booked
# sales presentations
% who attend presentation
% who buy at presentation

Scope out your KPIs (example)

KPI Hierarchies (roll ups) (example)

Single Point Accountability

The sniff test:

Team / Functional Area KPIs

KPI Hierarchies

Marketing KPIs (sample) What it is
Total Leads Lead shows the total raw number of leads being created by your marketing endeavors
Marketing qualified leads Marketing Qualified Leads (MQL) tracks the number of Leads that meet the qualifying criteria as being an
ideal target market customer for your offering, based on information known about the lead
Sales qualified leads Sales Qualified Leads (SQL) tracks the number of Leads that have been qualified as interested in your offer,
and potentially "ready to buy" within the desired timeframe
Cost per sales qualified lead Cost per Sales Qualified Lead measures the average cost required to get a lead to the sales team for further
contact from the sales team. It is calculated by dividing total marketing spending by the number of new SQLs
generated.
Sales by lead source Sales by Lead Source measures the sales generated by each available sales source (e.g. reseller, affiliate
marketer, search engine, client referral). :
Click-Through Rate Click-Through Rate measures the rate at which an ad or link on a landing page is clicked relative to the
number of times the ad or page is shown (impressions). It can also measure the success of an online
advertising campaign for a particular website as well as the effectiveness of an email campaign by the
number of users that clicked on a specific link. .
Cost per conversion Cost per Conversion measures the average cost incurred to acquire a lead or sale through an advertising
campaign.
Total Impressions Total Impressions measures the total number of times an ad is displayed, whether it is clicked or not. Each
time an ad is displayed it is counted as one impression.
New Subscribers Subscribers tracks the number of new subscribers to defined media content.
Website Visits Visits tracks the total number of visits to a website. One visitor can account for multiple visits.
Visitor bounce rate Visitor Bounce Rate the percentage of visitors who enter the site and "bounce" (leave the site) rather than
continue viewing other pages within the same site.
Page views Page Views tracks the total number of times a web page is viewed by visitors to a website.

Sales KPIs (sample) What it is
Appointments booked Appointments books tracks the number of appointments made with Sales Qualified leads in the period
(typically per week).
Sales presentations given Sales presentations tracks the number of sales presentations your sales team actually delivered to
Sales Qualified leads in the period (typically per week)
Sales made Sales tracks the number of sales made, or the $ value of sales closed in the period (typically per
week)
Average Sale Value Average Sale Value shows the average amount spent by customers
Sales Qualified Leads (SQL) to Sales
conversion
Sales Qualified Leads (SQL) to Sales Conversion measures the number of sales as a percentage of
Sales Qualified Leads.
Presentations to Sales conversion Presentations to Sales Conversion measures the number of actual sales made as a percentage of
sales presentations given
Cost of Customer Acquisition Cost of Customer Acquisition measures the cost to acquire a new customer. It takes into account both
the marketing and sales costs, divided by the number of sales made.
Sales Pipeline Sales Pipeline displays the estimated $ value of Sales Qualified Leads in the pipeline that are
expected to purchase within the desired timeframe - based on existing sales qualified leads
conversion rates
Sales vs. Last year Sales vs. Last year compares last year's sales to this current year's sales over the same weekly or
monthly period, typically expressed as a %
Customer orders Customer orders shows the number of orders placed , or the $ value of orders placed
Upsells Upsells shows the value of sales made to existing customers during the period.

Operations KPIs (sample) What it is
Customer Satisfaction Customer satisfaction is a survey measure of how well your customers are satisfied with your product /
service by aggregating the results of satisfaction surveys sent to customers. Net Promoter Score is
commonly used here
Lost customers Lost customers shows the number of customer accounts that have been lost due to other competition,
dissatisfied customers, or any other reason.
Customer retention Customer churn measures the proportion of contractual customers or subscribers who remain customers
during a given time period. It can be based on the % of customer accounts retained, or % of "existing
customer revenue" that is retained
Customer churn Customer churn measures the proportion of contractual customers or subscribers who were lost during a
given time period. It can be based on the % of customer accounts lost, or % of "existing customer revenue"
that is lost. In the case of revenue churn it is possible to have "negative churn" if upsells to existing
customers exceed lost revenue from customers who terminate
Complaints Complaints show the number of customer complaints
Support Tickets Support tickets show the number of customer requests for support
Average response time Average response time measure how quickly you respond to customer support requests
Deliveries In-Full and On-
DIFOT shows what percentage of orders has been fulfilled successfully
Time
Return Rate Return Rate shows the rate at which products returned to due to damage or dissatisfaction
Cost of Inventory on Hand Cost of Inventory on Hand shows the current cost of the inventory owned by the company in its various
stages. The inventory stages are Raw Materials, Work-In-Process, Finished Goods, and In Transit.
Inventory Turnover Inventory Turnover shows the number of times inventory is sold or used each month during the period.
Inventory turnover is also known as inventory turns, stock turn, stock turns, turns, and stock turnover.
Labor Costs Labor costs is usually calculated as a percentage of revenue. It includes all expenses associated with
employees, including wages, insurance, taxes, and benefits

Finance KPIs (sample) What it is
Gross Profit Margin Gross Margin measures difference between revenue and the cost of making a product or providing a
service, before deducting overhead, payroll, taxation, and interest payments.
Net Profit Margin Net profit margin is the percentage of revenue remaining after all operating expenses, interest, taxes
have been deducted from a company's total revenue.
Accounts Receivable Days Accounts Receivable Days (also known as Days Sales Outstanding or DSO) shows the average number
of days that a company takes to collect revenue after a sale has been made.
Monthly Recurring Revenue Monthly Recurring Revenue (MRR) is a measure of the predicable and recurring revenue components of
your subscription business. It will typically exclude one-time and variable fees.
Annual Recurring Revenue Annual Recurring Revenue (ARR) is a measure of the predicable and recurring revenue components of
your subscription business. It will typically exclude one-time and variable fees.
Customer Lifetime Value Customer Lifetime Value (LTV) assesses the average financial value of a customer. The present value of
the future cash flows attributed to a customer during their relationship with the company
Average Subscription Days per
Customer
Average Subscription Days per Customer shows the average number of days customers have been
subscribing to the product / service
Cash Balance Cash Balance measures the amount of cash contained in company bank accounts.
Cash Burn rate Cash Burn rate is a term synonymous with "negative cashflow". It is the additional capital that needs to
be injected per month to finance operations. For example, a burn rate of 1 million would mean the
company is spending 1 million of capital per month to stay afloat.
Cash Runway Cash Runway is the amount of time until your cash runs out, assuming your current income and
expenses stay constant. Typically calculated by dividing the current cash position by the current monthly
burn rate.For example, if a firm that's not generating profits is burning $20,000 per month and has
$100,000 in the bank, it has a "runway" of five months.
Revenue per employee Revenue per employee is a measure of how efficiently a particular company is utilizing its employees.
Divides revenue by the number of employees.
Revenue growth Revenue growth represents the percentage growth in a company's revenue, often measured over the
trailing 12 months

Individual KPIs

What’s your number?

Individual KPIs
Worksheet Table Available:
http://bit.ly/KPI_Tables

By what day each week / month will the KPI data be posted?
What 1 person will be accountable to post this data?

Review KPI performance thresholds every quarter

#1 Regret of Business Leaders
They wish they had dealt with poor performance sooner!

“He that is good for making
excuses is seldom good for
anything else.”
Benjamin Franklin
Leaders owe it to the organization
& their fellow workers, not to tolerate
non-performing people in important jobs
– Peter Drucker
“

“Accountability is meaningless
without consequences”
…

Review your performance thresholds

A COMPLETE SOLUTION FOR SMB
RESULTS focused management dashboard
IDENTIFY WHAT’S HAPPENING IN YOUR BUSINESS RIGHT NOW
VISIBILITY INTO WHAT DIFFERENT PEOPLE AND TEAMS ARE WORKING ON
IDENTIFY WHICH AREAS ARE WORKING WELL AND WHICH REQUIRE ATTENTION
UNDERSTAND WHO’S EXCELLING AND WHO NEEDS HELP

JOIN THE CONVERSATION ONLINE
#RealKPIs
PRESENTATION AVAILABLE POST PRESENTATION:
www.RESULTS.com/slides

FOR CEOs and business leaders of fast growth SMBs
WHO are trying to take control of their business, engage their workforce,
and achieve extraordinary RESULTS
OUR
PRODUCT
IS A
RESULTS focused management dashboard
THAT
PROVIDES
transparency into your entire organization from company-wide
strategic goals to individual tasks
UNLIKE other software providers, we offer SMBs the complete suite of tools
to manage their business and engage their team
OUR
PRODUCT engages your workforce to accelerate your success
OUR PURPOSE to end employee disengagement by reprograming management

EO New Jersey Oct 2014

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EO New Jersey Oct 2014