1. Bundaberg Brewed Drinks
Home Brew Program
Home Brew
Module 6
Advanced Management

2. Today’s Purpose
• To provide you with some tools and
concepts that will assist you to manage
yourself and your team
Home Brew Program 2009

3. Agenda
• Managing Time
• Strategic Thinking
• Measuring Performance
• Next Steps
Home Brew Program 2009

4. Advanced Management
Tools and Processes
Managing time
Strategic Thinking
Measuring Performance

5. Team Leader Model
We LEAD people Company
and VISION We “walk the talk”
MANAGE resources Lead by example
Alignment to Goals & Targets
Set & Focus on the Develop Team
maintain the Outcomes Skills &
Standards Capabilities
Problem Solving Processes
Effective Communication
Home Brew Program 2009

6. Setting priorities
Managing your time effectively

7. TIME MANAGEMENT
The process of managing the choices we make
regarding the things we do within the time
available …
such that we can maximise the
fulfillment and results we achieve!

8. Strategic Business Development 2008

9. Incompetence?
“If you can’t do your job in a 10-
hour day during the week,
you’re either overworked or
incompetent”
Mike Abel
Chief Exec - M&C Saatchi Australia
BRW - April 23, 2009
Home Brew Program 2009

10. Reflection
• Take a few minutes to reflect on your time
management performance:
• What is driving this?
• What needs to change?
Home Brew Program 2009

11. Getting the Structure
1.Understand how you use your time
2.Set priorities
3.Understand your energy patterns
4.Use appropriate time management tools

12. TIME MANAGEMENT AUDIT
ISSUE NOW WHERE CHANGES REQUIRED
HRS HRS
Family 42 34 Organize Activities
Learning 2 6 Find something I really want to learn
Sleep 45 56 Watch less TV
Self 15 20 Read more books
Work 54 40 Look at areas that give least benefit
Travel 10 8 More planning to stop double up
Fitness 0 4 Walk the dog every morning
Total 168 168
WORK
Meetings 8
Planning 1
Customers 10
Coaching 1
Travel 12
Admin 15
Networking 2
Other 5
Total 54

13. Setting Priorities
URGENT NOT URGENT
Crises Build Relationships
I Pressing Problems Planning
M Deadlines Strategy
P Training
O
Fitness
R
B
Family
A
T
Self
1 2
A
N
T
N
O
Interruptions Trivia
T Some phone calls Some Mail
some mail
B
I Some phone calls
M Pressing Matters Pleasant actions
P
O
R
T
Popular Activities
Meetings
Reports
Time Wasters
C
3 4
A
N
T

14. Energy Patterns
A Priorities
B Priorities
Home Brew Program 2009

15. Taking Control
• Paper v. Electronic Systems ?
• “Big Rocks” Theory & Planning
• Delegation and Elimination
• Chunking and Deadlines
• Email – check 2-3 times per day
• “Quiet time” everyday
• Meetings – Agendas, times, attendees, actions
• 1 Page Reports & “Pushing Down”
• Phone & Impromptu Meetings
Home Brew Program 2009

16. Must-Should-Could
This is a useful tool to help with prioritisation
of options:
You ask the questions:
• Which of these MUST I do?
• Which SHOULD I do?
• Which COULD I do?
MUST takes priority over SHOULD then COULD
Home Brew Program 2009

17. • Overproduction
• Waiting
• Transport
• Inappropriate Processing
• Inventory
• Motion
• Defects
Home Brew Program 2010

18. Time Exercise
• Develop a 1PP for how you are going to
improve your time management?
Click on pause to stop the DVD.
Press Play to start DVD again when you have finished the
exercise
Home Brew Program 2009

19. Thinking Strategically
Taking the time
Home Brew Program 2009

20. Why ?
• Strategies are medium to longer term
decisive actions
• We spend most of our time at a tactical
and/or operational level
Most managers need to spend more time
thinking and planning at a strategic level –
Quadrant 2
Home Brew Program 2009

21. Strategic SWOT Analysis
STRENGTHS WEAKNESSES
• Customers • Consulting Skills
• Bus Experience • Size
• Staff • Product Range
• Finances • Resistance to Change
OPPORTUNITIES
• VA Products • Left sales to existing Clients
• Annual Planning Day
• Acquire other firms • Acquire a new Business
• Joint international network
• Geographical expansion • Consulting firm
• Strategic Alliances
• Alliances
THREATS
• No change • Remove negative people • Target weak Competitors
• Competitors • Bus Plan top 20% Clients • Jane to head Consulting
• Loss key Clients • Document all Processes • Publicise Targets
• Loss of Leader

22. Strategic SWOT Process
1. Clearly define the entity/issue under review and
the context of the analysis
2. Brainstorm competitive SWOT factors
3. Develop Action Statements to:
– Maximise Strengths
– Minimise Weaknesses
– Use Strengths to exploit Opportunities
– Use Strengths to overcome Threats
– Protect where Weaknesses & Threats combine
1. Pareto & Action Plan
Home Brew Program 2009

23. SWOT Tips
• Be Strategic – Is this competitive? Real?
• No more than 7 items in each category
• Ask the hard questions
• Strengths & Weaknesses are internal
• Opps & Threats are external factors acting
upon the entity/issue under examination –
not the actions that you would take.
Home Brew Program 2009

24. Exercise
1.Complete a SWOT Analysis of your area
of the business
2.What actions would you take as a result of
this analysis?
3.Group and prioritise the Actions
4.Summarise this into a One Page Plan
Click on pause to stop the DVD.
Press Play to start DVD again when you have finished the exercise
Home Brew Program 2009

25. Measuring Performance
Setting KPIs
Home Brew Program 2009

26. What to measure?
• Performance measurement is often
difficult as it is often not easy to define
• There are usually 2 types of measures:
1. Lead Indicators – timely, simple, indicative
2. Lag Measures – concrete, complex, too late
• Usually need to measure Outcomes (Lag)
and Activity (Lead)
Home Brew Program 2009

27. Value
Accurate
Tax Minimised
The Client
Initial Fast
Interview Turnaround
Cost Effective
Process Proactive
Info
More
Info
Administration Final
Review Interview
Draft
Technology
Tax
Human Planning
Resources
Finalise
Statements
Strategic Business
Development 2008

28. Process Mapping Tips
• Define the outcomes
• Work backwards from the end-point
(outcome)
• Don’t get lost in the detail
• KISS
Home Brew Program 2009

29. KPI Structure
• Use the following acronym:
– V = Verb
– Q = Quantity
– T = Timeframe
– Q = Quality
• For example: Produce 10,000 ctns per
mth at 97% DIFOT
Home Brew Program 2009

30. Exercise
1.Review an area of your responsibility
2.Process Map to understand the key
activities
3.Establish some KPIs to measure
performance in this area
4.Discuss with a neighbour
Home Brew Program 2009

31. In conclusion
So what have we talking about?
Home Brew Program 2009

32. Team Leader Model
We LEAD people Company
and VISION We “walk the talk”
MANAGE resources Lead by example
Alignment to Goals & Targets
Set & Focus on the Develop Team
maintain the Outcomes Skills &
Standards Capabilities
Problem Solving Processes
Effective Communication
Home Brew Program 2009

33. Strategic Business Development 2008

34. Setting Priorities
URGENT NOT URGENT
Crises Build Relationships
I Pressing Problems Planning
M Deadlines Strategy
P Training
O
Fitness
R
B
Family
A
T
Self
1 2
A
N
T
N
O
Interruptions Trivia
T Some phone calls Some Mail
some mail
B
I Some phone calls
M Pressing Matters Pleasant actions
P
O
R
T
Popular Activities
Meetings
Reports
Time Wasters
C
3 4
A
N
T

35. Energy Patterns
B Priorities
Home Brew Program 2009

36. Strategic SWOT Analysis
STRENGTHS WEAKNESSES
• Customers • Consulting Skills
• Bus Experience • Size
• Staff • Product Range
• Finances • Resistance to Change
OPPORTUNITIES
• VA Products • Left sales to existing Clients
• Annual Planning Day
• Acquire other firms • Acquire a new Business
• Joint international network
• Geographical expansion • Consulting firm
• Strategic Alliances
• Alliances
THREATS
• No change • Remove negative people • Target weak Competitors
• Competitors • Bus Plan top 20% Clients • Jane to head Consulting
• Loss key Clients • Document all Processes • Publicise Targets
• Loss of Leader

37. Value
Accurate
Tax Minimised
The Client
Initial Fast
Interview Turnaround
Cost Effective
Process Proactive
Info
More
Info
Administration Final
Review Interview
Draft
Technology
Tax
Human Planning
Resources
Finalise
Statements
Strategic Business
Development 2008

38. KPI Structure
• Use the following acronym:
– V = Verb
– Q = Quantity
– T = Timeframe
– Q = Quality
• For example: Produce 10,000 ctns per
mth at 97% DIFOT
Home Brew Program 2009

39. Next Steps
Complete Exercises from this module
Tools & Templates
Home Brew Intranet Site
Next Module: Module 7 - Advanced People &
Leadership
Home Brew Program 2008

40. Thanks
Strategy into Action
Home Brew Program 2008