Growco Thursday AM Gen Session.pptx

MARCH 18-20 2009 JW MARRIOTT ORLANDO, GRANDE LAKES
Secrets of Smart Growth
in Tough Times
How the best CEOs grow revenues and
profits in good times and bad
Kirk Aubry
Jim Schleckser
What do these companies have in
common?
They all started during downturns!
How big?
Global Economy
American Economy
California
Economy
Candy Market
IT Market
There is opportunity…
in any economy!
Constraint Theory
Opportunities
Business Performance
How do you improve
business performance?
Constraints
So Where are the Constraints?
Business/Profit Model
CEO
Talent
Processes
Opportunities are in the same places
Examples
Medical
Devices
Home
Security
High
Margin
Airplane
Makers
Low
Chronic
Medicines
The
GMAT
Insurance
Competitive
Environment
Competitive
Steel
Construction
Airlines
Low
Limited
High
Recurring Revenue
Architect
CEO Roles
CEO Behaviors can be the constraint
Engineer
Coach
Business Model
Learner
Processes/Systems
Talent
Player
Acquire knowledge
Where’s the
highest leverage?
“In” the business
Rate Your Business
Business Model
Metric
Rating
Weight
Score
Is the basis for competition and value creation
clear?
5
X1
5
What percentage of the revenue recurs every
year?
5
X2
10
What is the Gross Margin of the business?
5
X1
5
Rating
Weight
Score
What is the Management Team capability?
5
X2
10
How useful is the board to the CEO?
5
X1
5
Is there a system for identifying A & C Players
and rewarding them?
5
X2
10
Talent and Teams
Metric
Rate Your Business
Processes & Systems
Metric
Rating
Weight
Score
Are the 2 Most Important processes identified?
5
X1
5
What is the capability of these processes?
5
X2
10
Rating
Weight
Score
How many direct reports does the CEO have?
5
X1
5
How many hours per week does the CEO work?
5
X1
5
Percentage of CEO time in High Leverage Roles?
5
X2
10
Clear understanding of the break-through
opportunity and how to achieve?
5
X2
10
Clear understanding of the constraints and how to
remove
5
X2
10
CEO Behaviors
Metric
Score
100
Final Thoughts…
“The ultimate competitive
advantage lies in an
organization’s ability to
learn and to rapidly
transform that learning
into action.”
Jack Welch