Presentation by Evolve Performance Group at the 2012 Mays Summer Learning Seminar.

1. Cutting through the Clutter
Simple Strategies for Long-Term Growth

2. BUSINESS STRATEGIES
AT MY ORGANIZATION

3. There is open communication throughout
all levels of my organization.
Strongly Strongly
Disagree Agree
1 2 3 4 5

4. There is open
communication
throughout all
levels of my
organization.

5. My supervisor is an active supporter of
the changes that affect our group.
Strongly Strongly
Disagree Agree
1 2 3 4 5

6. My supervisor is
an active
supporter of the
changes that
affect our group.

7. I am asked for my input regarding the
changes that affect my work.
Strongly Strongly
Disagree Agree
1 2 3 4 5

8. I am asked for
my input
regarding the
changes that
affect my work.

9. Leaders in my organization help me see how
changes made today will affect the
organization’s future.
Strongly Strongly
Disagree Agree
1 2 3 4 5

10. Leaders in my
organization help
me see how
changes made
today will affect
the
organization’s
future.

11. My organization gathered customer data
that helped define and form our strategy.
Strongly Strongly
Disagree Agree
1 2 3 4 5

12. My organization
gathered
customer data
that helped
define and form
our strategy.

13. The last business strategy launched by my
organization yielded extremely positive
results.
Strongly Strongly
Disagree Agree
1 2 3 4 5

14. The last business
strategy
launched by my
organization
yielded
extremely
positive results.

15. Which barrier to success is most prevalent
in your organization?
1. Time
2. Money
3. Short Term Thinking
4. People
5. Fear

16. Which barrier to
success is most
prevalent in your
organization?

17. CUTTING THROUGH THE CLUTTER

18. Evolve’s Strategic Framework

19. Why Do Strategies Fail?
 Lack of Validation
– Strategies are often designed without customer
input that links to business performance
 Lack of Alignment
– Employees are not engaged and fail to carry out the
tactics that support the strategy
– The corporate culture has not communicated the
Importance of the strategy or established clear
accountability

20. Simple Strategy For Long-Term Growth
 Make validated, data-driven decisions
– Validation – Your Customers have positively indicated
that the strategy will improve your relationship and
increase their spend with you
 Align employees to deliver on the validated strategy
– Alignment – Your employees are on board and fully
informed about their role in the strategy

21. Validating Your Strategy
 Gather un-biased customer data that either
proves or disproves your hypothesis
 Design your strategies so that they provide
value to your customers. Value that will
positively impact your organization’s
performance

22. Leveraging Customer
Engagement
Understanding the Health of
Customer Relationships to drive your
Strategies

23. What is Customer Engagement?
 Your Customer’s
psychological commitment
to the organization
 Level of commitment has
huge impact on
profitability
 Strategies can be validated
by studying “Engagement
Drivers”

24. Why Measure Customer Engagement?
 Helps us understand what
drives business performance
with Customers
 Allows us to understand what
conditions must exist to build
a better relationship, thereby
increasing profitability

25. Customer Commitment Index (CCITM)
• Overall Satisfaction
• Likelihood to continue to do business
• Likelihood to recommend Loyalty
• Organization stands above most
others in its commitment to Differentiation
customer service
• Organization shows Customers
Respect
they really appreciate their
business
• Can always trust organization
to keep its promises Trust

26. Driving Customer Engagement – Sales
• People showed genuine enthusiasm 5.7
for their jobs and for their customers
• My salesperson always put my needs 3.6
first & had my best interest at heart
• People made me feel confident they 3.2 Fully
can tackle the toughest challenges
2.1 Engaged
• How well problem was handled (if had
one)
1.9
• People took real pride in being best at
what they do; driven to make things (Odds Ratios)
better

27. Aligning Your Organization
 Leverage the engagement of your employees
to drive better performance
 Create clear expectations and
communications so that each employee
knows their role
 Measure the level of employee commitment
to gauge the organization’s alignment

28. Employee Engagement
Leveraging the Team to Deliver on
the Strategy

29. What is your definition of an
Engaged Employee?

30. Active Disengagement…

31. Active
Disengagement…

32. Active Disengagement…

33. What is Employee Engagement?
Employee Engagement = Business Performance

34. What is Employee Engagement?
 Psychological/emotional
commitment to an
organization
 Engagement happens with
each interaction
 Managers are responsible for
each employee’s level of
engagement

35. Why do we Measure Employee
Engagement?
 Engaged teams are more
productive, profitable, and
efficient
 The level of Employee
Engagement can be changed

36. The Payoff
30%
20% Turnover 18%
12% 12%
High- Low-
10% Turnover Turnover Safety Workmanship
Absenteeism
Orgs. Orgs. Shrinkage Incidents Defects
0% Customer Productivity Profitability
Loyalty
-10%
-20%
-30% -27%
-31%
-40%
-50%
-51% -51%
-60%
-62% -60%
-70%

37. Engaged Employees are more willing and
able to engage their Customers.
Sales teams in the top quartile for
“My Engagement” are 3.4 times
more likely to earn high Customer 3.4 High
Sales Customer
Engagement scores than teams Engagement
with lower Employee Engagement
scores.

38. Employee Commitment Index (ECITM)
The basics of
My Job the workplace
My My
organization Manager Perceptions of
Employee loyalty manager behavior
and pride
My Customers My Team
Teamwork, trust
Perceptions of
Customer care My Growth
Perceptions of
growth trajectory

39. Summary
 Validate your strategies by obtaining Customer
feedback that draws a clear correlation between
your strategy and business performance
 Align the organization around the strategy by
understanding the state of the work
environment, then removing barriers so
Employees can deliver on the strategies

40. Q&A