1. Tools, best practice and
mentoring
To build a High performance Organization

2. You are either building or
destroying value!
• You invest in the business and need to
quantify the returns

3. This is absolutely key
“The purpose of a business is to create
and keep a customer”
AND
“There is only one profit centre and
that is the customer.”
Thank you Peter
Drucker

4. Activity must be directed towards building customer value
Activity based costing
Will provide basis for
Lifetime Value tracking
– we have Acorn
Financial Solutions to
create the models

5. The steps to deliver value within the
organization
Vision Strategy Engage Implement Deliver Measure

6. Because this is the outcome you want
The required outcome – that leads to
increased value for all stakeholders

7. The more for less model
Acquire new and more profitable customers
Direct Increase revenue and profitability from existing customers
Revenue Impact
Sustained Competitive Competitive
Increase customer loyalty and increase relationship durations
Increase
Revenues
Return on Increase brand value and align with customer experience
Customer
Relationships Indirect Unify customer experience across touchpoints
($) Revenue Impact
Advantage
Match experience promised with experience received
Increase Profitability
Improve productivity and ROI in marketing, sales and service
Investment in Direct Cost
Customer Reduce overall costs of customer acquisition and retention
Relationships Reduction
Simplify processes and technology infrastructure
($) Reduce
($)
Costs Decrease time to market for new products and services
Indirect Cost Reduce frictional costs of transactions
Reduction
Reduce fulfilment errors
want to “Sell more for less cost?”

8. Characteristics and outcomes of a High
Performance Organization
This is what we deliver as capability

9. People drive performance not the
processes or the organization!
The Vision and
Purpose is key
to energizing
and aligning
your PEOPLE

10. Leadership components
Strategy Vision
Decision
Making
Innovation

11. The High Performance Organization Model
Vision &
Purpose
Customer Leadership
Alignment/
Strategies
Interdependencies
Processes Values &
& Belief
Structure

12. Building a High Performance Working
Environment
Organization
/ Structure
Key inputs Key outputs
Customer
Technology Financial &
Alignment
Org Measurement & Market
Vision Performance
Goals Performance
KPI’s
Projects Recruitment
& Change &
Man. Human Cap
Dev.

13. Aligning and optimizing the operating
framework & infrastructure
Knowledge Logistics/
Finance HR Management
Technology
Operations
Research & Channel
Development
Product
Development
Marketing
&
Sales Service
Management
….To create and deliver VALUE

14. High Performance Organization (HPO)
capabilities
• Corporate Vision & Values
• Recruitment
• HR
• Training & Development
• Trust & Communication
• Innovation & Creativity
• Change
• Empowerment
• Delegation
• Quality
• Knowledge Management
• Customer & Market strategies
• Alignment – Customer/Brand/Employee and Operations
• Measurement/Metrics

15. Examples of our ready made
tools & performance solutions

16. Creating the Vision
Using visualization tools

17. REAP Modeling
WIN WIN KEEPKEEP DEVELOP
DEVELOP COSTS
COSTS
Customer Groups New Customers /
New Customers / Avg Funds in Funds Avg Finance Finance number of
Avg in Avg Avg Avg number of
Yr Annual Loss RateLoss Rate Dormancy Rate
Annual Dormancy Rate Avg Cost to Serve
bank providedprovided productsproducts Cost to Serve
Avg
Yr bank
Current 2 2 0.0% 0.0% 0.0% 0.0% 87,020,101.00 13,782,396.00
87,020,101.00 13,782,396.00 2.97 2.97 13,824.013,824.0
Critical Few
Predi cted 2 2 0.0% 0.0% 0.0% 0.0% 88,470,436.02 13,984,107.11
88,470,436.02 13,984,107.11 2.99 2.99 13,824.013,824.0
Current
7 7 0.6% 0.6% 0.4% 0.4% 7,982,962.00
7,982,962.00 1,968,567.00
1,968,567.00 2.81 2.81 9,735.0 9,735.0
Very High Value
Predi cted
8 8 0.6% 0.6% 0.4% 0.4% 8,049,486.68
8,049,486.68 2,026,393.66
2,026,393.66 2.83 2.83 9,735.0 9,735.0
Current
31 31 1.3% 1.3% 0.9% 0.9% 2,795,400.00
2,795,400.00 1,130,034.00
1,130,034.00 2.69 2.69 5,774.0 5,774.0
High Value
Predi cted
33 33 1.2% 1.2% 0.9% 0.9% 2,795,400.00
2,795,400.00 1,197,702.73
1,197,702.73 2.71 2.71 5,774.0 5,774.0
Current
81 81 1.1% 1.1% 0.2% 0.2% 1,281,497.00
1,281,497.00 406,124.00
406,124.00 2.85 2.85 3,375.0 3,375.0
Medium High Value
Predi cted
85 85 1.0% 1.0% 0.2% 0.2% 1,292,176.14
1,292,176.14 424,082.30
424,082.30 2.87 2.87 3,332.8 3,332.8
Current
139 139 1.3% 1.3% 0.4% 0.4% 506,572.00
506,572.00 167,955.00
167,955.00 2.92 2.92 1,893.0 1,893.0
Medium Value
Predi cted
145 145 1.3% 1.3% 0.3% 0.3% 515,014.87
515,014.87 175,381.76
175,381.76 2.94 2.94 1,869.3 1,869.3
Current 454 1.4% 0.3% 250,861.00 91,577.00 2.71 1,205.0
Low Value 454 1.4% 0.3% 250,861.00 91,577.00 2.71 1,205.0
Predi cted 469 1.3% 0.3% 255,042.02 95,626.42 2.72 1,189.9
469 1.3% 0.3% 255,042.02 95,626.42 2.72 1,189.9
Current 3,971 2.9% 0.6% 106,990.00 24,437.00 2.22 746.0
Very Low Value 3,971 2.9% 0.6% 106,990.00 24,437.00 2.22 746.0
Predi cted 3,882 2.7% 0.5% 108,773.17 25,882.86 2.23 727.4
3,882 2.7% 0.5% 108,773.17 25,882.86 2.23 727.4
Current 61,080 5.6% 17.5% 7,832.00 345.00 1.24 288.0
Marginal positive 61,080 5.6% 17.5% 7,832.00 345.00 1.24 288.0
Predi cted 59,713 5.2% 16.6% 8,160.51 377.59 1.25 271.4
59,713 5.2% 16.6% 8,160.51 377.59 1.25 271.4
Current 15,819 85.1% 26.1% 93.00 416.00 1.12 272.0
Marginal negative 15,819 85.1% 26.1% 93.00 416.00 1.12 272.0
Predi cted 15,115 80.4% 24.8% 97.70 442.49 1.14 256.4
15,115 80.4% 24.8% 97.70 442.49 1.14 256.4
Current 6 3.3% 0.7% 131,941.00 777,509.00 2.24 2,430.0
Loss Makers 6 3.3% 0.7% 131,941.00 777,509.00 2.24 2,430.0
Predi cted 5 3.5% 0.7% 134,140.02 777,509.00 2.30 2,105.4
5 3.5% 0.7% 134,140.02 777,509.00 2.30 2,105.4
Total Average Average Average Average Average Average
Total Average Average Average Average Average Average
Total / Average Current 81,590 14.5% 15.7% 46,590.95 13,058.20 1.41 411.8
81,590 14.5% 15.7% 46,590.95 13,058.20 1.41 411.8
Predicted 79,459 13.7% 15.0% 47,370.25 13,649.04 1.43 394.7
79,459 13.7% 15.0% 47,370.25 13,649.04 1.43 394.7
Unweighted value of uplift 1,545,321 894,982 1,166,186 11,711,447 25,694,712 9,803,756 16,136,025
1,545,321 894,982 1,166,186 11,711,447 25,694,712 9,803,756 16,136,025
Predicted performance uplift -3% 6% 5% 2% 5% 1% 4%
-3% 6% 5% 2% 5% 1% 4%
Predicted capability uplift 53% 42% 46% 45%
53% 42% 46% 45%
Confidence Level 100% 100% 100% 100% 100% 100% 100%
100% 100% 100% 100% 100% 100% 100%
Weighted value of uplift 1,545,321 894,982 1,166,186 11,711,447 25,694,712 9,803,756 16,136,025
1,545,321 894,982 1,166,186 11,711,447 25,694,712 9,803,756 16,136,025
Total full year uplift 66,952,429
66,952,429

18. Track the 3 Internal Measures that
matter
Mature
50
Maturing Expert
25 75
Leader
Beginner 50 0 100
25 75
0 100

19. Organizational Diagnostic and Assessment
Center (ODAC)
Example of team performance diagnostics

20. Learning & Development Centre -
knowledgebase
Learning and Development Center is
a state-of-the-art platform delivering
powerful and effective learner
resources that increase enterprise
performance.
Learning & development on
the desktop – measure
performance changes via the
More than 100 best practice online tools
guides, plus workbooks

21. Moments of truth mapping
Creating New Experiences - Virgin Atlantic
Moments of Getting to the Check-In Comfort until In-Flight Comfort Arrival Getting to
Truth airport Flight Destination
Feelings • Stressful • Long, frustrating • Want/need to w ork • Planes are • Unkempt • Traffic
lines uncomfortable by
• Complicate • Want/need to relax • Unshow ered • Unfamiliar place
nature
• Unnecessary
• Parking • Clothes a mess
(only necessary • Long-time spent in
• Lugging to the air line) a seat
• Boredom
C u s t om e r E x pe r i e n ce
Service • Transport to airport • “Drive-though” • Clubhouse w ith • Full-sleeper seats • Arrival valet • Chauffeured
provided check-in Internet access, delivery to
Solution • Mood lighting • 18 show ers
fax, library destination
• Dr iver handles • Airline know s w here
• Gradual daw n • Makeup & shave
luggage you are • Salon, messages, • Comfortable ride
beauty • Bar • Heated floors door-to-door
• Sound room, • You decide meals • Clothes pressed • Know ledgeable
driving range, • Hot & Cold local driver
skiing machine Breakfast

22. Journey Mapping customer experiences

23. Monitor and Track Improvements via Dashboards &
Scorecards

24. Coaching & mentoring “C Suite” from global
experts
Dr Costas Konis
Michael Walters
Neil Weston
These are samples from our very extensive
Database of consultants & associates
Naveed Syed

25. Contact details
Tel. +357 99697484
+357 96527335
Fax. +357 22488088
Email: info@innovageconsulting.com
contact@transformanceinc.com