Developing and launching strategic initiatives is critical for businesses, but the effort required to manage and ensure success is often underestimated. EGC, recognized this challenge and developed a process that is driving results. EGC Enterprises will discuss common challenges and talk about how you retool your own internal processes to overcome obstacles and drive faster results from your initiatives.

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New Perspectives in Driving Strategic Initiatives
Bill Knapp, Socius
Aaron Back, Gorilla Glue

2. LEADERSHIP
Objectives for this Session
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To detail and discuss best practice approaches
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To look at organizational culture as a key element
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To create a template for use within your business

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Germinating an initiative: definition
[a] Strategic initiatives are the means through which a vision is translated into practice
[b] Strategic initiatives are collections of finite- duration discretionary projects and programs, outside of the organization's day-to-day operational activities, that are designed to help the organization achieve its targeted performance

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Framework for Strategic Initiatives
Define &
Assess
What & Why
Align Team
Who
Structure
Initiative
How
Implement
Measure &
Sustain

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Strategic Initiative starting point: Define and Assess

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Team and Organizational Alignment

7. LEADERSHIP
Communication

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Structuring the Plan
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New market entry
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Acquisitions or divestitures
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Rebranding
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Business model transformation eg pricing
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Reorganization
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New product launch
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Channel entry/exit
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Recapitalization
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Sourcing/outsourcing
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Technology platform replacement
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Downsizing
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New compensation models

9. LEADERSHIP
Sample Plan
Strategic Priority Initiative Outcomes Lead Team members Resources required Interdependencies Start date End date List priorities from strategic plan Define major initiatives (may be multiple for each strategic priority) List the anticipated outcomes for each initiative Designate person who will own initiative List names of people who are responsible for driving the initiative forward Briefly explain financial and other resources needed to implement initiative Explain dependencies on organizational support functions (i.e., HR, IT, finance, other) or other initiatives Estimate general timeline for the project (Quarter/Month)/YYYY Strategic Priority 1 EXAMPLE: Grow to scale with programs in selected high priority states 1.1 EXAMPLE: Assess and segment sites into four categories • Each state is placed into four categories • Decision made on which sites to exit; and these sites are exited • George W • Sally O • Billy C • Hillary J • Danny K • New IT system: $TBD • Full-time manager • Staff support at sites • Time spent on planning and implementation • Additional resources for high-priority sites • Human Resources to realign site staff • IT to implement new performance management system • Finance to shift resources and budgets • Communications to announce developments Q1 2011 Q2 2001 1.2 EXAMPLE: Assemble support teams and prepare supports for each category • Support teams are established • Sally O • Hillary J • Jenny C • Mark N • Michelle K • Kirk W Q1 2011 Q3 2011 1.3 EXAMPLE: Engage in long-term strategic planning with high priority sites • First long- term strategic plan is complete • Billy C • Danny K • Katie G • Duncan A • Lucas P • Mark D Q2 2011 Q2 2012 Strategic Priority 2 2.1 2.2 Strategic Priority 3 3

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Implementation

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The finish line: Measuring success and taking it forward

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Key Findings
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Commitment to growth strategies endures, even in a down economy
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The new mentality for corporate strategy is perfection
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Failure results from misjudgment in both design and execution
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To succeed, companies must gain buy-in from the constituencies that execute a strategy
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Increased communication is the most important element for improving the success rate of strategic initiatives

13. LEADERSHIP
Questions