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3
Five Definitions of Strategy
• A consciously and purposefully developed plan
• A ploy to outmaneuver a competitor
• A pattern in a stream, of actions whether
  intended or not
• A position defined either with respect to a
  competitor, in the context of a number of
  competitors, or with respect to markets
• A perspective, i.e., a certain mindset as to how
  to perceive the world.
Describe what that successful strategy
     looks like 2 years from now.


  It is your future. How do you get
               there?
1. Start with a Survey
• Measuring the “How”
 ▫   Strategy
 ▫   Processes
 ▫   People
 ▫   Culture
 ▫   Leadership-all levels
 ▫   Customer
 ▫   It’s all about ALIGNMENT

     You can’t get to the future without knowing
                barriers to getting there
2. Diagnostics




An Extraordinary Diagnostic Provides
       Extraordinary Analysis
3. Survey Feedback
• Senior Workshop
• Agreed upon actions
• A common blueprint for all leaders
• Written Report for each leader
• Action Plans for each workgroup
4. The Important Part:
   Implementation
      Engagement Teams
      Creative Spaces™
      Correlations
      Accountability
      Sustainability
Engagement Teams™
• Highly-trained Internal Coaches

 ▫   2-day workshop
 ▫   Coach/mentor all managers
 ▫   Analysis of InfoTool diagnostic reports
 ▫   Install Creative Spaces™
 ▫   Workgroup improvement from diagnostics
Creative Spaces™
•Workgroup Open “Free Zones”
 ▫ Structured and restricted
 ▫ Customer innovations
 ▫ Improve culture
 ▫ Correlation to the “future”
Correlations
• Software selection of key action for
  each workgroup to the “future”
• Aligning the workgroup
• Aligning the organization
Accountability
 • Managers to Engagement Coach
 • Engagement Coach to leaders
 • Manager to workgroup
 • Leadership to managers
 • Worker to the enterprise
 • Follow-up
Sustainability
• 6 months until it becomes culture
• New processes are installed
• Co-creation
• Ongoing open communication
Results
• Innovative workgroups
• Teamwork
• Shared Ownership
• Cost efficiencies
• Process improvement
• Engaged workforce
• Better managers
• Workgroup improvement
• Alignment to the “future”
  ▫ All groups-all at the same time!
Outcome
 • High Performance enterprise
 • Enterprise continuous improvement
 • Enterprise cost reduction
 • Greater customer satisfaction
 • Better managers; engaged workers
 •Prosperity
Stanley Labovitz, Principal
www.surveytelligence.com
      1-866-616-5552
Stan@SurveyTelligence.com
 West Palm Beach, Florida

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Engagement Teams, Creative Spaces and Correlations™

  • 1.
  • 2.
  • 3. 3
  • 4. Five Definitions of Strategy • A consciously and purposefully developed plan • A ploy to outmaneuver a competitor • A pattern in a stream, of actions whether intended or not • A position defined either with respect to a competitor, in the context of a number of competitors, or with respect to markets • A perspective, i.e., a certain mindset as to how to perceive the world.
  • 5. Describe what that successful strategy looks like 2 years from now. It is your future. How do you get there?
  • 6. 1. Start with a Survey • Measuring the “How” ▫ Strategy ▫ Processes ▫ People ▫ Culture ▫ Leadership-all levels ▫ Customer ▫ It’s all about ALIGNMENT You can’t get to the future without knowing barriers to getting there
  • 7. 2. Diagnostics An Extraordinary Diagnostic Provides Extraordinary Analysis
  • 8. 3. Survey Feedback • Senior Workshop • Agreed upon actions • A common blueprint for all leaders • Written Report for each leader • Action Plans for each workgroup
  • 9. 4. The Important Part: Implementation Engagement Teams Creative Spaces™ Correlations Accountability Sustainability
  • 10. Engagement Teams™ • Highly-trained Internal Coaches ▫ 2-day workshop ▫ Coach/mentor all managers ▫ Analysis of InfoTool diagnostic reports ▫ Install Creative Spaces™ ▫ Workgroup improvement from diagnostics
  • 11. Creative Spaces™ •Workgroup Open “Free Zones” ▫ Structured and restricted ▫ Customer innovations ▫ Improve culture ▫ Correlation to the “future”
  • 12. Correlations • Software selection of key action for each workgroup to the “future” • Aligning the workgroup • Aligning the organization
  • 13. Accountability • Managers to Engagement Coach • Engagement Coach to leaders • Manager to workgroup • Leadership to managers • Worker to the enterprise • Follow-up
  • 14. Sustainability • 6 months until it becomes culture • New processes are installed • Co-creation • Ongoing open communication
  • 15. Results • Innovative workgroups • Teamwork • Shared Ownership • Cost efficiencies • Process improvement • Engaged workforce • Better managers • Workgroup improvement • Alignment to the “future” ▫ All groups-all at the same time!
  • 16. Outcome • High Performance enterprise • Enterprise continuous improvement • Enterprise cost reduction • Greater customer satisfaction • Better managers; engaged workers •Prosperity
  • 17. Stanley Labovitz, Principal www.surveytelligence.com 1-866-616-5552 Stan@SurveyTelligence.com West Palm Beach, Florida