Calling card deck for Newport Consulting Group, LLC

1. FOR DISCUSSION
Newport Consulting Group
Our Services and Value Proposition
January 2011
This document is confidential and is intended solely for the use and information of the client to whom it is addressed.

2. Our Firm
Our Service Areas
Credentials
Contact
Firm Calling Card  1

3. About Our Firm
 Newport Consulting Group is an independent
consulting firm founded in 1995 and managed by
several leading directors from DMR Consulting
Group and strategy firm Booz & Company
 Our clients enjoy working with our experienced
professionals who deliver large firm capabilities
in the context of a boutique firm culture
 We function as top-end, high-touch advisors
to our clients, unencumbered by large
overhead cost models or downstream
deployment agendas
Firm Calling Card  2

4. Our Clients
Newport Consulting has worked over the years with many leading and progressive commercial, public
sector, and not for profit and charity organizations, in partnership and direct engagement formats.
Commercial Public Sector Not for Profit and Charity
Services and Software
Firm Calling Card  3

5. Our Firm
Our Service Areas
Credentials
Contact
Firm Calling Card  4

6. Our Practice Areas
Our “SORT” practice model allows our clients to benefit from a broad, holistic perspective on key
business challenges, while focusing deep experience in one or more critical areas.
 What KPIs govern my initiatives, how do I know when they are
“out of bounds”? What governance model do I need?
Strategy  How do I create a culture of sustainability?
 How do I leverage disruptive innovations for marketplace
gains, creating an investment portfolio of new ideas?
 How do I fit my organization to improve existing or introduce
new operating models?
Operations  How do I structure the functions, people, and resources in my
organization to drive strategic initiatives?
 How do I enable change in the organization?
 What approaches do I use to structure and prioritize initiatives
inside my organization?
Risk &
 How do I manage and mitigate risk across my business
Program Management operations?
 How do I drive maximum value from my portfolio of initiatives?
 Based on my operations and existing technology investments
to date, how do I select and implement the best technology
Technology solutions to support my business?
 How do I manage that process from planning to go live?
Firm Calling Card  5

7. Our Services
We maintain expertise in strategy formulation and execution with several key focused service areas
where our experience can be leveraged to create high-value, low impact outcomes in the organization
Strategy Formulation and Execution
Enterprise Governance Program
Corporate Pathway
Performance Risk and Design and
Sustainability Innovation
Management Compliance Oversight
Firm Calling Card  6

8. Corporate Sustainability
Sustainability has Three Pillars — we find that while there may be an immediate focus on one key
area of triple bottom line reporting, attention must be given to how reporting and decision-making
occurs. This increases value drivers, reduces redundancy, improves operations, and manages costs.
Development of sustainability programs … with world-class sustainability partners.
1 2 3 4 5
Energy Buy Reduce
“Do no harm” Buy Local
Efficiency Recycled Toxins
Sustainable Procurement Practices
Triple Bottom-line Scorecard
Economic Environmental Social
We focus on creating sustainability programs based on strategic objectives that are feasible
(possible), viable (achievable given resources), and material (important to the organization)
while leveraging a partner ecosystem of tools, methods, approaches, and industry position.
Source: Various partner sources as modified by Newport Consulting Group.
Firm Calling Card  7

9. Enterprise Performance Management
A closed-loop Enterprise Performance Management (EPM) model enables the development,
alignment, and execution of strategy and operational excellence. We consider a life-cycle approach.
Six Stages of Enterprise Performance
 Develop the Strategy – this involves applying
tools, processes, and concepts, such as mission,
vision, and value statements
 Translate the Strategy – facilitate the strategy
via maps, balanced scorecards, cascade targets
 Align the Organization – both the business units
and shared services units to the corporate
strategy and the business processes Strategy
 Plan Operations – translate the strategic Operations
objectives into rolling forecasts, activity-based
costing, resource and capacity planning, dynamic
budgeting
 Monitor and Learn –managers continually review
internal operational data and external data on
competitors and the business environment
 Test and Adapt – updating it when they learn that
the assumptions underlying it are obsolete or Production Reporting and
faulty, initiate another loop around the system and planning monitoring
Firm Calling Card  8

10. Pathway Innovation
Our Pathway Innovation program is based on five years of research focused on investment driven
portfolios, gate-driven processes, institutionalizing innovative behaviors, and benefit realization.
Framework for Pathway Innovation
Enabling Factors to a Successful Program
Investment Driven Portfolio Gate Driven Processes
 Innovation through financial  Structure review process
enablement – Phases and gates known
– Economic portfolio approach – Promotes solid idea candidates
– “Interesting ideas” quickly – Challenges “holistic” and
discarded downstream thinking which may
– Returns quantified be lacking
Pathway Innovation
 Enabling innovation  Future outcomes depicted
confidence – Target states across pathways
– Identifying possible barriers may be articulated
– Addressing through – KPIs and metrics known, tracked
organizational change efforts and monitored
– Support and encouragement of
risk-taking
Institutionalizing Innovative Behaviors Benefit Realization
Firm Calling Card  9

11. Governance Risk and Compliance
Governance is the “glue” that holds together company business operating models — aiming to
balance strategy, risk management, opportunity, and execution. Compliance frameworks - such as
product quality, environmental, and trade restrictions - suggest the form of governance required.
Governance Modelling
Balancing Compliance Forces of the Operating Model
Balancing Business Operating Models
 When Strategy is lacking…
– Uncoordinated and multiple company efforts Environmental Strategy Financial
– No direction, focus, or target audience mapping & Regulatory & Liquidity
 When Risk Management is lacking…
– Any path looks achievable at any cost
– No personal accountability; everyone rolls the dice
Risk
Governance Opportunity
 When Opportunity is lacking… Management
– Diminishing operating revenue and profit
– Great ideas that never get to market or don’t sell
 When Execution is lacking…
Product &
– Any strategy seems correct with no realization Trade & Export Execution Service Quality
– Everyone is an expert at poor performance
Source: SAP, Newport Consulting Group
Firm Calling Card  10

12. Program Design and Oversight
We offer advisory and oversight services for program environments - regardless of sophistication,
domain area, or need - including IT, business separation, post-merger integration, and IT operations.
Business Stakeholders
Typical needs during
program design:
Program Programmatic PMOs
 Define the new business Design
Program Program Program Program
structures needed Area A Area B Area C Area D
 Create governance
and align decision rights
 Establish the case for change and future vision Business Structures
 Lead the effort and engage stakeholders Application Services
Program
 Align systems and structures to support the change Domain
Work Practices
 Introduce new work practices into the organization
 Provide independent oversight, monitoring, reporting Technical Infrastructures
We find that 95% of all issues related to technology programs have nothing to do with the
technology used for enablement. As such we focus our review and planning activities on
stakeholder accountability, operating model alignment, and organization change management.
Firm Calling Card  11

13. Our Firm
Our Service Areas
Credentials
Contact
Firm Calling Card  12

14. Credentials
Out staff and leadership team brings to the table over 250 person-years of combined industry and
consulting experience, without a large firm infrastructure and cost model. Our talent is your value.
Staff Credentials
 Experience Profile
– Minimum 20 years professional experience per staff
– Management experience at one or more Fortune 1000
organizations
– Practice and delivery management experience at top-tier
strategy firms
– Client and delivery management experience at global
system integrators
– International experience working with customers and
partners in Europe and Asia-Pacific
 Education Profile
– Minimum Bachelors degree
– Preferred MBA, MS or other advance degree
– Preferred professional credential (CMC, PMP, ASQ, SAI,
others)
 Geographic Profile
– Regionally based staff in the Midwest and Northeast
(particularly for public sector and automotive work)
– Regionally based staff along the US Pacific Coast
(particularly for not for profit and high tech sectors)
– All staff globally deployable to serve our clients
– Global presence through our in-network partners
Firm Calling Card  13

15. Our Firm
Our Service Areas
Credentials
Contact
Firm Calling Card  14

16. Contact
Firm Calling Card  15