PDMA Event -- "The Success Matrix -- Gerry Langeler" November 2013

The Success Matrix
Gerry Langeler

November 21, 2013

THE SUCCESS MATRIX
Winning in Business
and in Life

© Gerry Langeler 2014

VISION

PROCESS

OUTPUT

Vision


A broadly understood and agreed-to sense of direction
which encompasses competitive leadership over time.


Process


The structures, methods and procedures to repeatedly
produce timely, high-quality products or services,
independent of changes in personnel.


Output


Profitable products or services are being produced with
predictable regularity.


The Success Matrix – Eight Possibilities
Vision


Process

Output

The Dreamer
 VISION

 PROCESS

 OUTPUT


Dreamer Issues
 Key Concerns:


Without a practical balance, will produce nothing.

 Identification Signs:




Fancy talk, no action
Focus on “what,” but not “how” or “when”
Single-minded approach to problems


So, You Found a Dreamer
 Make them proud of their status


But not in charge of the company

 Find them friends


Those who can take the dream and make it real

 Show them the commercial value of their dream


Let others shower them with kudos

The Academic
 VISION

 PROCESS

 OUTPUT


Academic Issues
 Key Concerns:


It is much easier to be a philosopher than a plumber.





Overuse of the word “should” to describe solutions
Inability to crisply describe any Output
Schedules are either fuzzy or constantly slipping


So, You Found an Academic
 Put them “on the road”


The closer they get to “customers,” the more they value
Output

 Find a Grunt, and get the Academic to be a coach


Help them find Output through others

 Make their world reflect (some of) your risk


Then raise the bar systematically

The Brute
 VISION

 PROCESS

 OUTPUT


Brute Issues
 Key Concerns:


Without improved process, you may reach some of your
goals in the short term, but you are likely to plateau.






Ask “how?” – and listen for anecdotes
Drive for specifics
Substitute players, at least virtually (heroes don’t scale)

So, You Found a Brute
 Talk about the risk of hitting the wall


Let the initial pushback subside

 Look for complementary pairings


Structure “tiger teams” by character

 Get started on succession planning


And recognize the Brute by enlisting them

The Bureaucrat
 VISION

 PROCESS

 OUTPUT


Bureaucrat Issues
 Key Concerns:


The means has become an end in itself







Your people will tell you, usually by this name
Run an “elimination” function
Ask them “So what?”
Overuse of “should” in a “rules” mentality

So, You Found a Bureaucrat
 Make their life easier before making them change


Don’t burn them, turn them

 Take them to school


Help them see they are a means, not an end

 Team them with a Brute


But watch for potential carnage

The Merchant
 VISION

 PROCESS

 OUTPUT


Merchant Issues

 Key Concerns:


Can be successful in a stable environment but will lose
quickly in a period of rapid change







Ask about a “protected market”
Can tell you “what” they are doing, but not “why”
Goals are all short-term
Dismiss disruptive competitive threats

So, You Found a Merchant

 Force a Visioning exercise


Example: cross functional teams creating a fictitious
competitor, or an unprotected market

 Drive deeper “lost sales” analysis


Use both internal and external customers

 Team with Dreamers


May cross pollinate

The Grunt
 VISION

 PROCESS

 OUTPUT


Grunt Issues
 Key Concerns:


You aren’t getting better, you’re getting older. Limits
you to your own energy.





Running very hard to not quite stay in place.
Ask “What do you do differently or better today than you
did a year ago?”
Inquire directly about Vision

So You Found a Grunt
 Reduce scope or complexity


If ego can be managed you both win

 Introduce some carefully defined Process


But be careful not to add complexity

 Team with others, but with clear expectations


Grunts can “lay down their lives” for the enterprise, so
only ask that when you really need it

The Loser
 VISION

 PROCESS

 OUTPUT


Loser Issues
 Key Concerns:


The big issue is how did they get there





Work backwards from Output
Check for “voting with their feet”
Test for fatalism


So You Found a Loser
 Offer assistance


Losers often the most receptive to change

 Get back to basics


Simple goals and processes, clear and immediate
Output

 Replace or Outsource


Sends a message to the entire organization

Success
 VISION

 PROCESS

 OUTPUT


Success Issues

 Key Concerns:


Keep a close watch that all three remain in balance.
Left alone, vision goes, then process, then output. It
takes a long time to rebuild.





Success appears effortless
Talent is voting with their feet – inbound
They start generating their own larger Vision

So You Found a Success

 Ride them hard


Avoid both complacency and arrogance

 Set them up as role models


Focus others on all three elements of their attainment

 Keep checking upstream


Human nature is a powerful force


The Success Matrix
Vision

Process

Output
Dreamer

Academic
Brute
Bureaucrat
Merchant
Grunt

Loser
Success

Measure Your Company & Yourself
 It Is Simple


Ask the straightforward questions

 It Is Hard


Getting real answers takes some work. Getting to the right
answer takes a great deal of work.

 It Is Worth It!

LIFE CYCLE OF A START UP
Sales

Net Profits
15

70

Sales

30

5

10
0
-10

1

2

3

4

5

6

7
-5

-30
-50

-10
Year

Vision
Process
Output


Net Profits

10

50

Product Development and Management Association
Oregon Chapter

www.pdma.org/oregon
LinkedIn:
PDMA Oregon Chapter Discussion Group

Questions or comments:
Email the VP of Membership

Saturday, April 12, 2014 8:00 – 4:00
Southridge High School, Beaverton
www.ProductCampPDX.org

PDMA Event -- "The Success Matrix -- Gerry Langeler" November 2013

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PDMA Event -- "The Success Matrix -- Gerry Langeler" November 2013