Stratechi HR & Org Strategy Presentation Template by McKinsey Alum.pdf

INSERT COMPANY LOGO OR NAME
202X
HR & ORG STRATEGY
1

A Note about this HR & Org Strategy Template
Developing a HR & Org strategy is one of the more nebulous strategy endeavors given the expanse of options to positively
impact people and the team. There are always positives to be gained in improving culture, the employee journey, and
strategic alignment, the challenge is diagnosing where to focus the efforts and creating the strategic alchemy of initiatives to
effect positive change. I’ve created a storyline that you can pick and choose from and use to generate other ideas. I’ve also
included other potential slides, icons, images, the Stratechi.com materials on HR & Org strategy and many useful worksheets
all to help you ideate, structure thought, and hopefully make your journey a bit easier.
As always, I’m here to help and support. If you need to brainstorm or problem solve anything, set up some coaching time on
Stratechi.com.
All the best,
Joe Newsum
P.S. The Terms & Conditions of this template are on the last page. Please abide by them. If you want to source proprietary and
copyrighted Stratechi.com images and content, please reach out to me. Thank you.

INSERT LOGO OR CO. NAME -
VIEW>MASTER>SLIDE MASTER 3
THE HR TEAM’S MISSION
The HR Team’s Mission is to support, embrace, elevate and
realize the individual and collective potential of our team

VIEW>MASTER>SLIDE MASTER
AGENDA
4
• Year in Review & Current State
• Next Year’s Goals
• Strategies & Initiatives
• Improve the Employee Journey
• Align Org Design with Strategy
• Elevate the Culture & Total Compensation

Over the past year, the HR team had many wins
5
1
2
85% Retention (5% above goal)
15% Increase in Employee Satisfaction Score
3 Recognized as one of the Top 50 places to work in the state
4 Hired and onboarded 40 team members with 70% positions filled in 3 months
5 Implemented new HRM platform
6 Successful rollout of new review, evaluation and promotion process

Over the past year we accomplished some big goals
65%
72%
2021 2022
Employee NPS
Goal – 70%
67%
75%
2021 2022
Retention
Goal – 72%
$56
$70
2021 2022
Profit per Employee ($ 000s)
Goal – $65K
57%
65%
2021 2022
Customer NPS
Goal – 62%

The current state of the organization
• Target number of employees - xx
• Target span of control – xx
• Total budget - $xx
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
New Positions
Unfilled Positions
7

Our 1,210 US team members span 18 states, with 78% of our team in 6 states
8
No Employees
1-15 Employees
16-50 Employees
50+ Employees
61
102
114
278
120
255

We also have 250 team members around the globe
9
90
85
20
10
60

The current state of the teams and functions
$ % % $
10
Sales
Service
Operations
IT
HR
Finance / Legal
Marketing
Budget
$xx
$xx
$xx
$xx
$xx
$xx
$xx
% of Total
xx%
xx%
xx%
xx%
xx%
xx%
xx%
% of Org
xx%
xx%
xx%
xx%
xx%
xx%
xx%
Headcount
xx
xx
xx
xx
xx
xx
xx
Span of Control
xx
xx
xx
xx
xx
xx
xx
$ per Employee
$xx
$xx
$xx
$xx
$xx
$xx
$xx
Retention
xx
xx
xx
xx
xx
xx
xx
Satisfaction
xx
xx
xx
xx
xx
xx
xx
TOTALS $xx xx% xx%
xx xx
$xx xx xx

210 230
190 205 230
82
90
83
92
100
55
65
38
53
68
30
26
24
28
32
20
18
17
22
24
0
50
100
150
200
250
300
350
400
450
500
2018 2019 2020 2021 2022
Number
of
Team
Members Organizational Breakdown
397
429
352
400
454
Growth 8% -18% 14% 14%
Since the 2020 downturn, the team has grown by over 100 members
11
Support
Operations
Sales & Marketing
HR & Legal
Finance

The organizational breakdown has been fairly consistent
12
53% 54% 54% 51% 51%
21% 21% 24%
23% 22%
14% 15% 11% 13% 15%
8% 6% 7% 7% 7%
5% 4% 5% 6% 5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2018 2019 2020 2021 2022
Organizational Breakdown
%
of
Employees
Support
Operations
Sales & Marketing
HR & Legal
Finance

Exit
Advancement
Evaluation
Development
Onboarding
Hiring
Recruiting
The current organizational heatmap shows needed improvement in leadership and structure,
onboarding, development and norms
EMPLOYEE
JOURNEY
CULTURE
Corporate Strategy
Norms
Comp & Benefits
ORG
DESIGN
Environment
Leadership & Structure
Roles & Competencies
$
Mission & Vision
Values

Our current people initiatives are driving impact across the organization
Org Design
Employee
Journey
Culture
Initiative
• Sales Team Reorg
• Span of Control
• Strategy Alignment
Status Progress
• Re-organized teams to territories. Currently reviewing territory game plans.
• 6 out of 8 teams at span of control of 8, with sales and marketing delayed.
• Finished with monthly all-hands, cascading strategies and KPIs
• Jobs Platform
• Training Excellence
• New Review Process
• Completion delayed due to QA issues. Rolling out hiring module in June.
• Training platform completed, with 90% of team certified in at least 2 skills
• 360° review pilot successfully completed. Rolling out to Ops & Support in May.
• Enhanced Benefits
• Slack Implementation
• Sales Compensation
• Mission & Values
• New benefits packages well received. Working to get opt-in from 55% to 75%
• Slack rolled out in January with 95% of team members utilizing daily.
• New commission structure rolling out in April with all materials ready.
• Internal and external marketing of mission and values rolled out in December.

AGENDA
15

For next year, our employee goals are simple and focused
Employee
NPS
72% 85%
Retention
$65K
Profit per
Employee
70%
Training
Participation

Next year’s functional people goals, budget and headcount
$ % %
17
Sales
Service
Operations
IT
HR
Finance / Legal
Marketing
Budget
$xx
$xx
$xx
$xx
$xx
$xx
$xx
Change
xx%
xx%
xx%
xx%
xx%
xx%
xx%
Change
xx%
xx%
xx%
xx%
xx%
xx%
xx%
Headcount
xx
xx
xx
xx
xx
xx
xx
TOTALS $xx xx% xx%
xx
Goals
• xx
• xx
• xx
• xx
• xx
• xx
• xx
• xx

2. EMPLOYEE
JOURNEY
Exit
Advancement
Evaluation
Development
Onboarding
Hiring
Recruiting
Corporate Strategy
3. CULTURE
Norms & Language
Comp & Benefits
1. ORG
DESIGN
Structure
Environment
Mission
Values
The HR team utilizes a holistic approach to improving team focusing on org design, the employee
journey and culture
18
$

Next year’s people initiatives will elevate the efficiency and effectiveness of the team
Org Design
Employee
Journey
Culture
Initiative
• Consolidate Ops Teams
• Succession Planning
• Consolidate Roles
Goals
• Streamline ops teams by reorganizing to centers of excellence
• Create succession plans for 85% of VP and above roles
• Reduce job titles by 50% to standardize job ladders
• Expand Recruiting
• Benefits Portal
• Career Ladders
• Increase applicants by 40% with expanded college program & marketing
• Reduce administrative costs by 25% with self-serve benefits portal
• Rollout with training, certifications & milestone achievements
• Market Compensation
• Office Remodel
• Work from Home
• Meeting Norms
• Normalize compensation aligned with market
• Increase collaboration and community with more shared spaces
• Rollout work from home toolkit and benefits program
• Reduce time spent in meetings by 25% with ERCS lean program
Timing Resources
Feb. – Mar.
Apr. – June
Jan. – Mar.
Feb. – Nov.
Mar. – Aug.
Apr. – Aug.
Mar. – July
Jan. – Nov.
Mar. – Aug.
Feb. – Mar.
2 FTE
$200K
4 FTE
$300K
$750K
4 FTE
$100K
$1.2M
$300K
2 FTE

The HR budget is 14% more than last year while the budget as a % of total sales is decreasing
T&E
Last Year Budget Growth
Company Sales $9,500,000 $12,000,000 26%
People Expenses
Salaries $700,000 $750,000 7%
Benefits $100,000 $130,000 30%
Travel & Entertainment $200,000 $250,000 25%
Miscellaneous $200,000 $250,000 25%
Technology & Payroll
Software & Support $140,000 $150,000 7%
IT Consulting $120,000 $140,000 17%
Payroll $41,000 $47,000 15%
Training & Development
Training $50,000 $60,000 20%
Consulting $40,000 $50,000 25%
Other $20,000 $30,000 50%
Total Budget $1,611,000 $1,857,000 15%
% of Sales 17.0% 15.5%
Last Year Budget
Executives 2 3
Managers 4 5
Specialists 10 13
Interns 2 3
Total 18 24
20

AGENDA
21

Advancement
Evaluation
Development
Onboarding
Hiring
Recruiting
Creating a strong employee journey strategy necessitates answering some key questions
What do your team members think
about their employee journey?
How does the employee journey help
elevate and realize the potential of team
members?
What defines success and improvement
for each stage of the employee journey?
What initiatives will drive the most
improvement in helping elevate and
realize the potential of team members?
EMPLOYEE JOURNEY

Advancement
Evaluation
Development
Onboarding
Comp & Benefits
Hiring
Recruiting
Employee Journey
We have a holistic strategy to improve the entire employee journey
• New online application process
• Advertising on LinkedIn
• Targeting 15 new hires
• New hiring manager in place focused on experienced hires
• More competitive sales commission & benefits package
• New sales incentive trip & bonus
• 4-week rotation to learn all aspects of the business
• New buddy program for new hires
• Assigning senior mentors for career development
• New career track ladder
• Improved evaluation criteria and process
• New calibration meeting for VPs
• Targeting 6 Director and 2 VP promotions
• Improved salary and bonus adjustments for promotions
Initiatives
23

Recruiting
Hiring
Development
Evaluation
Advancement
Onboarding
27%
13%
10%
12%
17%
31%
26%
21%
28%
18%
29%
22%
12%
16%
11%
8%
21%
25%
31%
12%
16%
22%
16%
27%
28%
25%
31%
26%
29%
18%
18%
22%
11%
15%
16%
31%
22%
15%
11%
18%
19%
18%
22%
23%
18%
13%
23%
26%
14%
18%
12%
10%
20%
24%
13%
33%
28%
29%
28%
12%
17%
20%
14%
29%
17%
25%
26%
30%
37%
39%
28%
12%
7%
27%
35%
19%
20%
12%
7%
11%
9%
14%
2%
9%
30%
14%
29%
28%
15%
8%
The company is sought after by job candidates
The company recruits top talent
The recruiting process is efficient
The hiring process is effective at getting top talent
Most new hires have the skills to succeed
The company brings on new people effectively
New hires are set up for success
You are being developed professionally
You have opportunities to grow professionally
You have mentors that care about your development
You have access to training you need to be successful
People are supported in their career goals
You receive timely and constructive feedback
The evaluation process is helpful to your development
The evaluation process is clear and fair
Promoted employees are set up to succeed
The right people are promoted
Promotions are celebrated in the company
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
From the team survey, the employee journey areas of priority are onboarding and development
24

Our employee journey goals and strategy initiatives will elevate the team
Core Initiatives
New Evaluation Process
Inc. University
Interview Guides &
Online Scoring
INITIATIVES DESCRIPTION
• Xyz
• Abc
• Xyz
Candidate Score
Acceptance
Net Promoter
Empl. Satisf.
Adherence
Training / Emp.
Adherence
Internal Promo.
Xx
Key Metrics
8.2
45%
86%
80%
82%
18
65%
202X
7.4
42%
56%
75%
72%
14
59%
202X
GOALS
Evaluation &
Advancement
Onboarding &
Development
Recruiting &
Hiring
25

Our recruiting & hiring goals will be supported with key initiatives
Approve &
Post
Positions
Source
Qualified
Applicants
Screen &
Schedule
Applicants
Assess &
Interview
Prospects
Extend Offers &
Get Acceptance
202X
202X
TARGET KEY INITIATIVES
140
positions
5050
applicants
650
interviews
95
offers
60
employees
160
positions
7000
applicants
900
interviews
150
offers
100
employees
• xx
• xx
• xx
• xx
• xx
TALENT ACQUISITION FUNNEL
26

We are enhancing our 5C onboarding strategy to decrease 90-day attrition
5Cs Source: SHRM
27
Compliance
Clarification
Confidence
Connection
Culture
Current State
• New hire forms
• Compliance training program
• Background check
• Manager expectations meeting
• Job training
• 3-month skills ladder
• Drug testing
Initiatives
• Team meeting intro
• Welcome package
• Monthly new hire meeting
• Day-1 package (email,
computer, zoom account,
business cards, etc.)
• 10 free & scheduled lunches
• Team bonding exercises
• Team buddy
• New hire social events
• Company history videos
• Facility tour
• Company strategy videos
• Moving new hire forms online
• New confidentiality agreement
• New 2-days of shadowing
• Manager meeting checklist
• Weekly manager check-ins
• Team email welcome - background
• Monthly “Meet the Leadership” program
• Enhanced team member directory
• “Living our Mission and Values” program
• Meet the Leadership culture stories
• New hire social events

We are enhancing our development programs to help our team members realize their potential
Leadership
Competencies
Experience
Performance
Current State
• Personal Development Plans
• Performance Reviews
• Team KPIs
Initiatives
• Skills University
• Analytics Program
• Lean Training
• High Potential Program
• Management University
• Communications Training
• Mentorship Program
• Rotational Program
• Easy Transfer Options
Career Ladder
• Revamping Ops
• Consolidating lower-
level ladders
To migrate up
the ladder team
members must
develop on 4
dimensions
• Integrating benchmarking data
• Building team KPI dashboards
• Creating Educational Reimbursement
• Developing Problem Solving module
• Offsite for HiPos
• Enhancing Rotational Programs
• Introducing Development Program

We are targeting 140+ promotions through our end-of-year evaluation and advancement cycle
Leadership
Competencies
Experience
Performance
Career Progression
Timing
• Evaluation and advancement
are based on our 4
progression criteria
• We are targeting an 18%
promotion rate this year
which equals 143 promotions
Process
Methodology
New Initiatives
Evaluation Advancement
• Self-evaluation – Oct. 1 – 15
• 360 ° evaluation – Nov. 1– 15
• Processing – Nov. 15 – 25
• 360° forms to be filled out by
individual, direct manager and 4
other peers and managers
• The forms will utilize the 4
dimensions with scores and 1-2
examples per dimension
• Automated online workflow and
communication
• Changed competency scores
• Calibration – Nov. 26 – Dec. 5
• Workshops - Dec. 6 – Dec. 12
• Sign-off – Dec. 15
• Promotions – Dec. 16 - 22
• Managers receive target promotion
allotment, with leadership
workshops determining promotions
• Calibration utilizes rank order
methodology with rank ordered
promotion workshops and
compensation bands
• Total team comp calculator rolled
up to budgets and targets

The new HCM platform will streamline our processes, save costs, while
providing extensive data and insight
• The HCM project is an online platform automating much
of our employee journey. The platform will streamline our
processes will providing a better employee and manager
experience and substantial business intelligence
• The HCM project is on budget ($1.2M) with 2 modules
delayed 2 months (hiring and onboarding).
• The HCM project will reduce hiring and onboarding cycle
times 25% save the HR team 4 FTE through automation.
The target launch is January.
30
$

The HCM project is slated to be completed by end of year for a January launch
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Workstream 1
Action Item 1
Action Item 2
Action Item 3
Workstream 2
Action Item 1
Action Item 2
Action Item 3
Workstream 3
Action Item 1
Action Item 2
Action Item 3
Implementation
Testing
Pilot
31
Launch

To insure a successful HCM implementation we have a portfolio of change management initiatives
Case for Change
1
• Xx
• xx
Reinforcement
4
• Xx
• xx
Role Models
2
• Xx
• xx
Training
3
• Xx
• xx
32

Our employee journey strategy focuses on each phase of the journey
33
Advancement
Evaluation
Development
Onboarding
Hiring
Recruiting
Metrics / Goals Initiatives
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz
• Xyz

AGENDA
34

In org design we’re solving for the structure, roles and competencies of the team members and how
they align to corporate strategy, the mission and the vision.
Corporate
Strategy
ORG
DESIGN
Structure
Mission & Vision
35
In Org Design, we’re solving for:
• Structure
1. Organizing Principles
2. Dimensionalization
3. Overall Size & Team Size
4. Layers & Span of Control
5. Reporting Structure
• Roles, Competencies & Responsibilities
1. Team
2. Individual
3. Cross-functional

To drive our long-term competitive differentiation & advantage, we will focus on being best-in-class
in the following core competencies...
Organizational Core
Competencies
Core Competitive Differentiation
& Advantage
• xx • xx
(Year) Strategies to Develop or Improve Core Competencies
• xx
36

To drive value, we are implementing cascading goals across the company. Lower-level team goals will
align to the higher-level functional goals.
37
$
Customer
Employees
Financial
Efficiency
Innovation
Top Level
Net Promoter
Score
Employee NPS
EBIDTA Growth
Employee
Productivity
New Products
as a % of Sales
Business Unit
NPS
Employee NPS
EBIDTA Growth
Employee
Productivity
New Products
as a % of Sales
Sales &
Marketing
Customer Churn
Sales / Customer
Customer Growth
NPS +
Retention
Engagement
Total Sales
Budget
Margin
CAC.
(Customer Acquisition Cost)
Sales / Employee
New Products as
a % of Sales
Operations &
Support
Customer Churn
Cust. Satisfaction
NPS +
Retention
Engagement
Budget
Costs / Sales
Ops & Support
Process Metrics
N/A
Product
Development
Product Reviews
Warranty KPIs
Quality KPIs
NPS +
Retention
Engagement
Margin
Warranty / Sales
Time to Market
Development
Lifecycle Metrics
New Product
Launches
Finance / Legal /
HR
N/A
NPS+ Retention &
Engagement
HR - Emp. Journey
& Culture Metrics
Actuals to plan
on budget &
headcount
Fin - Cash Conversion
HR – Employee
Journey Metrics
N/A

The product team career ladder has been simplified and will roll out in January
38
Level 1
Level 2
Team Lead
Manager
Director
Vice President
$60-80K
$90-110K
$120-140K
$150-180K
$200-230K
$250-300K
• College grads
• No experience
• 1-3 years experience
• Certifications
• Product expertise
• Top 40% review
• Scrum certification
• Leadership potential
• Manager training
• Team of 4-8
• Manager certification
• Top 30% review
• Product strategy
• Team of 20-30
• Post-graduate degree
• Leadership certification
• Top 20% review
• Financial management
• Platform strategy
• Team of 70-100
• Post-graduate degree
• Executive certification
• Top 10% review
• $100+ million budget
• Team of 300+

The organizational rationalization will reduce headcount by 10%
39
210
76
65
45
35
32
30
25
20
22
10
12
5
0
0
3
5
5
Operations
Support
Sales
Marketing
IT
R&D
Finance &…
Supply Chain
HR
Headcount Rationalization
Continue
Reduce
210
76
65
45
35
32
30
25
20
532
Continue
9%
12%
16%
10%
0%
0%
9%
17%
20%
10%
22
10
12
5
0
0
3
5
5
62
Reduce
240
86
80
50
35
32
33
30
25
594
Current %
TOTALS
Timing: May 15th
at 10am
Process: HR meetings with each
functional team’s reduction group
Severance: 2 months of pay &
benefits with 6 months of COBRA
Other Benefits: Recruiting support
(resume writing, interviewing, job
hunting)
Savings: $4.5 million
Overview

10
6
7
3
5
4
2
4
3
5
4
2
4
6
2
2
3
3
4
5
5
4
2
4
4
3
2
15
8
6
5
2
4
5
3
4
Operations
Support
IT
Sales
Finance
Marketing
R&D
Supply Chain
HR
Span of Control (# of Managers)
1-2 Directs
3-4 Directs
5-6 Directs
7+ Directs
We will execute a manager reduction to increase our span of control from 4.5 to 6.5 resulting in the
reduction of 40 manager positions
40
1-2 3-4 5-6 7+
Direct Reports
Process: Currently working with functional
leadership on consolidating teams with 1-4
directs and identifying managerial leads of
each team and which managers will stay on
or will be laid off
Timing:
February – March – team consolidation
exercise
April 15th – HR leads with functional
leadership teams will execute the
consolidations & lay-offs
Benefits:
• ~$2 million in savings
• Reduce layers from a max of 6 to 4
• Increased organizational agility and
development
Overview
10
5
6
3
4
3
2
4
3
40
Manager
Reduction
22
10
12
5
0
0
3
5
5
6.5
Future
SoC
6.1
4.6
3.8
4.3
3.4
5.6
6.3
4.3
4.1
4.5
Current
SoC

We are consolidating functional teams into shared centers of excellence
41
Region 1
Region 2
Center of
Excellence
Region 3
Region 4
HR IT Support
Finance Operations
Layoff
20 5
5
Stay COE Layoff
Regional
16 4
6
21 3
5
20 5
5
77
17
21
20 5
5
Stay COE Layoff
16 4
6
21 3
5
20 5
5
77
17
21
20 5
5
Stay COE Layoff
16 4
6
21 3
5
20 5
5
77
17
21
20 5
5
Stay COE Layoff
16 4
6
21 3
5
20 5
5
77
17
21
20 5
5
Stay COE Layoff
16 4
6
21 3
5
20 5
5
77
17
21
100 25
25
Stay COE Layoff
80 20
30
105 15
25
100 25
25
TOTALS
105
385
85
Savings $500K $600K $400K $500K $600K $2.6M

Our employee certification levels have improved
42
55% 50% 46%
39% 34%
32%
35% 40%
45%
48%
13% 15% 14% 16% 18%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2018 2019 2020 2021 2022
EMPLOYEE CERTIFICATION LEVELS (100%)
%
of
Employees
Level 3
Level 1
Level 2

We will continue to improve our ratio of generalists and specialists to supervisors and management
43
%
of
Employees
45%
47%
50%
22%
25%
27%
20%
16%
13%
13%
12%
10%
202X
202X
202X
Company Role Mix
Generalists Specialists Supervisors Management

We will focus on filling key roles of the organization
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
New Positions
Unfilled Positions
44
Name
Title
Name
Title

AGENDA
45

Our culture is defined by how our values drive the desired behaviors which are reinforced in our norms
& language, benefits & compensation and environment
NORMS & LANGUAGE BENEFITS & COMPENSATION ENVIRONMENT
VALUES
How does the org reflect the values in decisions,
interactions, communication, and behavior?
$
How are the company’s values reinforced through norms &
language, benefits & compensation, and the environment?
How does the org incentivize individual and team
performance, and desired norms and behaviors?
How do the physical and virtual environments
reflect the values and spur collaboration?
Personal behavior
Conversations
Decisions
In-person and Virtual Meetings
Email & Communications
Projects
Events
Wages & Salaries
Bonuses
Stock Options & Retirement
Health Benefits & Other Insurance
Lifestyle Benefits (Gym, Advisors, Events)
Holidays, PTO & Sabbaticals
Education & Training
Tenure Incentives
Offices & Facilities
Meeting Rooms
Common Areas
Home Offices
Flex Space
Outdoor Spaces
Internal Website
Collaboration Tools

From the team survey, the two areas of focus are culture and norms, language & communication
Culture
Values
Environment
Norms, Language &
Communication
Comp & Benefits
22%
27%
11%
22%
19%
25%
22%
11%
12%
16%
11%
8%
14%
12%
13%
14%
18%
14%
18%
12%
10%
34%
32%
28%
25%
28%
29%
26%
27%
25%
12%
26%
12%
23%
24%
14%
18%
22%
11%
12%
10%
8%
22%
13%
16%
14%
14%
7%
11%
27%
27%
32%
28%
32%
24%
22%
21%
14%
10%
22%
18%
23%
21%
21%
14%
18%
12%
28%
22%
17%
12%
22%
16%
13%
14%
11%
9%
19%
23%
20%
14%
18%
12%
22%
16%
20%
31%
17%
31%
15%
20%
25%
26%
30%
37%
26%
23%
30%
32%
20%
23%
29%
33%
40%
42%
15%
12%
15%
19%
14%
22%
17%
14%
14%
36%
13%
20%
14%
13%
29%
30%
14%
29%
28%
31%
33%
21%
31%
27%
30%
21%
30%
28%
5%
6%
5%
14%
8%
13%
13%
You like the culture of the company
Collaboration is encouraged and effective
People treat each other with respect
There is a high level of trust in the organization
People are held accountable for their performance
People are highly political
There is a high level of negativity in the organization
The company has a strong set of values
The values make the organization more effective
Employees know the company's values
People know what is expected of them
People are empowered to do the right thing
Compensation is better than industry average
Benefits are better than industry average
Strong performance is rewarded
The company has a bonus plan that incentivizes performance
The company has great perks
Your office space helps you be productive
You have the tools and infrastructure you need to be successful
You have access to the data you need
The company has modern technology
It is easy to get to know people in the company
How decisions are made makes sense
Important decisions are clearly communicated to those affected
People effectively communicate with each other
People spend too much time in meetings
Meetings are efficient and effective
People in the company use email effectively

$
Norms &
Language
Benefits &
Compensation
Environment
Values
• Create a values day where we do seminars, workshops,
and social events to reinforce our values
• Incorporate values into the employee review
• Embed values into our training and onboarding materials
• Implement meeting norms around time limits, pre-reads,
reasons for meetings, and interaction norms
• Launch Slack for employee messaging
• Remodel headquarters to be more vibrant and energizing
with more community spaces, flex workspaces, relaxation
rooms and gardens
• Start ”work from home” supplies allowance
• Incorporate wellness benefits (gym memberships, reduced
health premiums, sabbatical,, and health incentives)
We are taking a holistic approach to improving our culture with initiatives for our values, norms and
language, environment, and benefits & compensation
Culture Building Blocks Key Initiatives
48
Progress
• May 15 at Lakeview conference center
• Materials and speakers are finalized
• Complete for December review cycle
• Project on-schedule for June launch
• Online training and web page complete
• Posters in all meeting rooms
• Scheduled launch July 1st
• On-schedule and on-budget with an opening
target date of January 1st
• Launched allowance February 1st
• Target launch for wellness benefits July 1st

We’ve developed key initiatives to reinforce our values within our team members
The values that guide our interactions,
decisions, and behavior with each other, our
customers, and partners include:
Seek to Understand
Be Real
Do the Right Thing
Get the Facts
Better Yourself & Others
49
• Create a values day where we do seminars, workshops,
and social events to reinforce our values
• Incorporate values into the employee review
• Embed values into our training and onboarding materials
• Create ”Value Bucks” for deeds that embrace our values
which can be redeemed for gift cards
• Put up posters in all the offices and facilities that state our
values with employee, customer and partner images
Key Initiatives

We are reinforcing our values of problem solving and entrepreneurship throughout our employee
journey
Advancement
Evaluation
Development
Onboarding
Comp & Benefits
Hiring
Recruiting
Problem Solving
• Target talent pools with problem solving
experience score resumes on problem solving
• Have interviews solve hypothetical issues
• Hire those with problem solving skills
• Bonuses for solving big problems
• Annual competition for best solutions
• Establish importance of problem-solving skills and
self-improvement and go through real examples
• Extensive problem solving and analytics training
• Various levels of certification
• Evaluated and scored on problem solving with
examples and results
• Those with high problem-solving competency and
mentorship history and potential are advanced
• Highlight entrepreneurship stories on website
• Score resumes on entrepreneurship
• Deep dive into entrepreneurship experiences,
score and hire those with entrepreneurial spirit
• 4 hours a week can be spent on new ideas
• Bonuses for new products
• Have internal entrepreneurs discuss their story
• Highlight entrepreneurial resources
• Internal entrepreneurial training & mentorship
• Access to funds to develop ideas
• Evaluated and scored on entrepreneurism
• Those that can successfully develop ideas into
action and mentor others are advanced
Entrepreneurship
Employee Journey
50

Norms are the accepted individual and interpersonal behaviors, often reinforcing the values of the
organization
VALUES
MEETINGS
EMAIL / COMM
EXTERNAL
LEADERSHIP
PERSONAL
CONVERSATIONS
PROJECTS
EVENTS
NORMS PERMEATE THROUGH ALL INTERACTIONS

There are many comp & benefit options to help incentivize the performance and loyalty of team
members
• Salary (Above, At or Below Market)
• Hourly & Overtime Wages
• Raises (Across, Performance Tiers)
• Incentive Pay
• Individual (Tied to Performance,
Manager Discretion)
• Team (Metrics, Goals)
• Company (Profit Sharing)
• Top Performer Incentives
• Spot Bonuses & Gifts
• Stock Options & Grants
• Health & Dental Insurance (Partial, Full, Coverage)
• 401K & Matching Levels, Retirement Plans
• Holidays, PTO
• Office Perks (Snacks, Childcare, Meals, Massage, Summer
Friday Half-days)
• Lifestyle (Gym Membership, Parking, Discounts, Events,
Free Advisors (Finances, Health, Nutrition, Life Balance)
• Training & Education (Reimbursement, Conferences)
• Other Insurance (Workers Comp, Disability, Life)
• Office Events / Trips
• Tenure Loyalty (More PTO, Sabbaticals, Better Insurance,
Gifts, Higher 401K Matching, etc.)
Compensation Options Benefit Categories

We’ve improved the total compensation and benefits we provide to our team members
Salary &
Wages $
Incentives &
Retirement
Other
Benefits
Holidays &
PTO
Medical
Benefits
Current New this Year
• $68K average salary
• Top 30% in competitiveness for peer group
• Average 8% raise for all employees
• Increase overtime from $25 / hr to $30 / hr
• One bonus based on EBITDA target
• 401K matching capped at 3%
• Sales commission targeted at 50% of salary
• Two tiers of EBITDA bonuses for managers
• 401K matching increased to 5%
• Sales commission targeted at 65% of salary
• 7 annual holidays
• 15 paid days off for mid-tenured employees
• Adding New Years Eve to holiday schedule
• 18 paid days off for mid-tenured employees
• Adding 2-month sabbatical for every 8 years
• Deductibles - $2,000 individual, $4,000 family
• No vision
• No health incentives
• Deductibles - $1,000 individual, $2,000 family
• Added vision
• New cash incentive for health improvements
• Life insurance
• Child-care subsidy
• Educational and training support
• Gym membership reimbursement
• Summer Friday half-days
• Work-from-home supply reimbursement

We are improving the cash compensation for our team members with an average raise of 7.9% and a
total target bonus of 12.8% of salary
LY Salary Raises Tier 1 Bonus Tier 2 Bonus
Average per Employee
$350,000
$200,000
$125,000
$85,000
$60,000
$40,000
0 200 400
Executives
VPs
Directors
Managers
Mid Level
Entry Level
Average
Cash Compensation
Base Salary
Raises
Tier 1 Bonus
Tier 2 Bonus
$50,900
$25,500
$15,200
$10,250
$7,000
$5,200
$3,200
$4,000
$50,000
$30,000
$10,000
$7,500
$5,000
$0
$2,300
$120,000
$60,000
$20,000
$15,000
$10,000
$0
$4,600
Totals ($ millions) $229.1 $18.0 $10.2 $20.1
Number of
Employees
Total
$ millions
6
25
72
200
1,400
2,800
4,503
$3.3
$7.6
$11.9
$22.8
$112.0
$120.4
$278.0

We’ve redesigned the sales comp plan which will roll out in June
ROLE SALARY COMMISSION STRUCTURE
QUOTA TARGET COMP
xx $xx • xx
$xx $xx
xx $xx • xx
$xx $xx
xx $xx • xx
$xx $xx
xx $xx • xx
$xx $xx
Quota Attainment
Projected Sales
Team Comp
Projected
Revenue
100% $xx
Sales Comp as a
% of Revenue
$xx xx%
125% $xx $xx xx%
150% $xx $xx xx%
Projected Impact of Compensation Plan
55

Preferred,
22.7%
Other Investors,
45.5%
Executives,
20.7%
Management,
5.7%
Other Employees,
3.6%
Previous Employees,
1.8%
56
We are issuing 1 million new options to employees at $5.00 a share with a total appreciation in value of
$86 million
Totals
Shareholders Stock Vesting Options New Options
Preferred
Executives
Management
Other
Employees
5,000,000
3,600,000
650,000
350,000
-
1,300,000
400,000
300,000
-
650,000
200,000
150,000
20,000,000 2,000,000 1,000,000
Previous
Employees 400,000 - -
Other Investors 10,000,000 - -
Common
Equivalent
5,000,000
4,550,000
1,250,000
800,000
23,000,000
400,000
10,000,000
Fully Diluted
% Owned
22.7%
20.7%
5.7%
3.6%
100%
1.8%
45.5%
Fully Diluted Ownership
Avg. Price $1.00 $2.00 $5.00 $2.00
Appreciation $80,000,000 $6,000,000 $0 $86,000,000

We’ve improved our health care benefits by reducing deductibles and copays while increasing In
Network physicians and hospitals and added vision to our plan
Individual
Family
PRESCRIPTION
31-day supply
Tier 1
Tier 2
Tier 3
Dental
Deductible
Out-of-Network
Between Deductible
Out-of-Pocket
Limit
Between
Out-of-Pocket
Limit
In Network
$1,000 20% / 80% $2,500 $2,000 20% / 80% $5,000
$2,000 20% / 80% $5,000 $4,000 20% / 80% $10,000
$15 $30 $35
$40 $80 $100
Included 20% / 80% Included Included 20% / 80% Included
In Network Out-of-Network Mail Order
$60 $100 $120
MEDICAL
VISION
Exams
Glasses
Contacts
$10 copay $50 copay
$25 Up to $100
In Network Out-of-Network
$25 Up to $100
IMPROVEMENTS
• Reduced In Network deductibles for
individual from $2,000 to $1,000 and
families from $4,000 to $2,000
• Reduced Out-of-Pocket limits by 25%
• Reduced preventative care copay from
$50 to $25
• Reduced emergency room visit copay
from $500 to $250
• Increased In Network physicians and
hospitals by 10%
• Added vision to plan

We are improving our offices and facilities to facilitate collaboration and community
• Creating more common flex workspaces
• Repurposing 120 closed offices across 4 offices
to open common flex workspaces
Initiative Budget / Timing
$3.5 M with June launch
• Creating more fun community spaces
• Remodeling and expanding break rooms with
more snacks and drinks, games, and lounges
$1.5 M with Dec. launch
• Adding Values art in all facilities
• 20 installations of our values art boards across
all facilities
$200K with Feb. launch

THANK YOU
QUESTIONS ???
59

ADDITIONAL
SLIDES
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GENERIC
FRAMEWORKS
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STRATEGY

3 STRATEGY YIN & YANG SLIDE
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FUNNEL FRAMEWORK
Step 1
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202X
202X
TARGET KEY INITIATIVES
KPI 1
KPI 2
KPI 3
KPI 4
KPI 5
Target 1
Target 2
Target 3
Target 4
Target 5
• xx
• xx
• xx
• xx
• xx
FUNNEL TITLE
76

FUNNEL FRAMEWORK
Title
STEP 1
STEP 2
STEP 4
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77

PROJECT TEMPLATE
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Workstream 1
Action Item 1
Action Item 2
Action Item 3
Workstream 2
Action Item 1
Action Item 2
Action Item 3
Workstream 3
Action Item 1
Action Item 2
Action Item 3
Implementation
Testing
Pilot
78
Launch

PERFORMANCE TEMPLATE
79
REVENUE NOI NPS
21% 10% 70%
85% of target
25% target
75% of target
12.5% target
105% of target
66% target

3 BOX FRAMEWORK
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01.
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CORE INTIATIVE FRAMEWORK
84
Initiative 1
Initiative 2
Initiative 3
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Mar Jun Sep Dec
Jan
• Xx • Xx • Xx • Xx
Q1 Q2 Q3 Q4
MILESTONE FRAMEWORK

• Xx • Xx • Xx • Xx
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KPI TEMPLATE
89
Revenue
Profit Margin
Customer Value
Net Promoter
Conversion
Team Size
Rev. / Rep.
Budget
KPIs
+12%
+4%
+4%
-6%
-4%
0
+13%
+13%
$8m
42%
$40k
70%
75%
12
$670k
$1.6m
$9.1m
44%
$42k
64%
71%
12
$760k
$1.8m
TARGET ACTUAL VARIANCE
The focus on larger deals worked
Pricing approval helped drive profit
Focus on bigger deals
Implementations were slow
Issues with competitive bids
Quality hires
Focus on big and steady deals
T&E and bonus spend
DRIVERS / LEARNINGS

KPI GOAL TEMPLATE
90
Revenue
Profit Margin
Customer Value
Net Promoter
Conversion
Team Size
Rev. / Rep.
Budget
KPIs
+12%
+4%
+4%
-6%
-4%
0
+13%
+13%
$10.2m
44%
$42k
64%
71%
12
$760k
$1.8m
$12m
46%
$48k
70%
74%
15
$820k
$2.2m
202X
LAST YEAR
202X
GOAL
TARGET
GROWTH

STRATEGY ICONS
91

STRATEGY ICONS – LIGHT BLUE BACKGROUND 1 OF 3
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1.
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i X
94
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CEO
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STRATEGY ICONS – DARK BLUE BACKGROUND 1 OF 3

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WWW.
1.
2.
3.

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CEO

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1.
2.
3.

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CEO
?

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STRATEGY ICONS – DARK BLUE 1 OF 3

$
WWW.
1.
2.
3.

i
$
X
CEO
?

TEAM PICTURES
104

CHARTS &
AGENDAS
108

In (year), the organizational goals and composition are...
$ %
%
Sales
Service
Operations
IT
HR
Finance / Legal
Marketing
• xx
• xx
• xx
• xx
• xx
• xx
• xx
Goals Budget Headcount Span of Control
$ per Person
% of Org
Change
$xx
$xx
$xx
$xx
$xx
$xx
$xx
xx%
xx%
xx%
xx%
xx%
xx%
xx%
xx
xx
xx
xx
xx
xx
xx
xx%
xx%
xx%
xx%
xx%
xx%
xx%
$xx
$xx
$xx
$xx
$xx
$xx
$xx
xx
xx
xx
xx
xx
xx
xx
$
109

01.
02.
03.
04.
Our core initiatives will help us achieve our goals
110
Elevate the
Employee Journey
Streamline the
Org & Team
Improve
Compensation
Enhance our
Culture
• Increase recruiting & hiring by 30%
• Improve review and promotion process
• Launch training initiative
• Delayer the org to 4-5 layers from 6-7
• Increase span of control from 7 to 9
• Reduce support staff by 25%
• Launch enhanced wellness benefits
• Increase 401K matching to 4%
• Calibrate salaries to market rates
• Internal campaign on values and mission
• First Values Day planned for June
• Launch “Not so Many Meetings” initiative

Our European HR strategy is focused on people, partnerships and technology
111
• 30 target hires in ops, sales and marketing
• Will manage HR and finance from the US
• Partnering with 3rd party support company
• Outsourcing legal to Swiss firm
• Augmenting ops team with partner
• Extending our core systems to Europe
• Implementing GDRP and tax platforms to manage
European compliance

$
Current – 67%
Goal – 75%
• Implement buddy program with monthly lunches for the first 6 months
• Standardize onboarding and mentorship program
• Expand training programs with new videos and certifications
• $5K reimbursement for continuing education and degree programs
• Standardize review process with manager calibration meetings
• Improve career ladders and educate team members on paths
• Implement monthly company email with more employee stories and recognition
• Launch internal social networking platform
• Increase cost of living adjustment from 3% to 6%
• Increase eligibility pool for incentive bonus and stock option programs
Retention Goals
Onboarding
Training
Review Process
Communication
Incentives
Our target is $1.5 m in new sales through a launch program
112

Focusing on our mission and values is critical to our success.
Our mission is to…
Our values are…
113

EMPLOYEE JOURNEY STRATEGY
EVALUATE & ADVANCE
ONBOARD & DEVELOP
RECRUIT & HIRE
GOALS &
STRATEGIC
INITIATIVES
•
•
•
•
•
•
$ BENEFITS & COMPENSATION NORMS & LANGUAGE ENVIRONMENT & VALUES
GOALS &
STRATEGIC
INITIATVES
•
•
•
•
•
•
CULTURE STRATEGY
We are taking a holistic approach to HR strategy

Our HR spending is comprised of costs for the team, technology, recruiting and benefits
$1,200
$300
$500
$200
HR Spend
($000s)
Benefits
Management firm
& Consulting
Recruiting
Fees for
headhunters and
temp agencies
Team
Headcount
increasing from 20
to 25
Technology
Implementing new
HRM system
115

AGENDA
Year in Review & Current State
Next Year’s Goals
Improving the Employee Journey
Elevating the Culture
Aligning Everyone
The Organization
INITIATIVES 1
2
3
4
-1
0
116

We’ve improved our employee mix
117
High School
40%
College
Degree
30%
Graduate
Degree
10%
Other
20%
EDUCATION
0-2 Years
24%
3-5 Years
35%
5-15 Years
30%
15+
11%
EXPERIENCE

Total employee count
118
420
493
410
480
540
614
0
100
200
300
400
500
600
700
20XX 20XX 20XX 20XX 20XX 20XX
Total Employees
Growth -17% 17% 13% 15%
17%

STACKED COLUMN CHART (CLICK ON CHART TO EDIT IN EXCEL)
4.4 5.2 5.9
7.9
3.1
3.3
3.7
4.2
1.9
2.6
3.7
4.7
0
2
4
6
8
10
12
14
16
18
2019 2020 2021 2022
Sales
($
Millions)
Year
Sales by Segments (2019 – 2022)
8.4
11.1
13.3
16.8
Segment 1
Segment 2
Segment 3
Best used to show overall and sub-segment trends. Make sure you have
large enough segments, so it doesn’t get too messy, and always place the
largest values on the bottom.
119

100% STACKED COLUMN CHART (CLICK ON CHART TO EDIT IN EXCEL)
Focuses on the normalized relative trends of different segments but can also represent
absolute values. Above is the same data from the preceding Stacked column chart to
make a 100% stacked column chart.
47% 47% 44% 47%
33% 30%
28% 25%
20% 23% 28% 28%
0%
20%
40%
60%
80%
100%
2019 2020 2021 2022
Percentage
of
Overall
Sales
Year
Sales by Segments (2019 – 2022)
$8.4 m $11.1 m $13.3 m $16.8 m
Segment 1
Segment 2
Segment 3
120

WATERFALL CHART
One of the go to charts of most top strategy consulting firms. The waterfall chart disaggregates elements
and totals them as steps to create the whole. Often used to show the magnitude of the different elements
that make up something. Typically start with the largest values on the bottom, unless some other dimension
such as process flow or time better organizes the elements. In PowerPoint, go to Insert: Chart:
Waterfall
Q2 Sales Pipeline
Contacted Targets Not Interested Prospects Couldn’t Convert New Customers
10,000
-7,000
3,000
-2,000
1,000
121

BUBBLE CHART
Market
Share
Market Growth
5% 10% 15% 20%
0%
25%
50%
75%
100%
$11m
$4m
$10m
$5m
$5m
$15m Product A
Product C
Product B
Product D
Product E Product F
Product Family 1
Product Family 2
PRODUCT PERFORMANCE
Good way to visualize three or four dimensions. You can use the vertical and horizontal
accesses, and the size, color and pattern within the bubbles. In PowerPoint, go to Insert:
Chart: X Y Scatter: Bubble
122

Values Radar Chart
123
0
5
10
15
20
25
30
35
Collaboration
Communication
Trust
Opportunity
Performance
Values Radar Chart – US vs. International Employees
US International

BONUS MATERIAL
FROM
124

The Fundamentals of an Organization
125

Org strategy is about developing and aligning the team to the overall strategy
126
The purpose of an organization is to efficiently &
effectively develop and deliver the value
proposition and go to market to fulfill the needs
of customers better than competitors all for the
purpose of achieving the mission

MISSION
Team
Members
Infrastructure
Partners
Processes
Functions (Sales, Operations, Finance, etc.)
ORGANIZATION
Every action of the organization is part of a
process, executed by a combination of team
members, partners and infrastructure, which are
typically organized into functions
Fundamentally, organizations are a collection of processes
127

Every organization is made up of five building blocks focused on developing and delivering the value
proposition and go-to-market
Logistics Operations Sales Marketing Service
Value Chain Functions
Support Functions
(Finance)
M
a
r
g
i
n
M
a
r
g
i
n
Marketing
Pricing
Distribution
Products Services
VALUE PROPOSITION
GO TO MARKET
Sales
Processes
Partners
(Procurement)
Infrastructure
(IT / Facilities)
Team
Members
(HR)
$
128

To grow profit improve the efficiency & effectiveness of the org, while differentiating and improving
the value prop & go-to-market
Marketing
Pricing
Distribution
Products Services
VALUE PROPOSITION GO TO MARKET
Sales
$
Support Functions
(Finance)
M
a
r
g
i
n
M
a
r
g
i
n
Processes
Partners
(Procurement
)
Infrastructure
(IT / Facilities)
Team
Members
(HR)
Improve the efficiency &
effectiveness of the organization
PROFIT EQUATION
$
Cost & Capital Reduction
=
Improve the customer value
proposition & go-to-market
Revenue Growth
=
129

Fostering core competencies are critical for long-term growth
Marketing
Pricing
Distribution
Products Services
VALUE PROPOSITION GO TO MARKET
Sales
$
Logistic
s
Operations Sales Marketing Service
Support Functions
(Finance)
M
a
r
g
i
n
M
a
r
g
i
n
Processes
Partners
(Procurement)
Infrastructure
(IT / Facilities)
Team
Members
(HR)
Core competencies are the best-in-
class capabilities (processes, people,
infrastructure and partners) needed…
…to develop & deliver the competitive
advantage & differentiation of the
customer value proposition
Core Competencies
Design &
Engineering
Service
Operations
Branding &
Marketing
130

A strong holistic organizational strategy will cover the 5 building blocks of an organization
4. Infrastructure 3. Team Members
5. Partners 2. Process
1. Functions
ORGANIZATIONAL
STRATEGY
131

Solve the business model from the top down:
1. Mission
2. Targets
• Markets, Customers & Geographies
3. Value Proposition
• Products, Services, Pricing
4. Go To Market
• Distribution, Sales, Marketing
5. Functional Strategies
• HR, IT, Procurement, Finance, Ops, etc.
Functions: winning companies effectively coordinate & align functional strategies with the overall vision
132

BIG PROCESSES BIG OUTPUTS
Product
Development
High Growth Differentiated
& Profitable Products
Product Lifecycle
Operations
Right Product, Right Time,
Right Place, Right Price
Manufacturing Flow
Supply Chain
Service
Operations
Awesome Customer
Experience
Customer Journey
Sales
Profitable Customers
& More of Them
Customer Funnel
Marketing Awareness, Consideration,
Conversion & Loyalty
Customer Funnel
Campaign Cycle
HR
High Performing & Fulfilled
Employees & Teams
Employee Journey
Finance &
Procurement
Return on Invested Capital
Cash Conversion Cycle
Investment /Budget Cycle
IT
Differentiation, Business
Intelligence, & Automation
IT Lifecycle
FUNCTIONS EFFECTIVENESS GOALS EFFICIENCY GOALS
• Product Reviews
• Profit & Revenue
• Quality & Satisfaction
• Fulfill Rate
• Customer Satisfaction
• Revenue & Loyalty
• Quota Attainment
• Conversion, Loyalty
• Brand & Sales
• Customer Lifetime Value
• Employee Satisfaction
• Business Satisfaction
• ROIC & Financials
• ROIC, ROI
• Time & Cost to Market
• Inventory Turns
• Cost per Output
• Time & Cost to Serve
• Profit
• Sales Cycle Time
• Cost per Customer
• Marketing ROI
• Cost per Employee
• Time & Cost of Processes
• IT Cost to Revenue
• Benchmarked Costs
• Finance Cost to Revenue
• Benchmarked Costs
1. Functions: winning companies effectively coordinate & align functional strategies with the overall
vision
133

INPUT
PROCESS
OUTPUT
Partners
Infrastructure
Team Members
2. Process: every action of an organization is a process (whether acknowledged as one or not), executed
by team members, infrastructure & partners
134

Leadership
Cross-
Functional
Functional
Teams
Individual
Support
Functions
(Finance)
M
a
r
g
i
n
Partners
IT / Facilities
HR
To dramatically improve the
organizational efficiency,
effectiveness, and costs, winning
organizations often drive process
excellence programs through all
levels of the org, leveraging:
• Process Maturity Model
• Lean Methodologies
• Continuous Improvement
(Kaizen)
• Automation
• Governance
2. Process: winning organizations often focus on process excellence up & down and across the org
135

3. Team members: people are everything, so make sure your people strategy covers org design, your
employee journey & culture
EMPLOYEE
JOURNEY
Exit
Advancement
Evaluation
Development
Onboarding
Hiring
Recruiting
Corporate
Strategy
CULTURE
Norms
Comp &
Benefits
ORG
DESIGN
Structure
Environment
$
Mission
Values
136

4. Infrastructure: getting the most value out of your facilities, it and equipment is important to the
overall success of the company
FACILITIES
INFORMATION
TECHNOLOGY
EQUIPMENT
2. Big Bets
4. Not Worth
the Effort
1. Attractive
Location
Cost / Effort
Value
Low
High
High
Low
1. No
Brainers
4. Not Worth
the Effort
Infrastructure Investment Prioritization Matrix
2. Potential
Big Bets
3. Work on
Improving Value
Infrastructure Elements
137

5. Partners: your procurement cycle strategy is important to the organization’s success
Manage Performance
Implementation
Finalization
Evaluation
Solicitation
Requirements
• Deeply involve the business in creating and prioritizing necessary requirements
• Focus requirements on needs, capabilities and desired outcomes
• Solicit large number of potential partners and filter by multiple high-level screens
• Utilize standard and formal RFP and request work product for evaluation
• Prioritize potential partners with decision matrix scorecard based on requirements
• Conduct due diligence to validate prioritized dimensions will be met
• Set terms and utilize bidding / auction methodologies to maximize value
• Utilize negotiation best practices and finalization sign-off checklist
• Cover implementation requirements with incentives / penalties
• Apply change management best practices for successful implementation
• Conduct periodic partner reviews utilizing partner scorecard & improvement plan
• Periodically, jointly create an improvement plan to drive performance
PROCUREMENT CYCLE BEST PRACTICES
138

Org Design Fundamentals
139

Org design is about the structure, roles and competencies of the team members and how they align to
corporate strategy, the mission and the vision.
Corporate
Strategy
ORG
DESIGN
Structure
Mission & Vision
140

In org design you are solving for the various elements of structure, roles, competencies and
responsibilities
In Org Design, your solving for:
• Structure
1. Organizing Principles
2. Dimensionalization
3. Overall Size & Team Size
4. Layers & Span of Control
5. Reporting Structure
• Roles, Competencies & Responsibilities
1. Team
2. Individual
3. Cross-functional
141

Every organization is on a spectrum of organizing principles from flat & social to hierarchical
• High level of autonomy
• Project based needing collaboration
• Often self-organizing / -managing teams
• Highly dynamic market
FLAT & SOCIAL HIERARCHICAL
• Typically direction / decisions flow down
• Often functionally based
• At lower levels, individual & team based
• Lower pace of market disruption
142

Organizations can be dimensionalized around functions, business units, or a matrix of the two
$
HR IT Finance Ops Product
Dev.
Service Sales Mrkting
Functional Organization
Business Unit Matrix Organization
Markets Geographies
&
or
Determining the right
structure is based on size,
focus, core competencies,
market and competitive
dynamics.
143

Every company needs to independently determine the right org size and composition, and there are
useful benchmarks and tools to help
# of Employees Benchmarking Composition Breakdown
• Operating Cost, Net Income Ratios
• Productivity – Revenue per Employee
• SG&A, Gross Margin Ratios
• Functional Breakdown Benchmarking
Useful Benchmarking Sources
• KentleyInsights.com
• LinkedIn
• SEC.gov (10-Ks)
• Bureau of Labor
144

Delayering & increasing span of control is often critical to organizational design
Span of Control
6
Layers
7
Overtime, an org is like a house, it gets messy.
Typically, one of the first things to address in org
design is layers and span of control.
• Layers (number of management layers)
• The flatter the better
• Span of Control (# of direct reports per manager)
• The more the better
• Aim for 6-10+
Expanding span of control and delayering the
organization will drive efficiency and effectiveness by
improving decision making, communication,
collaboration, and reducing bureaucracy and costs
145

The right leaders in the right positions can drive the efficiency & effectiveness of the org
Name & Title Name & Title Name & Title
Name
&
Title
• Deeply understand & assess your current
leaders and your bench of future leaders:
• Objective functional metrics / scorecards
• Leadership & interpersonal assessments
• 360 Feedback
• If possible promote from within, to motivate
internal talent
• Ensure proper alignment & placing of teams to
minimize internal politics and structural
friction
146

To holistically define individual roles, utilize the roles framework
Objectives
Support
Leadership
Empowerment
Responsibilities • What are the responsibilities and accountabilities for the role?
• Are the responsibilities and accountabilities clear?
• Are there enough responsibilities? Too many?
• Do the responsibilities fit the person?
• What constitutes success in 1 month, 6 months, and 1 year?
• Does the role have clear objectives and goals? Are they SMART goals?
• How will the role be evaluated?
• How will the role lead to growth, development and more leadership opportunities?
• Is the leadership supportive of the role?
• How will this person be empowered in this role?
• Does the person have the right resources?
• What are the top risks to the success of this role?
• What support does the person need to be set up for success…training, onboarding, mentorship, etc.?
• What needs to happen for stakeholders to support the role?
• Are the incentives for the role aligned with the desired behaviors?
147

HR, Org and Employee Journey Strategy & Ideas
148

Our culture strategy focuses on improving the elements of culture
149
NORMS &
LANGUAGE
BENEFITS &
COMPENSATION
ENVIRONMENT
VALUES
$
• Xyz
• Xyz
• Xyz
• What is the value statement for the organization?
• How can the org do a better job living up to the values?
• Xyz
• Xyz
• Xyz

$
NORMS &
LANGUAGE
BENEFITS &
COMPENSATION
ENVIRONMENT
VALUES
What does the organization value in terms of beliefs, decisions,
focus and behavior?
How does the organization back up its values in terms of
interactions, interpersonal relations and behavior?
How does the organization create a physical environment
enabling people to reach their potential?
How does the organization incentivize individual and team
performance, and desired norms and behaviors?
Defining, implementing and reinforcing a culture strategy can really drive organizational efficiency &
effectiveness and team member potential
THE 4 BUILDING
BLOCKS OF CULTURE THE KEY QUESTIONS
150

NORMS &
LANGUAGE
BENEFITS &
COMPENSATION
ENVIRONMENT
VALUES
Google has a people analytics group that measures the impact of initiatives on team member happiness
& performance
Source: Pinterest
1. Focus on the user and all else will follow.
2. It's best to do one thing really, really well.
3. Fast is better than slow.
4. Democracy on the web works.
5. You don't need to be at your desk to need an answer.
6. You can make money without doing evil.
7. There's always more information out there.
8. The need for information crosses all borders.
9. You can be serious without a suit.
10. Great just isn't good enough.
• High salaries
• Stock options
• Free health
• Free haircuts, dry cleaning,
meals and snacks
• Generous parental leave
• Subsidized hybrid cars, massages
• Internal funding for great ideas
• Sabbaticals
• Psychological Safety
• Dependability
• Structure & Clarity
• Meaning of Work
• Impact of Work
CULTURE STRATEGY EXAMPLES
$
The 5 Norms of Google
• Google spends significant
resources and research on
creating productive and
collaborative environments
151

• Excellence
• Problem solving
• Integrity
• Humility
• Determination
• Positivity / Optimism
• Open-mindedness
• Passion
• Growth
• Creativity
• Exploration
• Self-reliance
• Balance
• Determination
• Follow-through
• Risk -taking
• Fact-based decisions
• Execution
• Growth
• Entrepreneurship
• Innovation
• Speed
• Cost & profit conscious
• Goal-oriented
• Quality
• Winning
• Do the right thing
• Focus on what’s important
• Continuous improvement
• Safety
• Lean thinking
• Efficiency
• Accountability
• Communication
• Trust
• Teamwork
• Transparency
• Empowerment
• Listening
• Respect
• Support each other
• Speak your mind
• Mentorship
• Fun
• Celebration
• Open to ideas
• Caring
• Empathy
• Sustainability
• Community
• Environment
• Social responsibility
• Education
• Make a better world
• Customer focus
• Service excellence
• Customer first
• Voice of the customer
PERSONAL VALUES INTERACTION VALUES BUSINESS-ORIENTED VALUES CUSTOMER VALUES
EXTERNAL VALUES
x
While there are many potential values, it is key to focus on those that will drive the overall success and
mission of the company
152

Values can be reinforced by strategic tactics across the employee journey
Advancement
Evaluation
Development
Onboarding
Comp & Benefits
Hiring
Recruiting
Problem Solving
• Target talent pools with problem solving
experience Score resumes on problem solving
• Have interviews solve hypothetical issues
• Hire those with problem solving skills
• Bonuses for solving big problems
• Annual competition for best solutions
• Establish importance of problem-solving skills and
self-improvement and go through real examples
• Extensive problem solving and analytics training
• Various levels of certification
• Evaluated and scored on problem solving with
examples and results
• Those with high problem-solving competency and
mentorship history and potential are advanced
• Highlight entrepreneurship stories on website
• Score resumes on entrepreneurship
• Deep dive into entrepreneurship experiences,
score and hire those with entrepreneurial spirit
• 4 hours a week can be spent on new ideas
• Bonuses for new products
• Have internal entrepreneurs discuss their story
• Highlight entrepreneurial resources
• Internal entrepreneurial training & mentorship
• Access to funds to develop ideas
• Evaluated and scored on entrepreneurism
• Those that can successfully develop ideas into
action and mentor others are advanced
Entrepreneurship
Employee Journey
153

Norms are the typically accepted individual and interpersonal behaviors, often reinforcing the values
of the organization
VALUES
MEETINGS
EMAIL / COMM
EXTERNAL
LEADERSHIP
PERSONAL
CONVERSATIONS
PROJECTS
EVENTS
NORMS PERMEATE THROUGH ALL INTERACTIONS

Amazon has very strong meeting norms to reinforce thoughtful problem solving, productivity &
efficiency
Amazon values:
• Thoughtful Problem Solving
• Productivity / Efficiency
• Two Pizza Rule – No meetings where two pizzas can’t
feed all the participants
• No PowerPoint – Hard to understand logic / argument in
PowerPoint and a great way to minimize consultants J
• Memo Reading – Opens every meeting with 10-15
minutes reading a 4-6 page memo about the objectives,
logic and data for the meeting
• Outcome Syndication – Before the meeting, align
participants on the desired outcomes
• Loose Agenda – Having a tight agenda means you know
where you are going. Typically meetings are for decisions
that need to be debated and brainstormed.
Amazon Meeting Norms

Advancement
Evaluation
Development
Onboarding
Hiring
Recruiting
Creating a strong employee journey strategy necessitates answering some key questions
What do your team members think
about their employee journey?
How does the employee journey help
elevate and realize the potential of team
members?
What defines success and improvement
for each stage of the employee journey?
What initiatives will drive the most
improvement in helping elevate and
realize the potential of team members?
EMPLOYEE JOURNEY

There are many potential employee journey metrics and initiatives to choose from
157
Advancement
Evaluation
Development
Onboarding
Hiring
Recruiting
Potential Metrics / Goals Potential Initiatives
• Interest – Web / LinkedIn Traffic
• # of Applicants
• Quality of Applicants
• Interviews per Position
• Acceptance & Referral Rate
• Historical Performance / Retention
• Checklist / Training Adherence
• Historical Performance
• Development Participation Rate
• Historical Performance
• Internal / External Management
• % Advancement by Role / Level
• Historical Performance / Retention
• Participation
• Historical Scores
• Team Member Profiles
• “Why Work At…”
• Web Presence
• Job Posting Excellence
• Comp & Benefits
• Advertising
• Recruiting Events
• Proactive Outreach
• Referral Bonus
• Interview Guides
• Interview Training
• Structured Assessment
• More Interviews
• Interviewee Evaluation
• Calibration
• Offer Letter / Protocol
• Offeree Events
• Q&A Excellence
• Welcome Packet
• New Hire Events
• Pre-start Checklist
• Buddy Program
• Structured Onboarding
• Expectation Setting
• Periodic Check-ins
• Training Programs
• New Hire Program
• Career Paths
• Competency Paths
• Management Training
• Leadership Training
• Training Programs
• Educ. Reimbursement
• Rotation Programs
• Idea Contests
• Access to Funding
• Valued Competencies
• Standard Evaluation
• 360 & Peer Reviews
• Feedback Training
• Process Management
• Comm. Strategy
• Calibration
• Spot Bonuses
• Recognition
• Succession Planning
• Org Design Strategy
• Target Setting
• Mentoring Program
• Coaching Program
• Leadership Training
• Promotion Gifts
• Formal Celebration
• Comm. Strategy

DEVELOPMENT
ONBOARDING
http://www.cbsnews.com/news/inside-google-workplaces-from-perks-to-nap-pods/
• 100+ candidates to 1 hire
• Proactively find your candidates
• Only hire people better than you
• Multiple team & outside interviewers
• qDroid generates interview guides
• Structured interviews & scoring
1. Have a role and responsibilities discussion
2. Match your new hire with a peer buddy
3. Help your new hire build a social network
4. Set up monthly check-ins for six months
5. Encourage open dialogue
Just-in-time Onboarding Checklist (25% improvement in performance)
• Meritocracy
• OKRs – Objectives and Key Results
• Peer reviews & upward feedback
• Googler-to-Googler Training – initiated
and designed by employees
• Mentorship programs
• Review Criteria - Googlyeness, Problem Solving,
Execution, Thought Leadership, Leadership,
Presence
• Manager calibration to reduce biases
• GoogleEDU
• 20% time spent on own ideas
Employee Journey Strategy Examples
EVALUATION &
ADVANCEMENT
RECRUITING
& HIRING
Google is the #1 place to work, in large part because of their focus on improving their employee
journey

There are many comp & benefit options to help incentivize the performance and loyalty of team members
• Salary (Above, At or Below Market)
• Hourly & Overtime Wages
• Raises (Across, Performance Tiers)
• Incentive Pay
• Individual (Tied to Performance,
Manager Discretion)
• Team (Metrics, Goals)
• Company (Profit Sharing)
• Top Performer Incentives
• Spot Bonuses & Gifts
• Stock Options & Grants
• Health & Dental Insurance (Partial, Full, Coverage)
• 401K & Matching Levels, Retirement Plans
• Holidays, PTO
• Office Perks (Snacks, Childcare, Meals, Massage, Summer
Friday Half-days)
• Lifestyle (Gym Membership, Parking, Discounts, Events,
Free Advisors (Finances, Health, Nutrition, Life Balance)
• Training & Education (Reimbursement, Conferences)
• Other Insurance (Workers Comp, Disability, Life)
• Office Events / Trips
• Tenure Loyalty (More PTO, Sabbaticals, Better Insurance,
Gifts, Higher 401K Matching, etc.)
Compensation Options Benefit Categories

Environment is critically important, but often overlooked, as a strategic driver of culture, values &
organizational performance
Creativity
Collaboration
Communication
Connectivity
Productivity
Inspiration
Mentorship
?
https://hbr.org/2014/10/workspaces-that-move-people
What should the design of
the environment support…
Examples of Google
Environments

EXECUTE
Developing and executing a successful employee journey and cultural transformation necessitates four
major steps
• Baseline employee journey
and cultural enablement
maturity
• Design, execute and
analyze results of Team
Member Diagnostic &
Ideation Survey
• Conduct leadership
educational workshop and
interviews on employee
journey and culture
• Gather and document all
improvement ideas from
team members, leadership
and best practices
• Conduct brainstorming
sessions on new ideas,
priorities & implementation
• Solicit feedback on ideas
from team members
• Conduct leadership
prioritization workshop
evaluating ideas and
necessary resources
• Solidify, fund and staff
change management
plan for employee
journey and culture
initiatives
• Create scorecard and
goals for initiatives
DIAGNOSE IDEATE DECIDE & PLAN
• Communicate the roll-
out plan and positives to
all team members
• Execute roll-out plan
with an emphasis on
communication
• Actively report on and
manage employee
journey and cultural
initiatives
4 Steps To A Successful Employee Journey And Cultural Transformation

Strategic
Alignment
TEAM MEMBER DIAGNOSTIC READOUT
Advancement
Evaluation
Development
Onboarding
Comp & Benefits
Hiring
Recruiting
Strategy
Org Design
Norms & Language
Environment
Comp & Benefits
Employee
Journey
Culture
Enablement
Values
Satisfaction Top Ideas to Improve
Mission
1.3
4.2
3.8
2.7
2.9
1.5
4.0
2.1
3.2
4.3
2.3
4.1
4.3
1.5
3.3
At the heart of any org transformation is a team member diagnostic & ideation survey, covering strategic
alignment, the employee journey and cultural enablement
Visit Stratechi.com’s Employee Survey
• Online survey
• Easy setup and customization
• 30 minutes to complete
• Covers all elements of strategic
alignment, employee journey and
cultural enablement
• Creates rich data set to diagnose
issues and understand priority areas
• Creates buy-in since priorities and
ideas come from team members

From the team survey results, the two org design areas of priority are leadership and structure
Mission
Strategy
Leadership
Structure
Roles &
Competencies
Confidential & Proprietary
11%
18%
15%
4%
7%
9%
3%
11%
23%
18%
12%
15%
26%
12%
27%
13%
8%
5%
18%
10%
16%
7%
14%
22%
27%
6%
12%
18%
6%
14%
24%
21%
27%
22%
25%
14%
24%
18%
7%
11%
12%
15%
17%
9%
22%
12%
14%
21%
15%
22%
14%
22%
26%
27%
28%
17%
27%
30%
25%
22%
16%
14%
24%
22%
25%
17%
30%
32%
34%
30%
25%
26%
36%
24%
14%
17%
21%
26%
14%
22%
15%
27%
34%
36%
25%
25%
22%
30%
23%
16%
10%
39%
41%
25%
41%
29%
13%
17%
12%
20%
8%
22%
9%
20%
35%
34%
21%
28%
20%
37%
The company's mission is inspiring
The mission serves as a guidepost for decisions
Employees know the company's mission
Over the next 3 years, the company will grow
The company has a strong and focused growth strategy
The company's goals are defined and clearly communicated
The company's value proposition is better than the competition
The leadership clearly communicates the strategy
Leaders / managers realize the potential of teams
Leaders / managers are inspiring role models
The organization is highly political
The organizational is hierarchical
The organizational structure is efficient
Your team is aligned with the company strategy
The organizational structure is straight forward
The departments and functions are aligned with the strategy
The talent is in place to execute the strategy
People are highly skilled and competent
Your team has defined goals and strategies
Your team is effective and efficient
You're role / position is clearly defined
You have defined goals you're working towards

HR, Employee, Org, and Leadership Worksheets
165

SPECIFIC
• What are we trying to accomplish with this goal?
• Will others easily understand this goal?
• Is this goal specific enough, too specific?
MEASURABLE
• How will we know when the goal is accomplished?
• How will we measure progress & success?
ATTAINABLE
• Is this goal reasonable?
• What resources do we need to accomplish the goal?
• Is there a 70+% chance of reaching the goal?
RELEVANT
• Is this goal really important right now? Why?
• Why is this goal relevant to the company & mission?
TIME BOUND
• When is the start and due date for this goal?
• Is this a reasonable due date?
ANSWERS
• xx
• xx
DEFINE THE GOAL • xx
• xx
• xx
• xx
SMART GOAL WORKSHEET
166

ROLES WORKSHEET
Responsibilities
Objectives
Support
Leadership
– What are the responsibilities and accountabilities for the role?
– Are the responsibilities and accountabilities clear?
– Are there enough responsibilities? Too many?
– Do the responsibilities fit the skills and competencies of the person in the role?
– What constitutes success in 1 month, 6 months, and 1 year?
– What are the clear objectives and goals? Are they SMART goals?
– What does leadership need to do to make this role successful?
– How will the role lead to growth, development and more leadership opportunities?
– What kinds of interactions will this role have with leadership?
– How will this person be empowered in this role?
– What are the necessary resources to make the role successful?
– What are the top risks to the success of this role?
– What support does the person need to be set up for success…training, onboarding, mentorship, etc.?
– What needs to happen for stakeholders to support the role?
– Are the incentives for the role aligned with the desired behaviors?
Empowerment
Role:
Reporting to:
Date:
167

Use the Will Skill Matrix to determine the best course of action for different performers
168

Will skill assessment (click to open excel spreadsheet)
Team Member:
Time Period
Accountabilities Will Skill Potential Action
1
2
3
4
5
6
TOTALS 0 0
WILL SKILL ASSESSMENT
(1-Poor to 5-
Rank
169

There are 7 sources of personal power
170

Your personal power plan
Expert
Legitimate
Coercive
Reward
Information
Reverent
Connection
CEO
$
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
xx
Observations of Current Use Plan for Future Use
171

Creating the conditions for a high-performing team increases a project’s success rate
172

PROJECT TEAM CHARTER
Mission / Objective of Team
What is the mission / objectives of the team?
Team Members
Who are the team members and what skills do they bring?
Stakeholders
Responsible:
Accountable:
Consulted:
Informed:
Major Milestones
When does the project start, finish? What are the big milestone dates and
deliverables?
Budget / Resources
What is the overall budget of the project? What other internal and external
resources are needed to be successful?
Governance
How are big decisions about budget, timing, and scope made? Are there
regular steering committee meetings? Emails?
Nurturing Environment
What methodology is going to be used to manage the project? Waterfall,
Agile? Where will the team be located? What coaching resources will be
available? What can be done to improve the environment of the team?
Norms
What are the agreed to norms to make the project successful? What are
those behaviors and actions that have made previous projects fail, that you
want to avoid in this project (good ideas for some norms)?
173

Team Charter – Strategic Alignment
TEAM STRATEGY
STRUCTURE
ROLES
MISSION • What is the mission of the team?
• How does it reinforce the corporate mission and strategy?
• What are the major strategic initiatives for the year, 3 years?
• What are the major goals / scorecard for the team?
• What is the team size, budget, structure?
• How will it evolve over the next 1-3 years? Why?
• What are all of the major roles on the team?
• What are the career paths?
174

Team Charter – Culture
$
NORMS &
VALUES
COMP &
BENEFITS
ENVIRONMENT
• Is there an incentive plan for exceeding team goals? What is it?
• Are there unique benefits to the team? What are they?
• What is the team environment (e.g., shared / offices, dress code, meeting spaces, kitchen / food,
furnishings, decoration, events)
• What are the core team values and norms?
EMPLOYEE
JOURNEY
• What are the initiatives to improve the employee journey (i.e., recruiting, hiring, onboarding,
development, evaluation)
175

Almost every function should have a roadmap
176

Example of a product roadmap
Q1 Q2 Q3 Q4
Mobile enhancements
Product Line 1
Product Line 2
Cost engineering UX Improvements
Digital
Experience
Cost
Power supply
Performance
Product Line 3
Updated Software
New Ergonomic Design
Migrate Production to New Facility
IOT Enablement
Best-in-class Processor
Design 3.0
177

Example of a product roadmap (click for excel spreadsheet)
PRODUCT ROADMAP
October November December Quarter 1 Quarter 2 Quarter 3
New
Products Product Line 1 Rhino Wildebeest
Product Line 2 Gazelle Cheetah Porcupine
Product Line 3 Hedgehog
New
Versions Product Line 1 Zebra V3 Jackal V4
Product Line 2 Lion V2 Lion V3
Product Line 3 Giraffe V5
Tier 1 Launch
Tier 2 Launch
178

Project planning exercise
For an upcoming project, use the following Planning Template to organize the different elements of a plan.
First, think through the objectives and outputs of the project. Then dive into disaggregating the work into 2-5 work streams.
Next, think through the work blocks necessary for each work stream. Focus on what the output of each work block is and the
steps to get there. You can either create milestones for the work streams or the total projects. Then adjust the timing of each
work block by estimating the resources and time needed to complete, giving a little cushion to ensure there is enough time
for completion. Organize the work blocks and work streams to ensure any dependencies are accounted for.
Once the project work has been organized, then codify your thoughts on the team structure and personnel, and the resources
you’ll need to execute the project. This should give you a good understanding of the overall budget for the project.
When a project strawman is complete, the next step is to get more stakeholders involved to iterate and improve the various
elements of the plan. Once the necessary stakeholders agree and sign-off on the plan, then the project plan should go
through the organization’s governance process to be evaluated against other projects and hopefully approved.
179

Project planning template
Work Stream 1
Work Streams
Date 2 Date 3 Finish Date
Phase 1
Start Date Date 4
Phase 2 Phase 3
Milestone 1 Milestone 2 Milestone 3
Work Stream 2
Work Stream 3
Work Stream 4
Project Objective / Outputs Budget
xx xx xx
Team / Resources
Work block
xx
xx xx
xx
xx
xx
xx
Work block
xx
xx xx
xx
Work block
xx
xx xx
xx
180

Exercise - Creating a project management scorecard
If you have a major project starting up or in-flight, it’s important to have a project management scorecard to track progress, bring up
potential issues and debates, and drive to remediation action items.
Filling out the project management scorecards is fairly simple. Fill in the project name and mission / outputs. Then decide how often
the scorecard will be filled out, shared and in what forum it will be discussed. Next, fill out the date, projected end date of the project
and the sponsors.
You need to define and agree upon what the green, yellow and red statuses mean. Some companies categorize green as on-track,
yellow as at-risk, while red is typically behind. When the scorecard is filled out, make sure you focus on what the current status is,
potential decisions and potentially high-level plans for each category (budget / resources, timing, scope and quality). Quality may or
may not be a category you want to cover, since it may be difficult to measure.
The next section on milestones / workstreams digs a bit deeper into the project, and the milestones / workstreams may change over
the life of the project as they get completed and new ones come up. The status is a composite of timing, scope, resources / budget,
and quality. If it is a red or yellow, it is important to deep dive into on what the current overview is, potential decisions, and then
develop an action plan to resolve the yellow or red.
Once the project management scorecard is completed, it should be sent to the necessary stakeholders and debated in a meeting to
drive to action plans. In the next meeting, the previous scorecard should be reviewed, especially the action plans to hold people
accountable and ensure the action items were worked on.
181

Project management scorecard template
BUDGET /
RESOURCES
SCOPE
TIMING
Xx
Status Overview / Decisions / Plan
xx
xx
Status Overview / Decisions / Plan
xx
QUALITY
PROJECT xx MISSION xx
MILESTONES /
WORSTREAMS
xx
xx
xx
xx
xx Xx
xx xx
xx xx
xx xx
Overview / Decisions Action Plan
DATE xx SPONSORS xx
PROJECTED END DATE xx
182

Problem statement exercise
Properly defining a problem statement at the beginning of a project or initiative will dramatically improve the
success of the project or initiative. Problem statements help guide problem solving, analysis, hypotheses, and
solutions.
Developing a problem statement is an iterative brainstorming process. Get the major stakeholders in a room for
a few hours and start the process by having everyone write down what they think the problem is on index cards.
Collect the index cards and post them on a white board. You can either discuss each one, or have the group pick
the top 3 and then discuss them. You can use the Problem Statement Worksheet to further define the problem
by answering the 5 Ws and 1 H. The key is to find the right problem statement that all stakeholders feel strong
about, in that if the problem statement was solved, the problem would be solved.
183

Problem statement worksheet
• Who does the problem impact and
involve?
• What does the problem impact?
• What are the drivers of the problem?
• Why is solving the problem important
to stakeholders and the business?
• Where does the problem reside or
have impact?
• When did the problem begin?
When does the problem need to
be solved by?
• How was the problem created?
How can the problem be solved?
?
KEY QUESTIONS ANSWERS
• xx
• xx
• xx
• xx
• xx
• xx
WHO?
WHAT?
WHY?
WHERE?
HOW?
WHEN?
PROBLEM
STATEMENT
• xx
184

Stratechi HR & Org Strategy Presentation Template by McKinsey Alum.pdf

Stratechi HR & Org Strategy Presentation Template by McKinsey Alum.pdf

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