Getting Better Playbook

Your Getting Better Playbook bridges the gap between your current performance and being a Star Performer (i.e. top quartile performer in your industry) as well as provides the game plan to maximize your wealth opportunity.

 

Unless your company today is a top quartile performer (take our Management Science Scorecard Evaluation Challenge) then your firm could greatly benefit from a “Getting Better Playbook.”

 

 

Getting Better Playbook components:

Component	Benefits & Return on Investment
Management Playbook	Risk Management. Performance Management. Wealth Management. Constituency Alignment.
Key Performance Indicator (KPI) Model	Know how you compare against the market and against your competitors. Use comparisons to hold employees and functions accountable and facilitate improvements.
Change Management programs: templates and guides.	Engagement & Execution
Providers/vendors SLA & contract evaluation along with negotiation best practices.	Are you getting your monies worth from your investments and providers?

 

Contact us for a complimentary “Getting Better Playbook Executive Summary” for your firm.

 

 

 

When EBITDA performance is underperforming it is imperative that quick, decisive action towards a sound solution is implemented and adopted.

 

“In 2011 and beyond, wealth will be created for businesses models that are unique, are the most productive and economically efficient, promote and excel at CHANGE management, invest in their people, process excellence, and systems while focusing on being REALLY GOOD at a few things (i.e. customer satisfaction).”

 

The economic reality demands economically efficient process excellence that removes the people dependency and maximizes the probability of success.  “Old school” legacy management thinking does not work.  

 

This economy requires business model changes & strategy adjustments corresponding to and financial engineering aligned with today’s marketplace. Additional capabilities and competencies are required to exist and profit including: asset development and management, portfolio and customer lifecycle management, and management science. 

 

Beyond strategy and capabilities development, the difference between underperforming and outperforming companies depends on the performance of companies most import asset, their human capital.  People effectiveness and people alignment is key and requires an efficient work environment and perform operating culture. 

 

Bankers and institutional investors will not capitalize in unproven and un-validated models. Both customer acquisition costs and service delivery indicators are required to be best-in-class. Scale and profitability depends on a) constant improvement, which requires benchmarking, and b) constant innovation (whether evolutionary or revolutionary innovation is required depends on the competitive environment).

The answer to determine how well a business is performing is benchmarking either against oneself, competitors/substitutes, and/or industry averages.

 

Research shows that 70% of revenue and management initiatives fail to achieve their targets because of poor process implementation including failure to achieve constituency alignment between owners, management committee, front-line employees, and managers.

Management Science is a requirement for organizations that desire to increasingly increase revenue and profits per
employee, regularly achieve corporate targets, have higher employee retention and referral rates, brand equities that generate meaningful outcomes, and are generally recognized by their peers and community.

 

 

Contact us at polus[at]polusgroup.com for a complimentary report of insightful analytics and benchmarks for your industry sector.