Strengthening A Well-Rounded Strategic Skill Set. Denali Group

Transcription

1 Strengthening A Well-Rounded Strategic Skill Set Denali Group

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3 Source + Contract + Manage Stakeholder Management STRATEGIC Category Managers should spend 80% of time on these activities! Category Management TACTICAL should be out-tasked to most efficient and effective team Procurement Execution 3

4 CSN Execution Resources Coaching Training Market Intelligence Spend Analysis 4

5 Coaching cross-train ing noun Training in two or more activities in order to improve strength and performance, especially for a different main activity. 5

6 salesperson general manager change agent analysis-driven decision maker strategic thinker storyteller thought leader listener value creator visionary 6

7 SELLING How to Build a Bulletproof Business Case RESILIENCE Lessons From the Trail COMMUNICATING Understanding Personality Types STORYTELLING Influencing Through Storytelling THOUGHT LEADERSHIP Innovative Thinking 7

8 SELLING How to Build a Bulletproof Business Case RESILIENCE Lessons From the Trail COMMUNICATING Understanding Personality Types STORYTELLING Influencing Through Storytelling THOUGHT LEADERSHIP Innovative Thinking 8

9 Do a bunch of interesting analysis Look for interesting data/results Write a thick, incomprehensible presentation Present the information Fail to persuade and wonder why Lengthy, inefficient process Weak, convoluted communications Lack of support for ideas Lack of credibility as a leader 9

10 In order to persuade your stakeholder to take action during your work with them: 1. GOAL - make sure you clearly understand their goal 2. IDEA - be crisp and concise with your own core idea WHAT & WHY 3. SUPPORT - be efficient, showing only the minimal set of key supporting proof points that matter most 4. TALK - take time to communicate to all stakeholders 5. STORY - try to entertain - paint a vision, tell a story! 10

11 What to do Identify the core issue to solve Articulate what the problem is and why it s important to solve it Confirm question is what stakeholders want answered Why do it Focus on main issues Avoid wasted effort Generate a case that resonates with stakeholder(s) Ensure your work satisfies concerns of stakeholder(s) Example: How can we decrease costs with your spend and not change suppliers? 11

12 What is the Core Idea? Answer to the question Elevator pitch What should we do? AND Why should we do it? (the BUTTON) We should find a new regional supplier to increase our quality by (X%, $XM) Why have a Core Idea? Prevents confusion audience draws your conclusion Communications are clear and crisp Efficient: identify necessary and sufficient information Core idea must be on strategy and move the needle 12

13 Arrange these ideas into logical groups: Ace Colts Chip Albatross Wild Card Broncos Quarter Falcons Birdie Pocket Eagle Lions Rake Club 13

14 Golf Club Birdie Chip Albatross Ace Rake Eagle Football Wild Card Broncos Quarter Lions Colts Falcons Pocket Eagles OR Poker Club Ace Chip Quarter Rake Wild Card Pocket Animals Broncos Lions Colts Falcons Eagle Birdie Albatross You draw the conclusion or they ll draw their own 14

15 #1 Hi Jim. I got the cost estimates for the project. Judy finished the analysis yesterday (it was a day early). I think this is a really good idea. The financials show a $4MM profit increase over a 3 year period (assuming a 12% market share increase). Market share now is growing at 5%. Bill had some thoughts on this too (we need to talk to him he thinks 12% is achievable). By the way, the new brand materials will be available next week to support this implementation. The color scheme is really cool. Take a look at the attached materials. I ll talk to you soon. Frank #2 Hi Jim. I d like your approval for the new supplier implementation (supporting materials attached). Please reply with approve to this by COB tomorrow and we ll get it launched by the target date. A few key points from the attached to help you with this decision: - The financials show a $4MM profit increase over a 3 year period - The financials assume a 12% market share increase (which Bill believes is a reasonable estimate) - The new brand materials will be available next week to support this launch Please let me know your decision by COB tomorrow. Thanks. Mike Supporting architecture can dramatically clarify your communications 15

16 Our supplier s performance has been acceptable We have been with them 42 years Held price steady for last 10 years Quality issues down last 3 quarters But we can dramatically improve our business New competitor(s) have been calling Costs in industry have been decreasing rapidly Our cost structure is higher than our competition We believe new suppliers can bring innovation Therefore we should switch suppliers New quotes are much lower cost Supplier XYZ has many brand-name, referencable customers Supplier XYZ s proposal includes new innovations and will generate $XMM in incremental cost savings Keep it simple ( See Spot run. Spot runs fast. Spot saves money. ) This is a DRAFT story it will change 16

17 What is it? Discussing your story requires you to sit down and discuss your idea/story with interested individuals who can broaden/deepen your thinking or individuals who will ultimately be stakeholders or decision makers on how your idea proceeds (or doesn t) Guiding Principles: Place appropriate caveats around the status of your work (e.g., This is just an initial hypothesis. I haven t done all the analysis yet ) Think broadly about who might be a stakeholder (i.e., not just your contact) Realize you can take or leave their thoughts and advice you have the power of the pen Be open to new ideas and suggestions on how to communicate your thoughts 17

18 Decision maker Senior Executive Operations HR Stakeholder Contacts You Legal Finance Smart peer Sales Your team Your Nemesis IT Who will my recommendation impact? This is how you bulletproof your story 18

19 Versus Book By You Good Titles Improving Marketing Innovation: Using Competitive Sourcing to Find New Innovative Approaches Outsourcing Facilities Management: Simplifying How We Buy Facilities Services Not-So-Good Titles Marketing Costs Facilities Management Approach Redesigning MRO: A $35MM Process Improvement Opportunity New MRO Process 19

20 Title Executive summary Point 1 Executive Summary Our current recruiting process is inefficient and costly We interview over 5,000 candidates onsite annually Our current recruiting efforts cost $10MM per year (including travel and FTE) Our yield (candidates hired/candidates interviewed onsite) is only 6% But there are more efficient and effective means available to recruit Offsite recruiting vendor capabilities have improved dramatically We can screen out 50% of the non-hires before bringing them onsite by using offsite recruiting techniques So we should launch offsite recruiting efforts to complement our onsite interviews We can reduce the cost/hired candidate dramatically by eliminating travel for nonhires We can meet our lower $6MM budget while still hiring enough candidates Point 2 Point 3 Point 4 Point 5 Point 6 Point 7 Risks/ Oppt ys Next Steps Appendix The executive summary enables you to build the storyboard which is the layout for your final presentation 20

21 CEO Director VP EVP Manager make lotsa slidesicus wish I was golfingus why are we meetingus not very amusedicus hurry it uppicus Effective communication is one of the most strategic leadership skills out there McKinsey Law: An individual s level in the organization is inversely proportional to the number of PowerPoint pages they will tolerate before stroking out 21

22 In order to persuade your stakeholder to take action during your work with them: 1. GOAL - make sure you clearly understand their goal 2. IDEA - be crisp and concise with your own core idea WHAT & WHY 3. SUPPORT - be efficient, showing only the minimal set of key supporting proof points that matter most 4. TALK - take time to communicate to all stakeholders 5. STORY - try to entertain - paint a vision, tell a story! 22

23 A Technology-Agnostic, Highly Efficient Procurement Managed Services Provider Over $20 billion in spend sourced 5 Global Delivery Centers Supporting 19+ languages Average Savings 12% 23

24 Bellevue, WA San Francisco, CA Houston, TX Pittsburgh, PA Jacksonville, FL Pune, India Istanbul, Turkey Shanghai, China 24

25 T Grant Dearborn Vice President Denali Group Alan Veeck Vice President Denali Group 25

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