Firm Overview

22 June 2007

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Executive Summary

Specialist support for business leaders.

Focus on challenges of Age of Discontinuity: strategic discontinuities, major organisational change, new management teams.

Depth of skill in strategic leadership facilitation.

Founded in 1998. Based in London, serves clients globally.

Independent, results-oriented, objective, personal, confidential.

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MenKus – Client Experience

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Age of Discontinuity

Disco

ntin

uity

Acceleratio

n

Ch

ang

e

00s - ?80s – 00s 60s – late 80sBefore 1960s

Stab

ility

Globalisation

Technology

Business Model Innovation

Infrastructure Development

Human Capital Growth

Historical Development

• Simultaneous multiple changes; shifting frames of reference

• Growing ambiguity; shrinking certainty

• Low margin for error, growing performance demands

New models needed for strategy and leadership

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What Can Happen at a Discontinuity

• Everybody headed in roughly the right direction.

• Multiple tools and systems to ensure this is so: business plans, performance management systems, reporting structures, etc.

• Tools aren’t perfect, so relies heavily on informal systems, workarounds, and individual initiative.

• Lack of clarity about what the right direction is.

• Formal systems become counterproductive; informal systems and workarounds get overloaded or break down.

• Unless addressed, organisational performance can decline dramatically.

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Thought-to-Action Cycle

Context

Clarify: See the current situation, how it is changing, and what that means. Identify the predictable futures that might come as a result and ways to influence which occurs.

Identity / Journey

Align: Select specific goals to be reached, actions to be used to reach them, and boundaries on those actions.

Patterns

Act: Conversations, symbolic actions, writing, presentations, formal decisions, habits and other activities that shape what happens.

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MenKus – Solutions Delivered

• Executive briefing: Age of Discontinuity

• Strategic situation / strategic choices

• Organisation and team effectiveness

• Executive sounding board

• Change leadership facilitation

• Disciplines for performance tracking and results delivery

• Values / culture / behaviour definition

• Vision and roadmap

• Core model and organisation design

• Business case for change

AlignClarify Act

Support Partnership

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Thought-to-Action Tool Kit

• Create “big picture / high contrast” view.

• Challenge mental models.

• Clarify higher-level purposes.

• Engage emotion: values and identity.

• Define new performance metrics.

• Map back from the future.

• Eliminate non-essential change.

• Prioritise “test, learn, roll out” projects.

• Define new organisation.

• Clarify “who does what by when”.

• Double your cycle speed, then double again.

• Utilise high reliability delivery techniques.

Processes, Roles, and Behaviours

High Reliability Delivery

Change Roadmap

Performance Goals / Case for

Change

Vision and Core Business Model

Clarify Context / Identity

Align Around Journey

Act New Patterns

Strategic Situation / Strategic Choices

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Journey

MenKus – Leadership Model: 4 levels

IdentityContext

Patterns

MEANING

Me

My

Team

My

Organisatio

nMy World

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When we first talked to you we were a new team striving to find the best way to work together. Through our work with you, we have become a more effective team. We now have a clearer picture of where we are trying to take the business and the key actions that will get us there. Many thanks for your help and support.

Paul Pester, Managing Director, Consumer Banking, Lloyds TSB (Lloyds TSB is a leading UK-based financial services group)

”

“

MenKus – What Our Clients Say

I’d recommend you to anyone needing to define and implement a new strategy quickly - without losing commercial momentum. Andria Vidler, MD, Magic 105.4 (Winner of the Media Week “Media Brand of the Year” award, London’s #1 commercial radio station)

”“

Your approach helped us quickly develop a coherent roadmap to deliver our corporate strategy in Asia and EMEA. The ‘top down /bottom up’ process left our people energised and engaged. Martin Brennan, Managing Director, Sales and Marketing, Omgeo (Omgeo is the market leader in the development and deployment of post-trade, pre-settlement solutions) ”

“

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Belden M Menkus

Belden is the founder and Managing Director of MenKus & Associates. For more than 25 years, he has inspired, coached, advised, and trained business leaders; helping them deliver the results they want.

Recruited by McKinsey & Company; for more than 6 years worked with management teams in the UK, Europe, US and Japan across a wide range of service and manufacturing industries. Developed and implemented business strategies and improved management effectiveness.

Recruited by CSC Index to create a robust, scalable methodology for business re-engineering. The results of his innovative approach led to being asked to open and run the CSC Index office in Tokyo.

After almost 7 years at CSC, was recruited by Nextera Enterprises to be head of Corporate Development in the UK and Europe.

Driven by a desire to return to more personal consulting, started MenKus & Associates. His vision was to create a unique consulting firm that would go beyond rigorous strategic problem solving – to work with management to ensure that strategies are implemented and deliver results. Primary focus currently is working with clients on issues of strategic clarity, team alignment and change leadership.

Published author and quoted expert on strategy and innovation in the FT, Director, American Banker, New Media Age, and other trade periodicals.

Belden has British and American passports. He lives in London with his wife and four very energetic children.

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Contact Information

London Office:

+44 20 7349 7140

Suite 105

132 - 134 Lots Road

London SW10 0RJ

www.menkus.net

For more information, please email us on:

newclients@menkus.net

Specialist Support for Business Leaders

Clarify Align Act