Copyright Gazelles Systems, 2006. 1 Rockefeller Habits 2 Day Workshop

Gazelles Growth Tools

People: Organizational Structure Strategy: One-Page Strategic Plan Execution: Rockefeller Habits Checklist Execution: Who What When (Action Plan) Cash: Cash Optimization Strategies

2x Cash Flow 3x Profitability 10x Valuation More Time!

Gazelles Growth Method 4-3-2-1 = Results!

A proven business growth method used by thousands of growth companies to achieve RESULTS.

RESULTS!

4 DecisionsPeople Happiness

Strategy Revenue/Growth Execution Profit/Time Cash Oxygen/Options

3 Disciplines Priorities Top 5 and Top 1 of 5

Data/Metrics Qualitative/Quantitative Meeting Rhythms Daily, Weekly, Monthly, Quarterly, Annual

2 Drivers People Customers, Employees, Shareholders

Process Make/Buy, Sell, Record Keeping

1 Catalyst Advisors Experience/Knowledge

Consultants Experts/Answers Coaches Accountability/Questions

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People: Organizational Structure

Copyright 2007 Gazelles, Inc.

1. Name the #1 person accountable for each role or key position 2. List Key Measures for each position 3. Take your Profit/Loss and Balance/Sheet and assign line items to the person

Identify: 1. More than 1 Person in a Seat; 2. Person in more than 1 seat; 3. Empty seats; 4. Enthusiastically Rehire?

Seats Head of Departments - Accountability

Role/Key Position

Head of Company

Sales & Marketing

Sales

Marketing

Operations

Manufacturing/Service Delivery

Research & Dev.

Finance & Accounting

Treasury

Controller

HR/Learning/People

Information Technology

Customer Satisfaction/Advocacy

Heads of Business Units

_______________________

_______________________

_______________________

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Name Leading Indicators(Key Performance Indicators)

Lagging Indicator/Outcomes(P/L or B/S Items)

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Strategy: One-Page Strategic Plan

Copyright 2007 Gazelles, Inc. BHAG is a Registered Trademark of Jim Collins and Jerry Porras.

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CORE VALUES/BELIEFS (Should/Shouldnt)

PURPOSE(Why)

TARGETS (3-5 YRS.)(Where)

GOALS (1 YR.)(What)

Actions To Live Values, Purpose, BHAG 1

2

3

4

5

__________________

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Future Date

Revenues

Profit

Mkt Cap

Profit/X__________________

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__________________ BHAG

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Yr Ending Revenues Profit Mkt Cap Gross Margin Cash A/R Days Inv. Days Rev./Emp.

Key Initiatives Annual Priorities

Sandbox ___________________________

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Brand Promise KPIs__________________

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__________________Brand Promises

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Critical #: People (B/S)_________________ _________________ Between green and red _________________ Critical #: Process (P/L)_________________ _________________ Between green and red _________________

Key Thrusts/Capabilities 3 5 Year Priorities

People (Relationship Drivers)Employees

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Customers ___________________________

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Shareholders ___________________________

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Strengths:

1 2 3

1 2 3

1 2 3

Core Competencies

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2

3

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5

__________________________________ __________________________________ __________________________________

Weakness:

Organization Name:

__________________________________ __________________________________ __________________________________

ACTIONS (QTR) (How)

THEME (QTR/ANNUAL) YOUR ACCOUNTABILITY(Who/When)

Rocks Quarterly Priorities Who

Deadline

Measurable Target/Critical #

Qtr. # Revenues Profit Mkt Cap Gross Margin Cash A/R Days Inv. Days Rev./Emp.

__________________

__________________

Theme Name

Your Quarterly Priorities Due Scoreboard Design Describe and/or sketch

your design in this space.

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Critical #: People (B/S)__________________________ __________________________ Between green and red __________________________

Critical #: Process (P/L) __________________________ __________________________ Between green and red __________________________

Critical #: People (B/S) __________________________ __________________________ Between green and red __________________________

Critical #: Process (P/L) __________________________ __________________________ Between green and red __________________________

Celebration__________________ __________________ ____________________________________

Reward __________________ __________________ ____________________________________

Process (Productivity Drivers)Make/Buy

___________________________

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Sell ___________________________

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Record Keeping ___________________________

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1 2 3

1 2 3

1 2 3

Your Name: Date:

1

2

3

Your KPIs Goal

Opportunities: 1 2

3

1

2

3

__________________________________ __________________________________ __________________________________

Threats: __________________________________ __________________________________ __________________________________

1

2

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5

1

2

3

4

5

1. As goes the Executive Team goes the rest of the firm. Team members understand each other's differences, priorities, and styles The team meets offsite every few months for strategic thinking and renewal The team is having fun together

2. Everyone aligned with #1 thing that needs to be accomplished this quarter to move company forward. 5 priorities (Rocks) are identified and ranked for the quarter A Critical Number is identified and aligns with the #1 priority A Quarterly Theme is established that brings the key priority/Critical Number alive A scoreboard for the Critical Number is posted and Theme announced All employees know what the Celebration/Reward will be

3. Communication rhythm is established. Information moves through organization accurately and quickly. All employees are in some kind of a daily and weekly huddle Huddles cascade from senior management to frontline or visa versa

4. Every facet of the organization has a person assigned with accountability for ensuring goals are met. Income (P&L), Cash Flow, & Balance Sheet statements have persons assigned to each line item An accountability chart has been created

5. Ongoing employee feedback and input is systematized to remove obstacles and identify opportunities. Employee hassles/ideas/suggestions/issues are being collected weekly There is a systematic process for addressing issues and opportunities Thank You cards are being written every week by senior management

6. Reporting and analysis of Customer Feedback data is as frequent and accurate as financial data. All employees are involved in collecting customer data There is a person assigned accountability for customer feedback All senior leaders communicate with at least one customer weekly

7. Core ideologies are "alive" in the organization. Core ideologies are discovered and defined Stories are being shared of employees who represent the ideologies Core ideologies are included in appraisal and recognition processes

8. Clear understanding of the firm's market position drives strategic planning and sales and marketing. Brand Promise and market (Sandbox) are clearly defined The organization is aligned around 5 key strategies (Thrusts/Capabilities) for growth

9. All employees can report at any time what their productivity is and how it compares against goals. KPIs (key performance indicators) are identified for the organization Weekly measures for each individual/team are clearly displayed and reviewed

10. A "situation room" is established for the weekly executive team meeting. KPIs and Critical Numbers are posted bigger than life with goals clearly shown Data is presented graphically to help visualize trends Core ideologies, priorities, and market maps posted

Execution: Rockefeller Habits ChecklistTM

Need help implementing this plan? Visit www.gazelles.com or call 1-866-922-GROW to learn about Gazelles Coaching Services.

Copyright 2007 Gazelles, Inc.

Who What When

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Copyright 2007 Gazelles, Inc.

Execution: Who What When (Action Plan)

Cash: Cash Optimization Strategies

Need help implementing this plan? Visit www.gazelles.com or call 1-866-922-GROW to learn about Gazelles Certified Services.

Copyright 2007 Gazelles, Inc.

A Sales Cycle

CDelivery Cycle

D Billing & Payment Cycle

Cash Conversion Cycle (CCC)

B Make/Production & Inventory Cycle

Ways to improve your sale cycle

1

2

3

4

5

A

Ways to improve your make/production & inventory cycle

1

2

3

4

5

B

Ways to improve your delivery cycle

1

2

3

4

5

C

Ways to improve your billing & payment cycle

1

2

3

4

5

D

Shorten Cycle Times

Eliminate Mistakes

Improve Business

Model & P/L

NOTES:

NOTES:

Coaches@Gazelles.com

866-922-4769 (U.S and Canada)

704-966-0399 (Outside U.S. and Canada)