FOUNDERS
What Questions Should You Be Asking?
David Radlo, Board Member, Coach, and Operating Partner Fvlcrum PE and RB Markets-Achievemost: DAVIDRADLO.COM
FIVE KEY PILLARS BASED UPON 12 PRINCIPLES
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Do You Give Back With Your Time, Talents, Network, And Resources?
Are You Satisfied Understanding Your Opportunity And Your Value Proposition?
How About Research? Test Markets to Validate Organic Pipeline?
Pitch For Funding
Pitch to Sell Your Ideas?
Thoughts on Exit?
Do You Understand The Cartel Leadership Rules?
Inorganic Pipeline? Is Your IP Protected?
Understand the Legal
Game?
Is Competition there to Help You or
Hurt You? I will let you decide?
Are You Operating With Excellence?
Sound Live Strategic Plan?
Exit Plan?
Money Saving Core Processes?
Sustainability and ESG- How can it help you?
Right Mix of Team, Board Members, Advisors, and Coaches to Incubate, Accelerate, and Exit?
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Worth investing in the etching?
1 Are You Satisfied With Understanding Your Opportunity And Your Value Proposition?
How About Research? Testing Markets to Validate? Organic Pipeline?
2 Is Your Pitch For Funding & To Sell Your Ideas The Best That It Can Be?
You are the Alpha & Not the Beta-Create Excitement and Disrupt any power frames. How is Wal-mart and Coffee a Beta Trap?
If it is not dangerous, people will ignore it
If it is new and exciting, people will ignore it
If it is new, summarize it as quickly as possible and forget about the details
Do not send anything up to the neo-cortex for problem solving unless you have a problem that is really unexpected and out of the ordinary
Don’t Go Over 10-12 pages and bury attachments in the appendix
ALWAYS Finish Early on Time allotted and NEVER speak for more than 20 minutes.
REMEMBER-As You Pitch and Plan for an Exit-What would you pay? And What Do You Want to Get out of It?..Synergy? Chips Off the Table? Get Partners Out? Divest?
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RULES
2 Does Your Pitch Maximize Results?
Tufts Tech & Sustainability Format
Pitch Anything* STRONG
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*Pitch Anything is a method devised by Oren Klaff.
A Are You Operating With
EXCELLENCE?
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BASIC FOUNDATION
Business Philosophy Core Values & Principles
VISION
What the organization will dare to achieve in the next 5 to 15 years
MISSION
What the Organization will Achieve Within the Next 12-18 Months
EXTERNAL ASSESSMENT
Market segments & opportunities
Competitive analysis Trend analysis
INTERNAL APPRAISAL
Structure & function Resources
Strengths, limitations, opportunities, and threats
CRITICAL GOALS CATEGORIES
Define 3 or 4 Areas that will enable your organization to meet the vision and mission
These are General Categories and Not Specific Goals
GOALS
Create Smart Goals to Drive the Organization and Mission
ACTION STEPS
Defines the Actions that Must be accomplished to meet your goals
MARKET PLAN
Product offerings Segment strategies Market communications Sales support
SALES PLAN
Territory strategies Key account strategies Personal development
Sales volume Costs Expenses
Capital requirements
BUDGETING
Financial profit and loss Cash flow statements
Extra reports: Daily cash and
AR/AP reports
To download more copies and to get help implementing these tools, please go to www.ScalingUp.com
8 | Copyright 2020 by Gazelles - v20/03
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Between green & red
Between green & red
Profit per X
Brand Promise KPIs
Critical #: People or B/S
BHAG®
Brand Promises
Critical #: Process or P/L
Strengths/Core Competencies
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Weaknesses:
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BHAG is a Registered Trademark of Jim Collins and Jerry Porras.
Actions
To Live Values, Purposes, BHAG
Key Thrusts/Capabilities
3-5 Year Priorities
Key Initiatives
1 Year Priorities
Sandbox
CORE VALUES/BELIEFS
(Should/Shouldn’t)
PURPOSE
(Why)
TARGETS (3–5 YRS.)
(Where)
GOALS (1 YR.)
(What)
Employees
People (Reputation Drivers)
Customers Shareholders
Future Date | |
Revenues | |
Profit | |
Mkt. Cap/Cash | |
Yr Ending
Revenues
Profit
Mkt. Cap
Gross Margin
Cash
A/R Days
Inv. Days
Rev./Emp.
Strategy: One-Page Strategic Plan (OPSP)
Organization Name:
To download more copies and to get help implementing these tools, please go to www.ScalingUp.com
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BHAG is a Registered Trademark of Jim Collins and Jerry Porras.
v20/03 - Copyright 2020 by Gazelles | 9
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ACTIONS (QTR) (How) | THEME (QTR/ANNUAL) | YOUR ACCOUNTABILITY (Who/When) |
Rocks Quarterly Priorities Who | Theme Name Scoreboard Design Describe and/or sketch your design in this space | Your KPIs Goal Your Quarterly Priorities Due |
Critical #: People or B/S Between green & red | Celebration | Critical #: People or B/S Between green & red |
Critical #: Process or P/L Between green & red | Reward | Critical #: Process or P/L Between green & red |
Trends
Make/Buy
Process (Productivity Drivers)
Sell Recordkeeping
Qtr # | |
Revenues | |
Profit | |
Mkt. Cap | |
Gross Margin | |
Cash | |
A/R Days | |
Inv. Days | |
Rev./Emp. | |
Deadline: | |
Measurable Target/Critical # | |
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Your Name:
Date:
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Do You have a Sound Live Strategic Plan? Maximizing the your people resources? What designing and improving your core processes? Do You have the Right Mix of Advisors, Board Members, Coaches, and Team?
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Improved Results from a Positive Behavior Change are due to:
ATTITUDE (SKILLS & KNOWLEDGE) + GOALS
attitude
A
S skills
K
knowledge
+ GOALS
=
P B C
O E H
S H A
I A N
T V G
I I E
V O
E R
Improved Results
B People Resources
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$
ROOT CAUSE ANALYSIS
eliminates variation without changing the process.
TEAM CHARTER is a document
that focus’ on a specific issue that
needs to be addressed by a group.
CYCLE TIME ANALYSIS eliminates
non-value added steps for Zero
Defects or Six Sigma and beyond.
In Eliminating
VISIBLE and
HIDDEN Costs
VISIBLE
Excess Overtime, Customer Complaints, ReWork, Billing Errors, Cost of Quality
Assurance Department, Excess Consultants
HIDDEN
Waste, Grievances, Litigation, High Turnover, Low Productivity, Staff Frustration, Long Cycle Times, Excess AR, Machine Downtime, Disability Comp, Excessive Inventories, Missed Schedules, Incorrect Order Entry, Lost Customers, Lack of teamwork between departments.
BIG
MONEY
C Core Processes Improvement
Variation and Lean Chain Cycle Time
4 Do You Understand The Cartel Leadership Rules? Inorganic Pipeline?
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As Cited in the Book, there are 15 Hidden Rules of Maintaining and Controlling Market Share, Profits, and Business noted in Secret Stories
SHARE A FEW OF THEM
Roll-up and Acquire Inorganically
Should discussion stay informal with your competition?
Sophisicated Analytical
information and techniques may be done to hurt you.
IP could be stolen and the attitude of go ahead litigate against my war chest?
Trade Secrets are better sometimes than patents?
Large players may Fight competitive disruptive influences with resources and intelligence or perhaps have you to ”partner”
and pay a tribute fee or ownership stake.
Just watch-out, they may sign a confidentiality, and then steal and decide to go-off on their own.
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5 Do You Give Back With Your Time, Talents, Network, And Resources?
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EXTRA
Make Your Customers and Investors Happy and put a Few Bucks in Your Pocket
EXTRA: Improve Your Results Homework!
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Please go to davidradlo.com or Amazon Directly and acquire a discounted internet version copy of Cartel Disruption (Less than a cost of beer) with the sequel Secret Stories.
If you’re a paper-reading person, the first 15 people to request with a Name, Address, and email, will get one sent to you with a copy of the Set Cartel Disruption and Secret Stories while they last.
Read through the chapters of pillars of principals that pertain to your organization’s pain-point issues.
The other thing you can do for free is go to davidradlo.com, Apple Podcasts, or Forbesbooks Radio, ect, and listen to Sustainable Leadership and Disruptive Growth on what tremendously successful Executive Leaders have done to incubate and accelerate with third party examples.
Free of Charge.
After studying and ideating while reading Cartel Disruption and/or Secret Stories and have questions after, you can reach-out to
and I offer one free session to get your questions answered.
Appendix
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SECTION 1 - MARKET RESEARCH AND VALUE PROPOSITION
Principle I: Understand Your Opportunity and Create a Winning Value Proposition.
SECTION 2 - FUNDING
Principle II: Design and Deliver a Pitch that Secures Funding.
Principle III: Understand the Basic Legal Game, Documents for Funding, and Legalities for Intellectual Property Protection
SECTION 3 - OPERATIONAL EXCELLENCE
Principle IV: Develop a Sound and Thorough Strategic Plan in Order to Succeed.
Principle V: Clearly Understand and Utilize People Resources.
Principle VI: Design and Improve Efficient and Effective Core Processes.
Principle VII: Learn and Implement the Power of Sustainability and Environmental Social Governance.
Principle VIII: Use Operational Metrics to Guide Your Test Marketing and Early-Stage Milestones.
Principle IX: Understand Your Exit Opportunities and Develop a Strategy to Make it Happen.
Principle X: Select a Talented Board of Directors and Advisors to Help Accelerate Growth Based upon the Needs of the Business.
SECTION 4 - GIVING BACK
Principle XI: Understand the Importance of Giving Back with 1) Time and Talents, 2) Sharing Your Network of Contacts and Direct Opportunities, and 3) Financial Resources.
SECTION 5: NEW PRINCIPLE:
Principle XII: Understand the Cartel Rules(Written and Unwritten Versions)
Principles Found In the Principles of Cartel Disruption(+the New 12th Principle found in Secrets)