| A | B | C | D | E | F | M | N | O | P | Q | R | S | T | U | ||
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1 | Blackstone | Pillars and Goals [Detail Supporting the Strategy Pyramid] | |||||||||||||||
2 | Priority | Defined Success by December 31st 2026 [PQRST = Past tense, Qual + Quant, Realistic, Stretchy & Toastable!] | Key Metrics | Key People | ||||||||||||
3 | Engaged PARTNERSHIPS for the long term | Ability to bond is now our strength. ~3 Funding Partners selected & formalized for the long term. ≥ 25% of pipeline revenue comes from strategic partners. | ||||||||||||||
7 | Exemplary CORE4 services | All UBM clients migrated to IEB and loving it! Preferred energy data partner for Canadian banks and REITs. Electricity & DERMS gross profit surpasses natural gas. All clients have a completed eCAP study. 1 x bPAC instance in more than 50% of ON higher ed. | ||||||||||||||
12 | Delivering IMPACT to ‘top of the stair’ | We have measured, increased and curated the 'Ideal Client' list we work on to ≥ 80% of our work. Increased EaaS penetration from 2 to 4 clients - taken to the Top of the Stair! 80% of Sales Quota achieved. Sales & Marketing Leader on Exec Team. | ||||||||||||||
13 | 1 ‘Ideal-Client’ Profiling and Relationship Building | Sales & Marketing leader is on the Executive Team Increased ideal client base from 2 to 10 (i.e to replicate Lakeridge) | ||||||||||||||
14 | 2 Consultative selling and account management – with appropriate Core4 ‘hook(s)’ | Contracted 5 O&M contracts with term of 10 years or more with a margin of 30% | ||||||||||||||
15 | 3 Execute pilot projects to earn trust, deliver proof points, build moat | |||||||||||||||
16 | 4 Performance optimization EaaS, long-term O&M with steady benefits | Contracted 5 O&M contracts with term of 10 years or more with a margin of 30% Converted ≥ one strategic partner’s client to LOA EaaS | ||||||||||||||
17 | Leveraging & Perfecting DATA & AI | AI enabling increased revenue/FTE by X% from $Z; cut the cost of Investment-Grad audit by 50% using AI Billing errors and Issues have trended to Zero; Client confidence trended to 100% | ||||||||||||||
18 | 1 Perfecting Data on UBM to IEB: shift from Build to Buy; shift clients’ mindsets | Increased data quality to ≥95% and Decreased errors on data for IEB clients to ≤5%. Manual Litmus-Tests completed to earn Client confidence. # hours spent per month discussing billing errors with clients is measured and reduced. Clients have 100% confidence in our data ingestions and reconciliations to form their budgets and discuss real-world improvements | ||||||||||||||
19 | 2 Automating eCAP from desktop to investment grade | Investment-grade eCAP enabled for all clients - as easy/cheap as a Desktop study. eCAP Discovery and Strategic products delivered to 25% of clients leveraging AI productivity benefits of 50% improvement | ||||||||||||||
20 | 3 Embedding positively-governed AI into Blackstone’s business operations: Innovation, Quality, Productivity, Efficiency | Selected an accountable team member to develop AI for the company Developed at least one AI intitiative that team recognize and are proud of (making a difference) Communicate and implement business principles in the world of AI to all Managers Launch 2 new AI-powered features or offerings that open new revenue or market opportunities Reduce error rates or defects in key workflows by at least 25% using AI-driven monitoring or decision support Used AI to increase employee revenue/FTE by 50% Automate repetitive tasks to free up 20% of time for 3+ key roles/functions Cut turnaround time or cost-to-serve by 15–30% in at least two core business processes through AI optimization Use AI to reduce project or process time by at least 80% for top 5 bottlenecks. | ||||||||||||||
21 | Inspired TEAM & Inspiring CULTURE | Net promoter score of 50 or higher. Training spend per employee exceeds $X Motivating career pathing and competency frameworks for all Standardized performance KPIs linked to business goals for all. | ||||||||||||||
22 | 1 Employee Engagement & Experience | Standardize quarterly pulse surveys and action plans •Improve Net promoter score to 50 •Develop annual corporate LnL calendar of events with at least 6 events | ||||||||||||||
23 | 2 Improving leadership & Management Capabilities | •Increase training investment per employee by X% (check ESG report ) •Deliver 3 annual management/leadership training focused on emotionally intelligence, coaching and inclusion | ||||||||||||||
24 | 3 Build a Culture of DEI+B | •Deliver 3 event-based initiatives that celebrate diverse perspectives and impact | ||||||||||||||
25 | 4 Support Career Growth & Internal Mobility | •Launch of clear career pathing and competency frameworks for all depts/divisions •Standardized Performance Assessment KPIs linked linked to individual and business goals | ||||||||||||||
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