Swimming or Soaring: HRLeadership Roundtable

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Swimming or SoaringHR/Leadership Roundtable
Steve Deist INDIAN RIVER CONSULTING
GROUP Melbourne, FL 32901 Phone [phone]
Fax [phone] www.ircg.com
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Indian River Consulting Group

• Boutique firm founded in 1987
• Focus on wholesale distribution, offering
• Business assessments
• Channel optimization
• Strategic planning and execution
• Sales effectiveness
• Compensation and incentive design
• Distributors and manufacturers hire us to help
  them diagnose, design and implement

We measure our success by the bottom line impact
on our clients business
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The Distribution Experts
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Electrical Industry Clients
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The Evolution of HR
From cost center
to consultant
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Consulting Success

• Trust
• Low risk, high value, support and empathy
• Perspective
• Not hostage to history or politics
• Analytical approach
• Thorough, methodical and dispassionate
• Real solutions
• Creative and constructive

Never say no
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Finding Root Causes
Wrong stuff in catalog, fliers
Not communicating correctly to cust
expected ? stocked
Not stocking the right items
Expected items not in stock
Bad forecasting methodology
Purchasing fails to buy right items, qtys
Renegade non stock buys absorb budget
Buying decisions overridden by mgmt
Symptom
Cause
Why?
Why?
Why?
Why?
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Our Scar Tissue

• The usual suspects
• Todays generation
• Unmotivated sales force
• Demanding customers
• Unreasonable suppliers
• The common solutions
• Training
• Technology
• Pay plan
• The real issues
• Adding but never subtracting (no strategic focus)
• Culture of compliance rather than commitment
• Weak management (especially in sales)
• Loyalty valued over competency (not necessarily
  bad)

Would you want to work for you?
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Strategic Execution
Action
Task Tracking
Easy to define and track
Execution Plans Stable for 3 12 months
Core Initiatives Stable for 2 - 3 years

• Performance drivers
• Reality check
• Real control
• Less stress

Support Structure Stable for 3 - 5 years
Strategic Positioning Stable for 3 - 5 years
Easy to measure
Shareholder Vision Stable for 5 10 years
Financial Results
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Controlling and Adjusting
Strategic Plan CIs, EPs
Results Balanced Scorecard Task Progress
Execution Tasks
Are we executing well?
Feedback Strategic Review Meetings
Do we have the right performance drivers and
strategy?
Its tough to make predictions. Especially
about the future. - Yogi Berra
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Performance Driver Theory
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Performance Driver Result
160,000
150,973
140,000
120,000
100,000
Change in Net Income 2003 to 2004
80,000
60,000
40,000
30,425
20,000
0
Increased Q12 Engagement by .20
Decreased Q12 Engagement by .20
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Sales Effectiveness
Planning Account Targeting Call Budgeting
Execution Target Activities Pipeline Mgmt
Results Scorecard
Feedback Monthly Review
The sales managers best friend
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• Thank You!