Xaxax Analytics, LLC, 2131 West Republic Road, PMB 183, Springfield, MO

Identifies emerging “next after next” opportunities Aligns resources to capture those opportunities Not the business model or operations plan Does not deal with today’s issues Looks across the planning horizon 3 to 7 years

Business to Vision Vision to Mission Mission to Strategic Plan Strategic Plan to Objectives Objectives to Performance Measures Performance Measures to Resources Success is tracked through Quarterly Performance Reviews

Mutual Assessment Vision and Mission Environmental Scan Survey and SWOT Analysis Gap-Closing Strategy Strategic Plan Roll-out Employee Buy-in Quarterly Performance Review Sustainment and Evolution Business of the Business

Even the most detailed strategic plans often have misalignments and disconnects among Strategy Objectives & Performance Measures Resources Operations

Strategy Objectives & Performance Measures ResourcesOperations Resolves, reconciles, and realigns

Review the legacy strategy and its relationship to: Vision Mission Organizational structure Operational plans Key business processes Resource allocation Work plan objectives Skills Performance appraisal objectives Brief leadership On findings. Make GO/NO GO decision. If GO, establish leadership commitment and resources. Mutual Assessment

Leadership introduces Xaxax Analytics (XA) consultants and affirms full support for the process. XA principal briefs client leadership, senior management, and staff regarding the Strategic Transformation System.

XAXAX consultants must fully understand the “AS IS” position of the organization and the rationale.

“VISION” Presentation & Discussion “MISSION” Presentation & Discussion “To be” – the WHAT statement that clearly establishes the objective state we will achieve in X (three – seven) year planning horizon. Generates questions leading to the Mission Statement, not answers. Achieving the Vision – the HOW of closing the gap between the “to be” Vision and the “as is” legacy strategy. With management, develop environmental scan and SWOT survey methodology.

ECONOMICPOLITICAL TECHNOLOGICAL STATUTORY SOCIAL/CULTURAL DEMOGRAPHIC ASSESS INDUSTRY IMPACT

DEGREE OF COMPETITIVE PRESSURE CUSTOMER BARGAINING POWER SUPPLIER BARGAINING POWER THREAT OF NEW ENTRANTS THREAT OF SUBSTITUTE PRODUCTS INDUSTRY RIVALRY

Conduct and Review SWOT Survey and Make Recommendations Brief environmental scan and SWOT survey findings. Facilitate client ranking of results. Develop SWOT matrix. Management assigns working teams. Complete XA scan - Compare/Combine With Client Scan

SWOT- based Gap Analysis Gap - Closing Strategy Components PRESENT DRAFT: Goals Objectives Performance measures Timelines Responsible business units

Assemble Preliminary Strategic Plan Roll- Out Preliminary Strategic Plan to Leadership DISCUSS: Restructuring Key business processes Resource allocation Work plans Skills training Performance appraisals PRESENT DRAFT: Goals Objectives Performance measures Timelines

Client leadership introduces the approved strategic plan. XA principal briefs the approved: Goals Objectives Performance measures Timelines Responsible business units Question and answer session. Chain-Teaching to disseminate. Finalize Leadership Strategic Plan Coaching for Managers/Staff

Business unit managers brief “state of play” to leadership and senior managers: Goals Objectives Performance measures Timelines Convey issues, successes, barriers, and challenges to leadership and management. Documents issues, successes, and leader guidance. Review generates taskings to management and staff. It reveals systemic and individual problems and develops solutions lessons learned. Results to be briefed in the subsequent Quarterly Performance Review. Post-QPR Analysis

Leadership and management continue the process. Further XA consulting work contingent upon agreement with leadership. Subsequent XA work could include executive coaching, business process redesign, personnel appraisal objective design, or other implementing work.