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EMBAGA 2011 28 th October 2009, London John Caines
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A World of Difference or Universal Truths?
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My World and Yours * * For info: www.cotswoldshuttle.com
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Then and Now London Business School MSc05 (1972): –No. of students –Age range –Brit % –Male/Female –GMAT –Faculty –Arculus/O’Donnell/Vallance/ Bowmer/Miles/Wheeler –Programme Content The world! 1970-722009
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John Caines- The Official Story Unilever, ACMA London Business School MBA Westbury Homes CFO Chaired 8 companies; today: Zeta, Meta Morphose, e2train Chaired SWAIN Coach CEO’s + SSE Angel Investor Author/Prof 1975 2000 JMCA Minerva Maxima Foundations Entrepreneur Portfolio
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The Real Story: Many bumps on the road Unilever, ACMA London Business School MBA Westbury Homes CFO Chaired 8 companies; today: Zeta, Meta Morphose, e2train Chaired SWAIN Coach CEO’s + SSE Angel Investor Author/Prof 1975 2000 JMCA Minerva Maxima Foundations Entrepreneur Portfolio
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More about Maxima (l) 1990 1994 1998 MBOMinerva – just before start of Maxima Maxima £million Revenues 0.5 3.4 40.0 Profit 0.05 0.7 3.2 Staff 8 32 480 Business Units Minerva UKMinerva: UK; Denmark, Norway, Sweden, Finland; Czech Republic, Slovakia Systems Team: ‘Continuum of Care’ – Community Health, Social Services, Social Housing
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More about Maxima (ll) Initially Systems Integrators: –American core product –Deployed in 40 countries Then added UK Public Sector (Own IPR) business First external funding (VC): 1997 ‘Crossing the Chasm’: –Customers –Competitors
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The Real Story: LUCKY BREAKS (l) Unilever, ACMA London Business School MBA Westbury Homes CFO Chaired 8 companies; today: Zeta, Meta Morphose, e2train Chaired SWAIN Coach MD’s + SSE Angel Investor Author/Prof 1975 2000 JMCA Minerva Maxima Foundations Entrepreneur Portfolio Highwaymen FC+GKH Squash Club+ CVDF + Westbury Bank Manager: Cricket Turnarounds
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LUCKY BREAKS (ll) Improving the odds - Portfolio Evolution CEO, $80 million co. GIC chair Pi Capital Software Turnaround VC’s ‘BVCA’ Coaching CEO/NCR LBS IAB Case Study Book Learning/ Teaching Angel investing Chairmanships Voluntary/Investment GIC mentor
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From Creating Opportunities to Focus…… Focus vs Opportunity – A Key Question?
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LESS (Market) is MORE (Effective) Chair and Coach MD’s 1975 2000 JMCA Minerva Maxima Entrepreneur Portfolio
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Go Vertical? Narrowest viable market definition –E.G. 21- 100 of top UK fund raising charities; –E.G. Owner managed flow line production food plants in S.E. USA between $20 and $200 million p.a. Relationship Database –Progressively learn and record everything about its members (n.b. permanent and temporary attributes) –Don’t sell; ask for information, offer non threatening real value (white papers, events, performance benchmarks, budget calculators) –Communicate regularly Establish your Credentials as ‘the leading expert’ in ‘xyz’ for your community –Speak, write, survey –Run events where community meets Live in your vertical market community
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From sustained vertical marketing Sell from strong base of awareness/ credibility /AUTHORITY With confidence from knowledge/status/proven applicability knowledge/status/proven applicability Prepare for a medium term investment; accept early bonuses
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Opportunities are one thing; Opportunities are one thing; taking them is something else: Strategic/Analytical AND Practical
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Professional Selling Chair and Coach MD’s 1975 2000 JMCA Minerva Maxima Entrepreneur Portfolio
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Professional Selling To put yourself in your Buyers’ mind set Understanding where they (and you) are in the process To avoid wasting your time on no hopers To avoid death by non decision To know when and how to achieve your fair share of the value you are providing c.=Achieving your required outcome without use of formal authority
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Key Lessons from my Portfolio phase Perspective* –Knowing your required outcome, being able to stand outside a situation/your organisation and ‘look back in’ Leadership AND Management of Others and Self –Personal Qualities/Values –Techniques/Processes Alignment/Commitment –Cornerstone team –Internal –External ‘Less is more’ Business Plans –Wasted effort and counter productivity of overly detailed plans (published vs. input?) –Plan B (Focus vs. Opportunity) –‘On a Page’/Weekly Reports –Maximise Delegation + Freedom of Action/ Avenue of Correctness –A ‘Bias for Action’ ;Successful Leaders ACT “as if …….” *Coaching/NLP –‘My’ (Relevant) Networking –‘My’ Professional sales capability/Negotiating skills
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Chief Alignment Officer?
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London Business School and Me…and You ‘My Anglo/USA LBS’ ‘Your Global LBS’ Content Too ‘mathematical’; detached; no soft skills Rich, relevant and applied; coaching and more Community Did not exist; counter cultural Flourishing; major resource: updates; access; use it! Reputation Yet to achieve, even awareness? Top class; use it; develop it! ClassmatesInspirationalInspirational
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EMBAGA 2011 28 th October 2009, London For further questions and comments: John Caines jmc@eqap.comjmc@eqap.com + 44 (0) 7785 253539 www.johncaines.com www.johncaines.com jmc@eqap.comwww.johncaines.com
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Receiving my ‘OBE’
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