October 22, 2008
Leadership Challenges
and a
Management Perspective
in Achieving
Market Dominance
Professor Michael D. Oliff
Director, Enterprise 2020
University of Texas, Dallas
Michael.Oliff@UTDallas.edu
1
Background… Dominance or Death?
Dominance…
“The ability to sustain influence
…in your chosen markets”
Michael.Oliff@Utdallas.edu All Rights Reserved
2
Based on a proven success…
At the leading International
Business School in the World
The 1st
Generation…
1989 - 1993
IMD
Lausanne, Switzerland
3
Enterprise Transformation – what is it…?
“Significant changes in the strategy, structure and
human systems of the Corporation…
“…the rapid redeployment/reallocation of
resources…
… purposed to create significant,
sustained customer value”
Michael.Oliff@UTDallas.edu, All Rights Reserved
4
State of the North American Pulp &
Paper Industry
– An Update & Outlook –
Unstable Times – Problems or Opportunities?
-- Q2 2006 Data–
The quality of pending investment decisions, basic economic and
demand factors and the industry’s motivation to pursue innovative
structural change via enterprise transformation
will drive industry performance in the mid-to long-term
5
Dominance or Death??
6
What do You Believe…?
Popular Business Press
Strategy, Structure
and Human Systems
Manufacturing
Improvement Programs
(Execution)
Continuous
Improvement
BPR
Customers, Leadership
Employees and Innovation
Forces
Academic
Strategy Research
&
Resources
7
A Framework and 3 Principles…
Enterprise & Individual Transformation
Strategy
Purpose
Structure
Systems
Customer
Value
Focus
Distinctive
Competency
Employee
Discipline
Value
Michael.Oliff@UTDallas.edu All Rights Reserved
8
The 1st Generation…
…IMD, 1989 - 1993
…90% of the original 2000 Board Members have
sustained Dominance in their chosen markets 9
10
Increasing Turbulence …Impacting You
The Customer/Consumer Experience
Wellness, Security, Infotainment
Anything, Anytime, Anywhere
Corporate Insourcing/Outsourcing
Firms build and market Distinctive Competencies
Human Capital Development
Gen Y, Trust, Employee Engagement
11
1. Customer Value Vision (or Burning Platform)
2. Strategic Intent
3. Communication Campaign
4. Complex Program Management
5. Competency Build
6. Stretch Culture Program
7. Key Performance Indicator (KPI) System
All Rights Reserved, M D Oliff, 1996
12
eTMM-Leadership: Dimensions, Definitions
Dimensions/DEFINITIONS*
1
CUSTOMER VALUE VISION – The relentless, overriding focus on and preoccupation with the firm’s
customers (and their customers), their business growth and value creation.
2
STRATEGIC INTENT – Corporate resource allocation and reallocation (competency bundling and
unbundling) driven by a balanced view of external forces and internal resources. The focus on sustainable
and differentiable development versus transient imperatives or initiatives alone.
COMMUNICATION PROGRAM – A corporate campaign that formally and informally creates awareness,
3 understanding and commitment to customer value vision, strategic intent and individual roles.
COMPLEX PROGRAM MANAGEMENT - Formal, comprehensive planning, management and
4 execution of customer value vision, competency builds, culture development and KPI
implementation.
5
STRETCH CULTURE PROGRAM – An environment where individuals and teams routinely and voluntarily
set stretch goals and consistently achieve them.
6
DISTINCTIVE COMPETENCY DEVELOPMENT - Corporate wide abilities that customers value and
competitors fear. Built on capabilities, processes, people, technology and assets.
7
KPI PROGRAM – Key Performance Indicators are today’s predictors of tomorrow’s performance.
*All rights reserved: Dr. Michael D. Oliff
13
eTMM-Leadership Dimensions : Future Importance
Part 2
Please rank each of the
7 eTMM-Leadership
Dimensions (your view
of there future
importance) on the
scale of 1 to 5. Where 5
is the most Important
and 1 is the least
Important.
DIMENSIONS
1 2 3 4 5 CUSTOMER VALUE VISION
1 2 3 4 5 STRATEGIC INTENT
1 2 3 4 5 COMMUNICATION PROGRAM
12345
COMPLEX PROGRAM
MANAGEMENT
12345
STRETCH CULTURE
PROGRAM
12345
DISTINCTIVE COMPETENCY
DEVELOPMENT
1 2 3 4 5 KPI PROGRAM
14
eTMM-Leadership Dimensions : Current Performance
Part 3
Customer Value Vision
Given this scale,
where would you
place your firm on
the Customer
Value Vision
Dimension?
5
Exceeding Customer Expectations and
creating value With customers drives
enterprise initiatives, actions and
behaviors
4
Exceeding Customer Expectations and
creating value priorities in place but with
limited span of influence
3
Quality, customer service and customer
satisfaction priorities are formally
evidenced but not consistently
2
Quality, customer service and customer
satisfaction priorities are evidenced in
general
1
Little or no Customer Value focus is
evident in communications, actions or
behaviors
15
Importance vs. Performance – Paper Products
Future Importance
Current Performance
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Customer Value
Vision
Stretegic Intent
Communication
Program
Complex
Program
Management
Stretch Culture
Program
Distinctive
Competency
Development
KPI Program
16
Unprecedented Price Increases
Average Unit Price % Change vs Prior Year
Core Consumer Products
Category
Eggs
2001 Recession
5.6%
Milk
4.9%
Natural Cheese
3.6%
Flour
2.5%
Baby Formula
7.1%
Juice
3.2%
Pasta
3.2%
Bread
4.6%
Gastrointestinal Tablets
4.7%
Shampoo
Today
3.2%
33.1%
18.3%
» Right products, not
pricing
11.3%
» Right packages
» Private label 10.8%
10.2%
9.4%
9.4%
6.6%
4.3%
3.5%
Alan Beach, 7-Eleven, 08
17
Ability to Afford Staples
A high proportion of consumers can no longer afford the branded staple items they need.
% of Consumers Who Are Having Difficulty Buying the Staples they need by income.
56%
<$35K
7-Eleven’s
$47,500
$35$54.9K
$55$99.9K
$100K+
60% Of U.S.
Households
Earn Under
$55K per Year
44%
24%
16%
Sources: IRI Economic Trend Database™, IRI AttitudeLink™ Survey of 1,000 Consumers, May 2008, U.S. Census Bureau
18
Consumer Pressure
Lower Spending Power
Falling Wealth, Income and
Credit
Housing values declining
Tighter credit (banks freezing home
equity lines, tightening mortgage
qualifications, raising credit card rates)
Flat income
Unemployment increasing
Weak dollar = less buying power
Average US Consumer
Getting Squeezed
Rising Living and
Household Expenses
Rising Costs
Personal debt servicing (mortgage,
credit cards
Home energy (oil, electricity)
Transportation (gasoline, oil, tires)
Food costs
Education
Alan Beach, 7-Eleven, 08
19
Paper products drivers
China, Korea, India… supply and demand
U.S. Government…level playing field?
Energy… cost and availability
Labor… quality and availability
Technology… cost and competitiveness
20
Synchronization
Strategic Transformation
in a Perfect Storm.
TRUCO
External
Challenges
Transforming
Strategies
real time
synchronicity
Page
Page 21
21
© Copyright
© Copyright
2008 Truco
2008
Enterprises,
Truco Enterprises,
LP
LP
Rising Cost of Goods
Page 22
= Greatest Increases
© Copyright 2008 Truco Enterprises, LP
National Partnerships in Retail
Page 23
© Copyright 2007 Arbor Private Investment Company LLC
Retail Environment - A Perfect Storm
Retailers, manufacturers and consumers are in the midst of a
“perfect storm” of underlying forces that are transforming
the economy and mandating new go-to-market strategies.
Pa
ck
ag
ing
Commodities
Industry
Intense margin
pressure
Increased value
selection
Declining
consumer
ts
s
loyalty
Co
l
e
s
e
Di
Page 24
Consumer
New Strategies
for a
Transforming
Economy
Ga
s&
Changing what
they buy,
where they
shop and how
they eat
En
er
gy
Stagnant Income
dC
o
Fo
ts
s
o
Co
sts
Source:
IRI 6.25.08
© Copyright
2007 Arbor Private Investment Company LLC
United Supermarkets
25
NEWS RELEASE
April 16, 2007
Verizon to Take Lead Role in ‘Enterprise 2020’
Business/Education Partnership at The University of
Texas at Dallas
New Program to Bring Together Leading Business
Thinkers and Educators to Create and Enhance
Corporate and Customer Value Through
Transformation
NEW YORK -- Verizon Communications (NYSE:VZ) announced Monday (April 16) that it has become
the first Board Company Member of The University of Texas at Dallas School of Management’s
innovative new global business and education consortium, Enterprise 2020.
Markets change quickly, making it increasingly important for companies to identify and develop
distinctive competencies that are applicable across all industry segments as well as corporatewide functions. The Enterprise 2020 program, a partnership between the university and industry
leaders, is designed to develop new approaches to creating and enhancing corporate and
customer value through transformation.
26
Enterprise
Transformation…
Enterprise
CHOSEN
InfoCom
Enterprise
Cyber-Security
MARKETS
Consumers
Wellness
Entertainment
Security
Education
&
Information
Enterprise
DISTINCTIVE
Health Care
COMPETENCIES
MDOliff,Enterprise 2020
27
Ed Cantwell
President & CEO
22 May 2008
Customer Value …
Ubiquity
Always On
Always Synchronized
Always With You
29
Eco-system
Guarantee
Provision
Wide Area
Network
Platform
Design
Distinctive Competencies
Coverage
Signal Strength
Capacity
Wireless Local
Area Network
30
Customer Value
31
Dominance… the key requirements…
“Significant changes in the
strategy, structure and human systems
of the Corporation…
…Enterprise and Individual
Transformation
Michael.Oliff@UTDallas.edu All Rights Reserved
32
3 Keys to Dominance
Creating Value With Customers
Building Distinctive Competencies
Developing Stretch Cultures
MD Oliff, all rights reserved, 2008
33
A Framework and 3 Principles…
Enterprise & Individual Transformation
Strategy
Purpose Customer
Value
Focus
Structure
Systems
Distinctive
Competency
Employee
Discipline
Value
Michael.Oliff@UTDallas.edu All Rights Reserved
34
The First Principle… in Creating Value
… is a Focus on Expectations
** How Do You “Manage…”
Your Customers’ Expectations?
**
What Do You Do To Anticipate, Influence
And Exceed Your Customers’ Expectations?
Michael.Oliff@UTDallas.edu All Rights Reserved
35
Future
Expectations
FutureCustomer
Consumer
Expectations
Low
carb, low calorie,
low sugar content
Health
benefits
Wider
product
selection and choice
36
Consumer Expectations
24-hr availability
Low cost
Unlimited selection
Convenience
37
Customer Activity Cycles
Pre-Purchase
GIVE BONUS
PROMOTION,
DEALS
Post-Purchase
REACHNG YOUR
GOAL
TOUR OF
FITNESS
CENTER
Purchase
TRIAL
PERIOD
38
Customer Activity Cycles
Pre-Purchase
SET ANOTHER
GOAL
GIVE BONUS
PROMOTION,
DEALS
REACHNG YOUR
GOAL
Post-Purchase
TOUR OF
FITNESS
CENTER
GET INFORMATION
Purchase
SET GOAL
GOAL IS REACHED
CONTRACT STARTS/PAYMENT
TRIAL
PERIOD
PERSONAL
TRAINER
39
The Third Principle… in Creating Value
Developing Value Propositions
What Bundle Of Value And Benefits
Do You
Create With Your Customer?
Michael.Oliff@UTDallas.edu All Rights Reserved
40
What Is Your Value Proposition?
An Offer…
“The Customer Cannot Refuse”
“The Compelling Consumer Experience”
Michael.Oliff@UTDallas.edu All Rights Reserved
41
August 4, 2008
42
Value Benefit Bundles
Customer Consumer Business
VBB
VBB
VBB
Identifying the VBB
?
?
?
Estimating Potential
?
?
?
Measuring Delivery
?
?
?
Assuring Capture
?
?
?
Source: Team Generated
August 4, 2008
43
Value Benefits Bundle: Consumer
Consumer VBB
Loyalty program: More meaningful and
Identifying the VBB
personalized communications
• Promotions: Sales, coupons, special offers
• Rewards: Increased options, store credit rewards
• Improve consumer shopping experience rankings
Estimating Potential
to match best in class
• Increase customer delight ratings by 10%
• Increase reward redemption rate by 20%
Measuring Delivery
• Customer surveys; monitor promotion conversion
• KPI’s to monitor consumer shopping experience
Continual review of KPIs associated with the
Assuring Capture
consumer activity cycle to ensure consumer delight
Adjust service offerings as needed.
Source: Team Generated
What Is Your Value Proposition?
A central challenge has become…
How do you measure the customer
value you help create…
… and assure proportionate capture?
Michael.Oliff@UTDallas.edu All Rights Reserved
44
What Is Your Value Proposition?
Which Customers…
Can You NOT Afford To Serve?
Your Customer Choice…
Michael.Oliff@UTDallas.edu All Rights Reserved
45
A Framework and 3 Principles…
Enterprise & Individual Transformation
Strategy
Purpose
Focus
Structure
Systems
Customer
Value
Distinctive
Competency
Employee
Value
Discipline
Michael.Oliff@UTDallas.edu All Rights Reserved
46
Dominance or Death?
Definition:
A Distinctive Competency is a
corporate-wide ability that
Competitors Fear and
Customers Value ...
MD Oliff, all rights reserved, 2008
47
Dominance or Death?
Building Distinctive Competencies
The CONTINUUM
Over 60 percent of firms are aware of . . .
The Competency Continuum
The Phoenix Performance Group
All Rights Reserved
Michael.Oliff@utdallas.edu
Michael D. Oliff
Strategic Intent
Future Trends
Future Customer
&
Expectations
Discontinuities
Current
Competencies
Future Distinctive
All Rights Reserved
MDOliff 2008
Competencies
49
Strategic Intent
•Increased Buyer Incentives
•Master Planned Communities
•Cost Efficiency
•Custom Look and Feel
•Flexible Financing
•Innovation
Future Customer
Expectations
Future Trends
Current
Competencies
•Warranty Management
•Construction Management
•Customer Value Development
•Technology Management
•Brand Management
•Resource Management
•Supply Chain Management
Future
Targeted
Competencies
50
Source: Group Development
Strategic Intent Model
Future
Customer
Expectations
Future
discontinuities
and trends
•Decreasing Family Sizes (U.S.)
•Change in Consumer Spending
•Globalization
•Hygiene Consciousness
•Longer Life Expectancy
•Spin-off of Neenah Paper
Current
Competencies
Targeted
future
competencies
Group #9
•Convenient Bulk Packaging
•Comfortable/Reliable Products
•Low Cost
•Customer Service
•Convenience/Availability
•Variety
•Brand Management
•Product Innovations
•Supply Chain Management
•HR Management
•Marketing
•Cost Management
•Global Brand Management
•Customer Value Focus
•Global Cost Management
•Portfolio Management
•Product Innovation
51
Future Target Market
Analysis
As of 2010
Resort Housing
5%
First-Time Home
Buyers
25%
Active Adult
Living
40%
Established
Home Buyers
30%
52
The Competency Continuum
Distinctive
Core
Corporate
Contracted
Sales/Service
Management
M&A / Growth
Management
Brand/Market
Development
Financial Management
&
Margin Development
HR Management
Partnership & Alliance
Management
Product Innovation
Operational Processes
Knowledge
Management
Installation & Network
Support Services
53
Dominance… key requirements…
“The rapid allocation,
…reallocation of resources”
Michael.Oliff@UTDallas.edu All Rights Reserved
54
… Focus on Distinctive Competencies
Nokia
Product
Innovation
Global
Brand
Management
Rapid
Response
Connecting People…
Michael.Oliff@UTdallas.edu All Rights Reserved
55
Determining Distinctive Competencies…
Wal-Mart
Logistics
Management
Brand &
Merchandising
Management
Customer
Value
Development
Delivering Customer Value…
Michael.Oliff@UTDallas.edu, All Rights Reserved
56
Verizon Distinctive Competency…?
Health Care Ecosystem Enablement
Care
Delivery
Support
Care
Management
Support
Care
Coverage
Support
57
Verizon Distinctive Competency…
Health Care Ecosystems Enablement
Care
Coverage
Support
Care
Management
Support
Care
Delivery
Support
Service
Integration
Customer
Experience
Development
Product
Development
Multiple
Platform
Management
Consumer
Experience
Development
58
… Focus on Distinctive Competencies
Bahlsen
Demand
Chain
Management
European
Brand
Management
Product
Innovation
Omnipresence and
consumer delight…
Michael.Oliff@UTdallas.edu All Rights Reserved
59
Constructing Distinctive Competencies
THE BASIC COMPONENTS OF COMPETENCIES
Competencies
Capabilities
Processes
Behaviors
Resources
Capabilities
Processes
Behaviors
Resources
Processes
Behaviors
Resources
Source: Michael D. Oliff, The Phoenix Group S.A., 1993
The Phoenix Performance Group
All Rights Reserved
Michael D. Oliff
60
Dominance or Death?
Constructing Distinctive Competencies
A Consumer Products Competency Map
Competency
Customer
Care
Capabilities
Trade
Service
End Customer
Partnering
Excellence
Delight
Processes
Space &
Electronic Data
Trade
Service
Expectation
Delight & Loyalty
Management
Interchange
Marketing
Innovation
Management
Measures
Sub-Processes
Category
Space
Promo
Management
Management
Management
Resources
Customer
Customer
Database
“Partners”
Source: Michael D. Oliff, The Phoenix Group S.A., 1995
The Phoenix Performance Group
All Rights Reserved
Michael D. Oliff
61
Sales and Marketing Development
- Competency Map
Sales &
Marketing
Development
Cross
Functional
Sales
Force
Increase
International
Brand
Awareness
Brand Breadth
Develop
International
Marketing
Strategy
Consumer
Interviews
Competency
Leverage MultiNational
Customers
3rd Party
Marketing
Organization
Capabilities
Increase
Customer
Interaction
Sales Force
Automation
Sales Force
Automation
62
Source: Team 6 Analysis
Processes
Resources
APEX
Distinctive Competencies – The Core Capabilities
Create & Develop
Products & Processes
I
Manage
European Concepts
Bahlsen
Market
Intimacy
Brand Portfolio
Strategy
BR
Grow and Build
Profitable Brands
Set
Strategic
Direction
CV
DC
Manage the Best
Customer Value
Strategy
Strategic management
Of Infrastructure
And Technology
Manage Effectively
Customer Partnering
Demand forecasting
Integrated Demand
Planning
Manage
Merchandising
Manage Van Selling
Produce & Deliver
to Demand
Alliance and Partnering Management
Michael.Oliff@UTDallas.edu, All Rights Reserved
63
A Framework and 3 Principles…
Enterprise & Individual Transformation
Strategy
Purpose
Focus
Structure
Systems
Customer
Value
Distinctive
Competency
Employee
Value
Discipline
Michael.Oliff@UTDallas.edu All Rights Reserved
64
• The prevailing business
culture is broken
• The focus should be on the
future, not the past
• The best culture
promotes
a higher
purpose
Dan Sanders, CEO, United Supermarkets
65
BUILDING A STRETCH CULTURE
“A culture wherein Teams and individuals
voluntarily set ‘Stretch’ targets and meet
them routinely and consistently ”
‘Stretch’ Target – is defined as a target being
‘the best of the best’,
better than internal expectations and better
than external competitive benchmarks.
66
Building A Stretch Culture
Discipline:
• Clear and concise best practices
• Transparent expectations
• Culture of fairness and high ethics starting from
executive management & all the way down
Support:
• Professional autonomy / proper delegation of
responsibility by management
• Professional development and guidance
• Clear career advancement routes
• Perceived fairness
Trust:
• Performance based rewards with consistency
• Mentor / fast track programs
Current State:
Current average stretch culture ratings = 0.7 on a scale of 4
Diagnostic: Current impediments to growing the business
67
Trust and Engagement Survey
Rate on a scale of -2 to +2 (-2=Strongly Disagree, -1=Disagree, +1=Agree, +2=Strongly Agree
About My Manager
Fosters a culture of integrity throughout the department
Focuses on solutions rather than blame when things go
Gives me enough freedom to do my job and allows me
Addresses issues honestly and directly
Clarifies why decisions are made & how they affect me
Discusses my professional ambitions & aspirations
Gives recognition & expresses appreciation appropriately
Makes my priorities clear with well-defined expectations
Shows concern for me as an individual
Creates a climate which encourages excellence.
-2
-2
-2
-2
-2
-2
-2
-2
-2
-2
-1
-1
-1
-1
-1
-1
-1
-1
-1
-1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+2
+2
+2
+2
+2
+2
+2
+2
+2
+2
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
About My Workplace
People here are honest and treat each other with respect -2
I can see how my performance affects organizational goals-2
We have a competitive compensation system
-2
I am part of a team and we can depend on each other.
-2
My work is challenging.
-2
My capabilities are fully utilized at work.
-2
At the end of day, I feel good about my accomplishments -2
I would recommend this company to my closest friends -2
Little in this organization prevents me from performing
-2
at optimum levels every day.
-1
-1
-1
-1
-1
-1
-1
-1
-1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+2
+2
+2
+2
+2
+2
+2
+2
+2
N/A
N/A
N/A
N/A
N/A
N/A
N/
N/A
N/A
Enterprise 2020 and Performisys
68
Trust/Engagement - Manager
Average for all statem ents
More than 15 Years (17)
0.82
11 - 15 years (16)
0.85
5 - 10 years (9)
0.47
Fewer than 5 years (23)
-2.00
0.86
-1.50
-1.00
-0.50
0.00
0.50
1.00
1.50
2.00
Total Res pondents : 66
69
Source: Management Survey – Team 6
APEX
About My Workplace
A v e r a g e o f A ll R e s p o n d e n ts
M y w o rk is c ha lle ng ing .
I c le a rly s e e ho w m y p e rfo rm a nc e a ffe c ts the o rg a niza tio n''s a b ility
to m e e t its g o a ls .
A t the e nd o f the d a y, I fe e l g o o d a b o ut w ha t I ha ve a c c o m p lis he d .
I a m p a rt o f a te a m a nd w e c a n d e p e nd o n e a c h o the r.
I w o uld re c o m m e nd a jo b w ith this c o m p a ny to m y c lo s e s t frie nd s .
P e o p le he re a re ho ne s t, fo rthrig ht a nd tre a t e a c h o the r w ith
re s p e c t.
W e ha ve a c o m p a ra b le c o m p e ns a tio n s ys te m c o ns id e ring o the r
c o m p a nie s a nd o rg a niza tio ns .
M y c a p a b ilitie s a re fully utilize d .
N o thing in this o rg a niza tio n p re ve nts m e fro m p e rfo rm ing a t
o p tim um le ve ls e ve ry d a y.
T o ta l R e s p o nd en ts : 66
-2
-1 .5
-1
-0 .5
70
Source: Management Survey – Team 6
0
0 .5
1
1 .5
2
APEX
Culture Grid- Before 2001
•Vague
•Training not driven
on Customer Delight
Rituals &
Routines
Information
Policy
•Only top mgmt. knew
direction
Stories
•Outright growth
•Product and
geography focus
Structure &
Decision
Making
Process
Measures
•Pure sales goal
•Customer not
Incl. in surveying
Delight
Values &
Culture
Power &
Control
Roles
Career
Assumption
•Middle mgrs. not
accountable for
their team
•Individual
Recognition & reward
•At mgmt., level only
71
Culture Grid- Before 2001; After 2001
•Vague
•Training not driven
on Customer Delight
•Structured comm.
of corp. goals
Rituals &
Routines
•Consistent, Transparent
Information
Policy
Stories
•Outright growth
•Product and
geography focus
•Profit and
customer value
focused
•Across all levels
Structure &
Decision
Making
Process
Values &
Culture
Roles
Career
Assumption
•Only top mgmt. knew
direction
•Bank of America
Spirit training
•Middle mgrs. not
accountable for
their team
•Risk mgmt. at all
levels
•Individual
Recognition & reward
•Team building
•Pure sales goal •Process KPI’s
•Team rewards—
•Customer not •Relationship Building •At mgmt., level only
performance based
Incl. in surveying•Rapid feedback
•Employee empowered
•Spirit Points
Delight
•Shareholder value
72
added
Measures
Power &
Control
2020 Distinctive Competencies
Customer Value
Development
Brand Value
Development
Strategic
Intent &
Resource
Allocation
Partner Value
Development
Employee Value
Development
All rights reserved Prof. M. D. Oliff
Michael.Oliff@utdallas.edu
73
2020 Distinctive Competencies/ Capabilities
Offer Innovation And Development
Demand Generation
Brand Value
Development
Customer Value
Development
Strategic
Intent &
Resource
Allocation
Demand Chain Optimization
Partner Value
Development
Employee Value Communications & Connectivity
Complex Program Mgt. Development
Key Value Driver Management & Feedback
All rights reserved Prof. M. D. Oliff
Michael.Oliff@utdallas.edu
74
Dominance…
“The ability to sustain influence
…in your chosen markets”
Michael.Oliff@Utdallas.edu All Rights Reserved
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1. Customer Value Vision (or Burning Platform)
2. Strategic Intent
3. Communication Campaign
4. Complex Program Management
5. Competency Build
6. Stretch Culture Program
7. Key Performance Indicator (KPI) System
All Rights Reserved, M D Oliff, 1996
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Dominance or Death?
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Dominance… The need to transform the enterprise
By leveraging DC’s…resource re-allocation
By doubling human capital…stretch culture
By creating ever increasing value with customers…the
mandate of every operation and individual
and The need to transform yourself…
By aligning individual purpose with corporate strategy
By … relentless individual focus
By …consistent personal discipline
Both require you to focus on Potential…
not only Performance…
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