© 2009 MarketSphere Consulting, LLC CONVERGE Talk Back Sessions September 2011.

© 2009 MarketSphere Consulting, LLC

CONVERGE Talk Back Sessions

September 2011


Proactive Strategic Planning - OGSM

Contents

2

Introduction / Key Objectives

2

Community Challenge

1

4

Personal Brand

3


Introduction / Key Objectives


About MarketSphereBusiness Overview

• Our focus is on solving complex business challenges and strategic opportunities for Fortune 500 and emerging, high-growth companies

• Services delivered out of eleven formal market locations throughout the United States

• In 2010, engaged by more than 160 clients on over 230 projects

Creating Business Harmony: Strategic advisory and technology experts to help you deliver integrated ERP, BI and EPM solutions to optimize business performance.

Atlan

ta

Ch

icago

Dallas

Ho

usto

n

Ind

ianap

olis

Kan

sas City

New

Yo

rk

Om

aha

Ph

iladelp

hia

Pittsb

urg

h

St. L

ou

is

4


About MarketSphere

• About Our People

– More than 150 market-tested consultants, with 8+ years average industry experience

– Our Partners all come with big firm pedigrees and are active in the sales and delivery of our consulting services

– 20% of our employees are also owners who share in business risks, decisions and rewards

What Makes Us Different

• About Our Clients

– Strive for long-term relationship with every client, more than 75% repeat clients since inception

– Serve clients across a broad spectrum of industries from the Fortune 1000 to middle market companies

– Achieve significant results with our ability to work with all levels and functions within the client organization

• About Our Community

– One of our core values; strong passion for giving back to the local communities we serve

– Expectation is 100% employee participation

– In 2010, MarketSphere and our employees supported over 100 community organizations; Financial support also provided to many organizations nation-wide

Core Values: Excellence, Teamwork, Leadership, Community, Innovation, Diversity

5


Our ClientsServing the World’s Top Performing Companies

6


Building a better community through your personal brand

Creating a personal brand and a proactive strategic plan focusing on a particular specialty or niche in the community where you serve can

make a huge impact on your church and the community at large. Principles from companies like Nike and Ralph Lauren actually apply to growing your personal development and the church as a whole.

Personal Brand + Proactive Strategic Planning (OGSM) =

Community Impact

Today’s ObjectiveLearn how principles from Nike or Ralph Lauren apply to your ministry


Personal Brand


A brand is the essence or promise that a product, service or company will deliver or be experienced by a buyer.

A brand is an identifiable entity that makes specific promises of value.

What is a Brand?How do characteristics of a powerful brand apply to me?


We are CEOs of our own companies: Me Inc. To be in ministry today, one of our most important jobs is to be head marketer for the brand called You.

It's this simple: You are a brand. You are in charge of your brand. There is no single path to success. And there is no one right way to create the brand called You. Except this: Start today.

Me 2.0: Build a Powerful Brand to Achieve Career Success by Dan Schawbel (Mar 31, 2009)

Personal Branding DefinedThe Key to Major Community Impact

Be Your Own Brand: Achieve More of What You Want by Being More of Who You Are by David McNally and Karl D Speak (Jan 10, 2011)

http://www.amazon.com/Me-2-0-Powerful-Achieve-Success/dp/1427798206/ref=sr_1_8?s=books&ie=UTF8&qid=1315845159&sr=1-8

http://www.amazon.com/Dan-Schawbel/e/B001N29FJG/ref=sr_ntt_srch_lnk_8?qid=1315845159&sr=1-8

http://www.amazon.com/Dan-Schawbel/e/B001N29FJG/ref=sr_ntt_srch_lnk_8?qid=1315845159&sr=1-8

http://www.amazon.com/Be-Your-Own-Brand-Achieve/dp/1605098108/ref=sr_1_5?s=books&ie=UTF8&qid=1315845159&sr=1-5

http://www.amazon.com/Be-Your-Own-Brand-Achieve/dp/1605098108/ref=sr_1_5?s=books&ie=UTF8&qid=1315845159&sr=1-5

http://www.amazon.com/David-McNally/e/B001HOOFKO/ref=sr_ntt_srch_lnk_5?qid=1315845159&sr=1-5

http://www.amazon.com/Karl-D-Speak/e/B0036C0NOM/ref=sr_ntt_srch_lnk_5?qid=1315845159&sr=1-5


Discover: In order to really understand who you are investing in self-discovery is critical. In fact, if you don't spend time learning about yourself, your values, personal mission, and unique attributes, you will be at a disadvantage when marketing your brand to others. Start by asking yourself "what do I want to be known for, and then select a niche so that you can position yourself in your community.

Create: Your personal branding toolkit may consist of a blog, website, business card, resume, video resume, reference document, community activities, portfolio, social network profiles, or a combination. Your brand must be consistent and reinforce each part of your toolkit.

Communicate:You can communicate your brand by attending professional networking events, writing articles for magazines and media sites, commenting on blogs, connecting with people on social networks, and reaching out to the press.

Maintain: As you grow, mature, and accelerate in your ministry, everything you've created has to be updated and accurately represent the current "brand you."

Four Key Steps to Personal BrandingKey Drivers That Will Shape Your Impact

Reference: What is your personal brand - Marla Tabaka


1. If you don't brand yourself first, someone else will brand you.

2. Community partners want to work with strong personal brands that have successful track records.

3. Your personal brand is transferable, so if you move churches or change ministries, you don't have to start from scratch again.

4. People are searching for you or people like you online, and if you don't have a solid brand presence, you won't be taken seriously.

5. A lot of ministers, especially new ministers, have to build large networks before they generate the community impact they desire.

6. Veteran ministers can “reignite” their impact through creating a focused personal brand.

Why Should Ministers Care About Personal BrandingTake control of your personal brand

Reference: What is your personal brand - Marla Tabaka


OGSM Overview

© 2009 MarketSphere Consulting, LLC 14

OGSM Framework

O

S M

GOBJECTIVES

Long-term, broad; usually to be accomplishedover 1-3 years

GOALSQuantitative articulation

of the objective

STRATEGIESKey priorities and

actions

METRICSMeasures that tell whether strategies are delivering goals

OGSM Defined


OGSM FrameworkThe Tool

Objectives Goals Strategies Measures

WHAT WE NEED TO ACHIEVE

WORDS NUMBERS WORDS NUMBERS

What How

QUANTITATIVE ARTICULATION OF THE OBJECTIVES

KEY PRIORITIES FOR HOW WE WILL

ACHIEVE OUR GOALS AND OBJECTIVES

NUMERICAL TARGET TELLING

WHETHER STRATEGIES ARE

DELIVERING GOALS


• Facilitated development of tactical strategy

• Designed and implemented award winning balanced scorecard used for the top 125 officers and board

• Deployment of a Management Dashboard for financial and operational performance monitoring

• Balanced Scorecard linked to incentive compensation

• Challenged to change how to plan for and run the business to ensure that units are aligned against a clear set of objectives – business process vs. shelf-ware, verb vs. noun

• Identified the need for a common framework to create linkage and alignment across strategic business units and functional groups

• Success resulted in Hallmark using the integrated business planning framework for all business units

• Subsequent to acquisition, utilized OGSM Framework to define objectives, identify risks and ensure alignment across departments and with IHOP goals and expectations

• Leverage Applebee’s core strength- ’market know-how’ and applied MarketSphere business and strategic planning and project management expertise to prioritize strategic initiatives and apply discipline and rigor to a new operating strategy

• 100% alignment of core operating functions and new, redefined incentive structures that provides accountability across and down the organization

Case Studies

16


Community OGSMObjectives | Goals | Strategies | MeasuresCommunity OGSMObjectives | Goals | Strategies | Measures

Support/Functional Ministries OGSMObjectives | Goals | Strategies | MeasuresSupport/Functional Ministries OGSMObjectives | Goals | Strategies | Measures

Church OGSMObjectives | Goals | Strategies | MeasuresChurch OGSMObjectives | Goals | Strategies | Measures

The strength of the OGSM framework and methodology comes from cascading strategies, established to meet stated goals and objectives, from the top level of the company to the objectives and goals of business units and support groups ensuring a close alignment and line of sight.

This linkage and transparency to company-wide objectives allows not only for business units and functional groups to be aligned with company objectives and goals, but will also allow an employee to understand how their objectives and goals are linked with the objectives and strategies of the company.

Corporate Objectives, Goals and Expectations

Corporate Objectives, Goals and Expectations

OGSM FrameworkLinkage, Alignment & Transparency


OGSM Example

OBJECTIVES GOALS STRATEGIES MEASURES

Radical Hospitality

1.) Welcome 100% of first time visitors2.) Follow up with 100% of returning visitors (after 3rd visit)3.) Follow up with 100% of people marking "want to join" or "prayer requests" on visitor forms4.) 70 new members in 2008 (including confirmands)

1.) Connect with 100% of identified visitors, establish a culture of welcoming people they don't know2.) Establish a tool and process for attendance and individual congregation details 3.) Establish a process for identification of visitors 4.) Develop/implement Visitor Follow Up Plan5.) Develop Comprehensive Maketing Plan and Calendar

Passionate Worship

1.) Average 90 attendees at the 9:15 service (over a 3-4 week span)2.) Technology 100% working 3.) Offer 2 additional worship opportunities4.) Cohesive worship service

1.) Train Laity and Staff in Sound / Video2.) Strategy for key components of worship 3.) Create functional worship committee (lay participation, diversity, cohesive worship services)

Intentional Faith Development

1.) Assimilate 50% of returning visitors into small groups/Sunday School2.) 10 PersonYoung Adults (w/ kids) Sunday School class3.) Quarterly and as required New Members and/or Methodism 101 class4.) 60% of regular attenders participating in small groups

1.) Include small group/SS assimilation in Visitor Follow Up Plan2.) Develop/implement Spiritual Academy by Fally 20083.) Develop a system for identification/ developing / training SS/Small Group class leader4.) Children Placeholder

Risk-Taking Mission

1.) X number of mission opportunities sponsored by FUMC2.) 50% of worshipers engage in and contribute to risk-taking mission opportunities 2.) "Feed my Sheep" Goal - recognition of food / hunger4.) Mozambique Goal

1.) Publish a quarterly "missions" journal with personal stories2.) Include mission participation assimilation in Visitor Follow Up Plan3.) Include mission testamonials in worship services4.) Expand visibility as a resource amongst local community agencies5.) Feed my sheep

Extravagant Generosity

1.) 75% of those regularly attending worship sign a pledge card2.) Increased pledge amounts in 50% of giving units3.) Pay 100% of our apportionment4.) Receive 100% of pledged capital campaign gifts

1.) offer financial/stewardship classes as part of Spiritual Academy


Personal Brand + Proactive Strategic Planning (OGSM) = Community Impact

Today’s Challenge


• Carl Yost, Managing Partner

• [email protected]

• 816.582.6202

© 2009 MarketSphere Consulting, LLC CONVERGE Talk Back Sessions September 2011.

Documents

Transcript of © 2009 MarketSphere Consulting, LLC CONVERGE Talk Back Sessions September 2011.