1. Copyright© 2003, Dynamic Management Solutions 1 Leadership in Business Effectiveness Processes Uniquely Designed For You Dynamic Management Solutions Phone: 210-215-1568 Fax: 830-885-6138 Email: drfrankadams@changeorfail.com Website: www.changeorfail.com Systematically accumulated from: - Experience under fire - Focused knowledge gained from research - Extensive benchmarking Others Paid “$ millions to Perfect”, You Pay “$ hundreds For Results”

2. Copyright© 2003, Dynamic Management Solutions 2 Our System – Process Improvement/Quality Assessment/Problem Solving System – Dynamic- “Groups and Individuals Identify Issues/Solutions” – Measured- “Compare/Prioritize Issues With Accountability” – Designed and Driven by The Needs of The Organization – We Make it Simple, Easy, Flexible and Fast 5

3. What Stops Organizations From Being World Class Results of Research by Covey-Franklin, University of Chicago and Many Others: 90% of All Management Decisions Are Made in an “Irrational Manner” 80% of Mgm’t Time Focused on Something “Other Than Organizational Value” Employees Believe That 51% of Their Work Activity Is of “Minimum or No Value” CEOs Believe More Than 70% of Workers Activity Is of “Limited or No Value” 49% of the Employees Are “Dissatisfied With Their Job” 80% of the Employees Have Been Abused by the Organization/Management Taking Credit for or Giving Credit to Someone Other Than the Contributing Individual Most Dissatisfying Factor of the Job for CEO’s Is “Managing People” Our system of diagnostic assessment and problem solving processes will address “ANY OR ALL Of THESE FACTORS” with 25 to 100% performance improvement. 2

4. Build a Strong Foundation Make Customers Special Simplify Use Technology Measure, Act Power of People Lead with Care Set Aggressive Goals Run the Business, Change the Business

5. Copyright© 2003, Dynamic Management Solutions 5 In Review Of The Process The Process Adjusts To The Clients Needs: Processes Or Modules Adjust Format And Sequence Of Events Adjust The Process Is Expanded Or Contracted Use One, All, Or A Combination Of Modules 3

6. Copyright© 2003, Dynamic Management Solutions 6 Business Effectiveness Processes Applied to: – Any Size Organization – Any Specific Problem or Multiple Problems Address Unique Problems, Issues or Initiatives – Organization/Management/Individual Performance – Process, Quality or Project Management – Technical System Change or Implementation – Planning and Strategy – Culture Change, Workforce Conflict, Morale, Other 4

7. Copyright© 2003, Dynamic Management Solutions 7 Application These Processes Are Core Requirements to Success in: - Six Sigma - ISO 9000 Series and Beyond Certification - 10x/100x Improvement Programs - Malcom Baldridge Certification - Any Other “Achieve Process Improvement/High Performance In Everything You Do” “Achieve Process Improvement/High Performance In Everything You Do” 4a

8. Gain Visibility and Control of Any (or All) Issue(s) ResearchAdminMarketingFinance Level 1 Level 2 Level 3 Level 4 I.S. Critical Functional Issues and Concerns Critical Level Issues and Concerns Issues: -Identify -Categorize -Prioritize Scientific Infinity Process Critical Information World Class Problem Solving Problem: Symptoms: Recommended Action Plan: Benefits: Measurement: Team Members: Champion: “All Actions Will Have Total Group Agreement” “FAST Results ” - Remove Barriers - Gain Cross-functional Commitment - Achieve World Class Process Improvement - 25 to 100% Improvement -Precise Focus On Key Success Factors -Assign Best Resources to Issues - Lead By “The Best,” - Executive View and Measurement of Total Org 6 Distribute and Delegate Resources With Exceptional Efficiency Process, Measurement, Performance, Skill, Tool, And Culture Issues Will Be Identified

9. 10 This system will identify the top issues for each of the categories chosen by the client Learn to maximize your resources by working on the right issues affecting each category. Eliminate the waste of working on the wrong issues. Scientific process performed by the organization determines issues and concerns

10. Risk and Impact Analysis By: Department or Function Top 1 thru 5 issues Top 6 thru 10 issues Vulnerability Risk and Impact Analysis By: Key Manager Risk and Impact Analysis By: Organization Initiatives (Cost Reduction, Quality, Process Improvement, etc.) Top 1 thru 5 issues Top 6 thru 10 issues Vulnerability Top 1 thru 5 issues Top 6 thru 10 issues Vulnerability 16 Risk and Impact Analysis By: Region or Location Top 1 thru 5 issues Top 6 thru 10 issues Vulnerability Accurately identify and address the real issues in each organization. Quit wasting resources on the wrong issues Scientific process performed by the organization determines issues and concerns 10

11. Customer Engaged Groups The group(s) that depend on or receive the product or service Problem or Issue Vendor-Support Groups Owners of The Problem Responsible Authority Customer-Patient- Client Authority Engaged Groups Those who have authority for the problem area. Vendor Engaged Groups Those responsible for providing product or service to the problem area. Owner Engaged Groups Those responsible for providing the product or service. Levels functions, and etc. Other Engaged Groups Regions, Shifts, Etc. Multiple locations, functions, shifts, and etc. where these categories may reside The Star Concept “360” Problem Solving Input 23 Outside Authority/Influence Boards/Community/Funding Bodies/Public, Etc

12. Our system of diagnostic assessment and problem solving processes will address “ANY OR ALL Of THESE FACTORS” with 25 to 100% performance improvement. Client Qualifiers Our Company Specializes In Addressing The Following Factors Are You: ___Yes ___No Convinced all INITIATIVES will get you and/or the organization where you need to be? ___Yes ___No Convinced the organization initiatives are ALIGNED to your success factors? ___Yes ___No Sure the KEY MANAGEMENT team is aligned with you-able to get you where you need to be? ___Yes ___No Satisfied with all of the organization’s PROCESSES ? ___Yes ___No Fully utilizing all RESOURCES available to you? ___Yes ___No Convinced THE CULTURE (How the organization Thinks, Feels, & Acts) you control will get you where you need to be? ___Yes ___No Confident you have the TOOLS-TECHNOLOGY required to get you where you need to be? 11

13. Copyright© 2003, Dynamic Management Solutions 13 Problem Solving Process “All Actions Will Have Total Group Agreement” Key Players – Using the Information From the Organization – Participate in Intense Group Process Determine Action, Responsibility, Dates Determine Success Measurements Identify and Assign Best Resources to Issues – Manage the Problem Solving Groups 12

14. Copyright© 2003, Dynamic Management Solutions 14 How Does It Work ? Precisely Pinpoints: – Key Issue – Using Environmental Scan – Problems – Using Vulnerability Assessment – Barriers – Using Risk and Impact Analysis Utilize World Class Problem Solving Process/Consultants – PhD and specialty certification – Systematically accumulated from: -Experience under fire -Focused knowledge gained from research -Extensive benchmarking 13

15. Level -1 Level -2 Level -3 Level -4 Problem Solving Process: Give freedom to: exchange, dialogue, understand, negotiate, problem identify and problem solve Remove Organization Filters They are preventing: information exchange, understanding, problem solving and decision making Information Retrieved Directly From Each Level Function Location etc. Admin Sales Research Allow every one to have a voice and be involved  The silent majority (the hidden/unused talent and assets)  The quiet, committed employee who does what they are told and does not feel comfortable pointing out problems with out being asked  “Not just the one’s you hear today” by position or personality Executive View At All Levels, Functions, Locations Integrate: Strategy Development-Quality-Process Improvement-Problem Solving Gain Exec view at all levels & functions Use “the employees” fresh data for problem solving Eliminates barriers Political - (Level-Function Protection) Cultural - (Wrong Thinking Acting or Feeling) Process - (Can’t do things the same way and expect the results to change) Allow the organization to Identify and fix their problems  At the lowest level  With those who are closest to the problem  With those that understand the problem If the people know the problem fix it. If they don’t, find the problem and fix it. Executive’s Are Able To: View Issues at the Same Time Accurately Distribute and Delegate Resources With Exceptional Efficiency Establish and Audit Performance Measurement That Count 8

16. Interpretation/clarification of Messages Address/correct/prevent: mixed messages, misunderstanding, or denial of issues ambiguities and dilemmas Level 2 Level 3 Level 4 Level 1 Identify scope of multiple problems across levels and functions of the organization Level -1 Level -2 Level -3 Level -4 Admin Sales Research Problem Address organizational walls or silos that: prevent, delay, or distort the ability to be faster, better, or more flexible Levels Decision Control Mgr I Entry level I Mgr II SalesFinance Function, Department, Location Create and deliver/receive clear messages. Assure the direction is followed (Easier Going Down, Hard Going Up) - Listen to the organization -Understand the organization - Help the organization White Space ManagementLine of Sight Company Initiatives Individual job Blocked or Distorted Why? They can’t tell you after 2 nd “no”. The problem is buried View of problem different at top Their problem is stopping them from doing what you want 2 3 1 9

17. Determine The Issues to be Addressed By “Work-Out” What…. - Are The Most Important Issues? - Do We Need To Address/Or Change Why…. - Are They Important? Who…. - Would Champion These Issues? - Needs To Be Involved? How…. - Will We Know That We Have Been Successful When… - Will Each Step Be Completed - Can We Expect That The Change Will Be In Place 14

18. Champion:Approved: Yes NoHold Benefits : Problem Solving Worksheet Problem/Issue : Symptoms: Recommendations and Action Plan: 15 Measurement: Team Members: Dynamic world-class problem solving techniques and concepts are used and taught to the key players while addressing all of the requirements on this page.

19. Vulnerability Assessment Force Field Analysis PROS People Power CEO Leadership Customer Focus Sponsorship for Change Specialist Trust Reactive Tactical Strong Culture Values Shows respect for the individual Org. process defined Decision making CONS Measure Accurately Internal resistance to change Management reluctant to do things differently Associates skeptical of positive change Cumbersome processes Functions not willing to change Never used outside expertise (consult) Poor Strategy General Leadership Desired Change To more efficiently and effectively identify and meet the wants and needs of our Customers. Use world-class Techniques to find and maximize your hidden assets. Eliminate the issues that are hindering your organization’s performance 16

20. Copyright© 2003, Dynamic Management Solutions 20 Summary Clear Vision, Plan implemented by the Organization Initiatives Designed and Managed by “The Best” Key Players Total Organizational Input Drives The Process Fast Results, Measured Accurately Gain 25 to 100% Performance Improvement Others Paid $1,000,000’s To Perfect, You Pay 100’s For Results 17

21. Copyright© 2003, Dynamic Management Solutions 21 Close Answer Questions Determine What Initiatives You Want to Address Determine Scope (Total or Partial Section Of Organization) Determine Time Frame of Project Determine Start Date 18

22. Copyright© 2003, Dynamic Management Solutions 22 Management Preparation and Development Optional Program # 1 19

23. Copyright© 2003, Dynamic Management Solutions 23 Management Preparation Select Key Players to Manage the Strategy Assess and Prepare Management for Change Set Time-frames for Success Determine Modules to Address Issues 20

24. Risk and Impact Analysis By: “Top” “Middle” “Front-Line” Management Top Mgm’t Middle Mgm’t Front Line Mgm’t 21 Horizontal Vertical Top 1 thru 5 issues Top 6 thru 10 issues Vulnerability Address management alignment and disconnect issues

25. Most Organization Strategies Are Like A Thunderstorm In The Desert Thunder Lot of Noise But, Not much Rain (action) Hits the Ground Correction of One Problem Is Like Throwing a Rock Into a Lake, It Causes Ripples That Impacts Others ResearchAdminMktingFinance Level 1 Level 2 Level 3 Level 4 Gain Visibility and Control of All Functions and Levels ResearchAdminMarketingFinance Level 1 Level 2 Level 3 Level 4 I.S. Line of Sight Company Initiatives Individual job Blocked or Distorted Why? They can’t tell you after 2 nd “no”. The problem is buried View of problem different at top Their problem is stopping them from doing what you want Problem or Issue Vendor-Support Groups Owners of The Problem Responsible Authority Customer- Patient-Client Incorporate the “Internal Customer Concept:” Establish problem solving around the concept of satisfying internal customer 22

26. Build a Strong Foundation Make Customers Special Simplify Use Technology Measure, Act Power of People Lead with Care Set Aggressive Goals Run the Business, Change the Business

27. 25 The Organization’s Responsibilities Measure and address organizational success factors with world-class problem solving sessions

28. 26 Management’s Responsibilities Accurately identify and measure, the management factors limiting your organization. Use world class problem solving techniques to address these factors.

29. 27 Individual’s Responsibilities Identify and address the factors that are critical to any organization’s success. Measure and prioritize issues for maximum organization focus on corrective action.

30. Copyright© 2003, Dynamic Management Solutions 30 Organizational Problems Address One or All Problems ? – Strategy – Implementation – Execution Who is Responsible for the Problem(s)? – Organization (processes, rules, policies, procedures) – Management – Individual 28 Strategy Plan Execution Organization Management Individuals

31. Risk and Impact Analysis By: Key Manager or Special Initiative 29 Top 1 thru 5 issues Top 6 thru 10 issues Vulnerability Accurately identify and address the real issues in each organization. Quit wasting resources on the wrong issues

32. Risk and Impact Analysis By: Region-Location 30 Top 1 thru 5 issues Top 6 thru 10 issues Vulnerability Address the real issues in each region-location. Stop wasting resources addressing the wrong issues.

33. Risk and Impact Analysis By: Department or Function 31 Top 1 thru 5 issues Top 6 thru 10 issues Vulnerability Identify and address the real issues in each department or function. Quit wasting resources on the wrong issues.

34. Copyright© 2003, Dynamic Management Solutions 34 Executive Overview Optional Program # 2 32

35. Executive Overview Our executive overview program is based on the creation of an overall strategy of the total person. By this we mean the inclusion of the interests and achievements the client considers critical to their success and happiness. The following modules make up the program. The Executive Preparation: This section addresses how you can be successful in the professional environment you live in. For the executive who is a non-management profession, this section focuses on the impact of the environment on you. For the management executive, this section focuses on impact of the environment on you as an individual and you as a manager responsible for the environment. Module #1 “Individual’s Responsibility” in the organization. This module addresses the “Individual’s Responsibility” in the organization. There are 18 elements in an organization that should change or are changing. This module will assess and prepare you for identifying and taking the action necessary to be successful as the organization changes these elements. Module #2 “Organization’s Responsibility” in the organization. This module addresses the “Responsibility” in daily and strategic operation of a business or service. This will give you the understanding of critical success factors required by the organization and how you can prepare your personal actions to support them for success. Module #3 V “Management’s Responsibility” in the organization This module addresses “Management’s Responsibility” in the operation of a business or service. Management responsibility includes 12 common dilemmas in every organization. The non-management professional will be able to recognize the dilemmas management must deal with successfully or unsuccessfully. For the management executive you will be able to identify, understand and manage the dilemmas. It’s Your Life/Career What Are You Going To Do With It! (Optional) The purpose of the section is to confidentially identify, organize, and prioritize the critical categories in a person’s life. We will establish a strategy that will include career, family, significant interests, material/financial wants and needs, and etc. This will include assessment of personality, accomplishments, successes, and failures. Future goals will be established based on the assessments Summary: Within 3 to 6 months you will have created a personal life plan with goals and action plans. Your goals will be set with a clear understanding, in-depth review and inclusion of all important things in your life. Your goals will have priorities established to assure a successful career and a happy life. 33

36. Copyright© 2003, Dynamic Management Solutions 36 Dynamic Management Solutions International Consulting Email: changeorfail.com Phone: 210-215-1568 6 month Process = $ 21,000 + expenses ($3k retainer) 34

37. Example: IMPORTANCE RATING (How important is this to me?) SATISFACTION RATING (How satisfied am I?) Not important Of Little Importance ImportantVery Important Critically Important Very Dissatisfied Dissatisfied NeutralSatisfiedVery Satisfied I want to win the lottery. 1 2 3 4 5 1 2 3 4 5.I want warm, mild weather in the winter 1 2 3 4 5 1 2 3 4 5. 35 Choose The Unique Categories And Terminology For Your Organization Operation (check oneYour Job Function (check one)Your Senior Manager (check one) ___ General Managers ___ Directors / Vice Presidents ___ Section Managers ___ Engineering Mgrs. ___ NON-Engrg. Managers ___ Supervisors ___ Engineers & Designers ___ Office & Clerical ___ Technicians & Crafts ___ Production & Maintenance ___ Adams ___ Alexander ___ Bailey ___ Cooper ___ Drew ___ Rand ___ Klein ___ Noelty ___ Admin ___ Nunez ___ Russell ___ Eubanks ___ Corporate ___ Information ___ Systems ___ Sales ___ Marketing ___ Finance ___ Research ___ Manufacturing ___ Region 1 ___ Region 2 ___ Region 3 ___ Male ___ Female Region (check one)Gender (check one) Any Other Categories “How Do You Want To View Your Organization”

38. Stage 1: Who? Leader and Consultants Stage II: Scan/Assessment/Analyze Who? Consultants, Key Players - Determine What Problem(s) to Address - Select “The Best” to Lead - Establish Firm Time Frame For Success - Gain Cross-Functional/Multi-Level Feedback - Conduct Accurate management Assessment - Prepare Key Players For Change Stage III: Design Program Who? Consultants and Key Players Key Player Intense Group Sessions - Prioritize Issues - Design Implementation - Determine Action, Responsibility Dates, and Success Measurement Stage IV: Implementation Who? Cross-Functional Teams Lead by Key Players - Assign Best Resources to Issues - Gain Cross-functional Commitment - Remove Barriers Stage V: Track, Measure, Reward, Repeat Who? Everyone - Precise Focus - Lead By “The Best,” - Superior Performance Horizontal Input 25 to 100% Improvement in Performance Accomplished Through Scientific Methodology Results Measured Accurately, Groups and Individuals Rewarded and Recognized Total Organization Implementation Through Vertical/Horizontal Work Groups Total Organization Input Integrated Into Process Creating Ownership Leader’s Wants Accomplished by Key Players Vertical Input “Your Organization” 36

39. Rules Desired vs. Undesired Strategy Perception vs. reality Tools Function control Level control Processes Policies Problem Solving vs. Politics Group performance Individual performanceAuthority Measurement Plans GoalsManagement performance What An Organization Really Looks Like How one thinks How one acts How one feels Conflict or Alignment Between Any of the Boxes Below (Just a partial list of what an organization consist of) Legend: Blue –Excellent Green- Needs Work Poor- Organization Liability White Space Management “Performance” “Dictated Action” (Formal-Informal) “Results” Action + Performance = Results 37