1. Copyright, © 2003 eePulse, Inc. 1 Case Studies eePulse, Inc.

2. Copyright, © 2003 eePulse, Inc. 2 How Do You Get Information?

3. Copyright, © 2003 eePulse, Inc. 3 Information About The World Around You?

4. Copyright, © 2003 eePulse, Inc. 4 Information About Your Business? WHAT ABOUT PEOPLE DATA? Daily Sales Figures Daily Production Output Reporting Weekly Defect Reports Monthly Financial Data

5. Copyright, © 2003 eePulse, Inc. 5 What Is People Data? Two aspects of people data: What business information do people have that you need? How can you get that information quickly? How are people doing? Are employees engaged in work? Do customers want to buy your product?

6. Copyright, © 2003 eePulse, Inc. 6 Get Questions Answered Today If I knew _____________, then I could improve ___________. Cases next

7. Copyright, © 2003 eePulse, Inc. 7 Case #1 Large, fast-growth bank president If I knew why customer calls were not being answered in a timely way, then I could improve on response time and increase revenues by closing more loans.

8. Copyright, © 2003 eePulse, Inc. 8 Asked Managers About This Their answers were: Employees are lazy. They won’t answer calls. We don’t have enough training. The calls are not being routed to the right people.

9. Copyright, © 2003 eePulse, Inc. 9 80% Of Employees Say, “The Phones Don’t Work.” Next step – validate - Asked “drill-down” questions - Tell us the frequency in which the phones don’t work. - When phones don’t work, to what degree does it affect your work? Insight: president had to fix problem immediately - Done Calls answered - Customer work processed faster, performance dramatically improved in a matter of months

10. Copyright, © 2003 eePulse, Inc. 10 Big Picture Savings Supplemented With Smaller Savings Rolled out process to hundreds of managers Small wins added up immediately –“Productivity up 3% in my group” –“Morale improvement is priceless” –“Customer services scores are our highest ever”

11. Copyright, © 2003 eePulse, Inc. 11 Case #2 Senior Manufacturing Vice President If I knew why my North Dakota plant was not performing well, then I could help the plant manager with a turnaround strategy.

12. Copyright, © 2003 eePulse, Inc. 12 Plant manager and team response We don’t have enough employees to do the job. We don’t have enough spare parts. We don’t have enough budget to initiate programs.

13. Copyright, © 2003 eePulse, Inc. 13 eePulse data  People are not talking to each other  Information slips by  No planning ACTION  The VP coaches plant manager  Manager of critical units held accountable for change strategy that they all helped develop  Turnaround in three months

14. Copyright, © 2003 eePulse, Inc. 14 Case #3 Auto Company If I knew what opportunities existed to improve performance, then I could act on them.

15. Copyright, © 2003 eePulse, Inc. 15 The business history eBusiness unit and plant employees at Midwest site Current focus –Quality group, manufacturing, and other corporate groups –Buildling enterprise-wide applications for all manufacturing and possibly rest of company

16. Copyright, © 2003 eePulse, Inc. 16 The BIG Idea Enterprise Excellence The next evolution of quality Historical perspective –Total Quality Management –Six Sigma –The Future: Enterprise Excellence

17. Copyright, © 2003 eePulse, Inc. 17 Beyond Six Sigma CriteriaSix Sigma and management of quality Enterprise Excellence (EE) and optimized relationships GoalSolve problemsPursue opportunities Use of dataObtain data from the past (benchmarking) to solve last year’s problems Instant awareness with today’s data to solve today’s problems AND pursue future opportunities Key AssetsEmployees are assetsRelationships with employees are assets ImplicationsAssets are controlledRelationships are constantly renegotiated What you doSolve problems and minimize downtime; assure compliance Renegotiate for excellence and innovation by engaging or energizing everyone

18. Copyright, © 2003 eePulse, Inc. 18 Excellence Requires Managers who take action today –You get results today –Management and action “count” Engaged employees –Need engaged managers –Feedback important - Personalized reports –Managers take away blockers –Employees want “voice” –The eePulse process is an intervention –Employees tell us it’s a reward

19. Copyright, © 2003 eePulse, Inc. 19 Implemented concepts and achieved results Improved communications Improved safety, health Improved engagement in local environment Improved management skills Ability to transition team during major change efforts Data for major diversity initiative

20. Copyright, © 2003 eePulse, Inc. 20 One Last Case Study

21. Copyright, © 2003 eePulse, Inc. 21 Multiple eePulse Clients If I could measure the degree to which employees are energized by their jobs over time, and understand what is energizing or de-energizing them, then I could make better decisions about every- day resource allocation, priorities, time spent coaching managers, and more.

22. Copyright, © 2003 eePulse, Inc. 22 Basic Pulse Question Energy NOT satisfaction Engaged when energized

23. Copyright, © 2003 eePulse, Inc. 23 Results Hospital saved at least $250,000 in six months New leader strategic plan unfolded immediately Productivity increased, absenteeism reduced, and safety improved in a manufacturing plant Call center reduced turnover by 26% in less than six months Merger success within multiple industries “Executive saves millions of dollars” within three months of using the product