© 2002, Decision Coaches Inc. DECISION COACHES, INC. Specialists in Complex Decision Making

© 2002, Decision Coaches Inc. Decision Coaches has developed a unique consulting approach that enables true team collaboration and buy-in. Our approach combines a skilled decision coach, a proven methodology, and a proprietary software tool, AliahTHINK! v4.0, to consolidate the knowledge of the team and provide actionable results. Decision Coaches has optimized this approach to provide our customers with: Winning Proposals Winning Products Winning Strategies Decision Coaches has a twelve year history of helping clients such as IBM, Boeing, and ADP make better strategic decisions. Who is Decision Coaches?

© 2002, Decision Coaches Inc. Harnessing the Teams Knowledge 3 -The data then populates common business frameworks that lead to swift optimal decisions made collaboratively by your team. Actions become clear along with organizational buy-in and understanding. 1 -A Decision Coach shepards a group through value driven criteria that generate a picture of the situation at hand. 2 -The group then makes small judgments that when aggregated reveal critical success factors and the essence of the situation.

© 2002, Decision Coaches Inc. Decision Coaches - Key Customer Benefits Optimal Decision – Generated the most believable and actionable strategy in recent memory because it was driven by a customer focus.Keith Pigeus, ADP Dealer Services Team Building – When the meeting is over everyone is in agreement. You have reached consensus for the the decision. After two days we have a team. Bob Roe, Boeing Corporation Time Savings – We Compared the new Decision Coaches process to our old process from R Moriarty of Harvard and concluded a 39% productivity savings in our planning cycle time. Russ Lamar, Wright Express Inc. Creativity – Produced out of the box thinking leading to innovative product development while reaching group consensus. Lex Allen, EG&G Actionable Results – The action items that you need to do in order to win will surface through the process. Bob Roe, Boeing Corporation

© 2002, Decision Coaches Inc. Decision Coaches Methodologies Decision Coaches provides consulting solutions for winning decisions in three focused areas of growth within organizations Capture Plan Process (CPP) – Methodology for bid/no bid decisions, with winning themes and initiatives Idea Commercialization Process (ICP) – Methodology for mission driven product development with a stage-gate orientation Strategic Thinking Process (STP) – Methodology for mission driven market choices with defensible strategic action plans

© 2002, Decision Coaches Inc. Strategic Thinking Process (STP) Winning Strategies Methodology Mission & Market Analysis in only 2 team days! Value Proposition (Mission) Market Segment Portfolio Segment VOC Assessment Market Scenario Action Planning Strategic Management Organizational Mission Priorities Market Analysis Voice of the Customer Market Scenarios & Strategic Action Plans

© 2002, Decision Coaches Inc. Mission Prioritization The Foundation for Winning Decisions Organizations are complex adaptive open systems with the ability to grow and expand their boundaries External Forces Customer (+) (-) Your Organization Partners Competitors Mission Goal: To Survive and Thrive

© 2002, Decision Coaches Inc. Mission Prioritization The Foundation for Winning Decisions 2. Culture 3. Financial 4. Innovation 5. Brand Image 1.Customer Values 7. Partner Values 6. Competitive Weapons 8. External Forces Definition and prioritization of the organizations mission values provides strategic direction for decision-making Mission Goal: To Survive and Thrive

© 2002, Decision Coaches Inc. Value Proposition (Mission) Market Segment Portfolio Segment VOC Assessment Market Scenario Action Planning Strategic Management Strategic Thinking – Mission Prioritization The Solution: Mission Prioritization Clearly define the organizations values Prioritize the values to ensure strategic decisions The Goal: Ensure that all strategic decisions are based on the organizations value proposition The Problem: Unclear direction and misunderstood priorities The Benefit: Market assessment and strategic action plans are based upon defined and prioritized mission values

© 2002, Decision Coaches Inc. Prioritized strategic goals and objectives Strategic Thinking – Mission Prioritization Externalities Financial Goals Innovation Brand Image Culture/People Survive and thrive in the year 2003 Partners Competitors Your Organization Your Organization Customers Externalities Value 1 Value 2 Value 3 Value 4 Value 1 Value 2 Value 3 Value 4 Value 1 Value 2 Value 3 Value 4 Value 1 Value 2 Value 3 Value 4 Prioritized values BRAND IMAGE FINANCIAL HEALTH CULTURE PEOPLE INNOVATION Mission Results

© 2002, Decision Coaches Inc. The Solution: Market Segment Portfolio Evaluate the attractiveness of market segments Assess the organizations competitiveness in market segments The Goal: Play in markets that offer the greatest opportunity for success The Problem: Arbitrary methods of evaluation with no documented rationale The Benefit: Select or kill markets based on strategic fit and organizational competitiveness, with a well-defined and documented rationale Strategic Thinking – Market Segment Analysis Value Proposition (Mission) Market Segment Portfolio Segment VOC Assessment Market Scenario Action Planning Strategic Management

© 2002, Decision Coaches Inc. Strategic Thinking – Market Segment Analysis Competitive Position Market Attractiveness Markets are analyzed based on their fit with the organizations mission and the organizations competitive position within each market. Prioritized Market Attractiveness criteria based on the organizations mission Prioritized Competitiveness criteria Market Segment Portfolio Results

© 2002, Decision Coaches Inc. Strategic Thinking – Voice of the Customer The Solution: Actual Voice of the Customer Analysis Defined customer needs Prioritized customer needs Identified gaps in performance between competing products The Goal: Provide customer driven products and services The Problem: Not knowing the customers real needs and priorities The Benefit: Product development and marketing decisions are based on actual customer input and focused on the most important areas of opportunity Value Proposition (Mission) Market Segment Portfolio Segment VOC Assessment Market Scenario Action Planning Strategic Management

© 2002, Decision Coaches Inc. Voice of the Customer Results Strategic Thinking – Voice of the Customer The spider chart is analyzed to determine gaps in performance and areas of opportunity Actual Customer Priorities

© 2002, Decision Coaches Inc. The Solution: Detailed Market Scenario with Action Plan Identify the forces that impact the organization's future in a market segment Determine the organizations probability of success in the market Define strategic action plans to achieve desired objectives The Goal: Generate a market driven strategy that increases the organizations success in a market segment The Problem: Fail to consider all of the market forces, no actionable strategies The Benefit: A complete market driven, actionable market plan with documented rationale and accountability Strategic Thinking – Market Scenario & Action Plan Value Proposition (Mission) Market Segment Portfolio Segment VOC Assessment Market Scenario Action Planning Strategic Management

© 2002, Decision Coaches Inc. Market players and their drivers are analyzed to determine the organizations probability of success within a particular market. Strategic Thinking – Market Scenario & Action Plan Market Scenario Results Externalities INCREASE SHARE INNOVTION CUST SATISFACTION PARTNERSHIPS Plan the Success of the Product… Partners Competitors Your Organization Your Organization Customers Externalities INCREASE CAPACITY INCREASE MARGIN NEW MARKETS TECH INNOVATION GROWTH NEW TECHNOLOGY TIME TO MARKET REDUCE COSTS LOW COST RELIABILITY HIGH PERFORMANCE PROF IMAGE TECH CHANGE E COMMERCE GOVT REGS WORKFORCE PROBABILITY OF WIN PROBABILITY OF LOSE 57.1% 42.9%

© 2002, Decision Coaches Inc. Externalities INCREASE SHARE INNOVTION CUST SATISFACTION PARTNERSHIPS Plan the Success of the Product… Partners Competitors Your Organization Your Organization Customers Externalities INCREASE CAPACITY INCREASE MARGIN NEW MARKETS TECH INNOVATION GROWTH NEW TECHNOLOGY TIME TO MARKET REDUCE COSTS LOW COST RELIABILITY HIGH PERFORMANCE PROF IMAGE TECH CHANGE E COMMERCE GOVT REGS WORKFORCE Prioritization of strategic actions that will increase the probability of success Strategic Thinking – Market Scenario & Action Plan Strategic Action Plans Result CROSS FUNCTION TEAM EXPAND MARKETS HIRE EXPERTISE ESTABLISH PARTNER TEAM EXPAND E COMMERCE JOINT PR CAMPAIGN DEV. ALLIANCE AGREEMENT JOINT R&D ONLINE CUST. SERVICE INVOLVE IN PLANNING

© 2002, Decision Coaches Inc. Strategic Thinking – Strategic Management The Solution: Strategic Management Gain/Pain/Risk Analysis Monitoring Progress The Goal: To allocate resources and ensure continued business transformation progress. The Problem: Resources are not allocated consistent with strategy and momentum is lost. The organization is not aligned. The Benefit: Strategic Management through consistent resource allocation and progress monitoring insures the vision can be realized through effective execution. Value Proposition (Mission) Market Segment Portfolio Segment VOC Assessment Market Scenario Action Planning Strategic Management

© 2002, Decision Coaches Inc. Strategic Thinking Process (STP) Summary Ensures a mission-driven strategy Integration at the corporate, division, and product level provides a consistent planning method and a common language across the organization. Automated process allows team to quickly address changing market conditions. Utilization of teams knowledge and experience promotes buy-in and improved implementation. Value Proposition (Mission) Market Segment Portfolio Segment VOC Assessment Market Scenario Action Planning Strategic Management

© 2002, Decision Coaches Inc. Contacting Decision Coaches, Inc. Aly Abulleil, Ph.D., President Decision Coaches, Inc Penn Avenue Pittsburgh, PA (412)