1. Executive Coaches and Management Consultants working with Enterprises that Catherine Vigil Dale Bruder  Want to grow revenues  Build equity  Enjoy the prosperity of being in business

2. Dynamic Strategy: From Cheap Talk to Real Value is the Enterprise Growth Tool more powerful than the usual Strategic Planning methods

3. Dynamic Strategy is not a SWOT exercise Strengths Opportunities Weaknesses Threats

4. Dynamic Strategy is not a business strategy planning table Existing Markets New Markets Market Development Diversify Product Development Penetration

5. Dynamic Strategy is the first time you’ll find real value in planning Future Present InternalExternal Business Strategy Organizational Development Operations External Relationships

6. What Challenges does Dynamic Strategy address? H i s t o r y a n d H a b i t s S t r u c t u r e s T u r f P r o t e c t i o n S k i l l s Business Idea

7. Assessing your Dynamic Strategy How it works; first Take the assessment of your enterprise capability in each of the four quadrants by answering the questions on……  Business Strategy  External Relationships  Current Operations  Organizational Development

8. Assessing your Dynamic Strategy How it works; second  Rate your enterprise on the following scale for each quadrant. 1. Non-Existent 2. Emerging 3. Established 4. Institutionalized.

9. Assessing your Dynamic Strategy How it works: third  Weigh and Interpret the assessment. 1. Today Heavy 2. Tomorrow Heavy 3. Externally Heavy 4. Internally Heavy

10. Assessing Dynamic Strategy Future Present Internal External Organizational Development Business Strategy External Relationships Current Operations

11. Assessing Dynamic Strategy Business Strategy Future Present Internal External

12. Business Strategy The ways and means of competing Potential Customers Stakeholders Customers Do we have the value community involved in the creation of Business Strategy? Does our strategy guide us in creating value for the entire value community? Does our strategy guide the identification and incorporation of new markets, products and processes? Do we know when to say no?

13. Assessing Dynamic Strategy External Relationships Future Present InternalExternal

14. External Relationships Customers, Investors, Vendors and Crucial Allies Is our success beneficial to our crucial external relationships? Have we established our organizational character sufficient to solve external problems with unified integrity? Is our relationship with crucial externals strong enough to grow in up markets and sustain in down markets?

15. Assessing Dynamic Strategy Future Present InternalExternal Current Operations

16. Crisis Prevention vs. Crisis Management Are we addressing the most significant unmanaged disruptions that draw energy from current operations? Are we creating systems to lower costs and risks by eliminating wasted energy at the source? Are we reliable for standard promises? Is our strategy visible now?

17. Assessing Dynamic Strategy Future Present InternalExternal Organizational Development

18. Organizational Development Developing Capacity and Competency Are there structures and operating funds in place to attract, develop and retain the people needed to fulfill the strategy? Is the communication between varying levels of the company (Board, Executive, Management, etc.) aligned, clear and vital? Do we have a method for assessing our progress? Does the company have a growth culture?

19. Scoring your Dynamic Strategy Future Present InternalExternal Relationships Organizational Development Current Operations Business Strategy SCORING 1. Non-Existent 2. Emerging 3. Established 4. Institutionalized Complete your Enterprise Assessment scoring.

20. Assessing where you are today: Future Present InternalExternal Relationships Organizational Development Current Operations Business Strategy Today Heavy: suggests good current performance but indicates future vulnerability Today Heavy

21. Assessing where you are today: Future Present InternalExternal Relationships Organizational Development Current Operations Business Strategy Tomorrow Heavy: Indicates a business strategy and investment strategy not contributing to current commitments. Will likely fail for lack of day-to-day support. Tomorrow Heavy.

22. Assessing where you are today: Future Present Internal External Relationships Organizational Development Current Operations Business Strategy Externally Heavy: substantial problems of personnel turnover and operational emergencies that will ultimately undermine external confidence. Externally Heavy

23. Assessing where you are today: Future Present InternalExternal External Relationships Organizational Development Current Operations Business Strategy Internally Heavy: Indicates a preoccupation with handling organizational challenges through internal process improvement and technology development initiatives. Internally Heavy

24. Today Heavy? Tomorrow Heavy? Internally Heavy? Externally Heavy? Now What? Pragmatically address your Enterprise strategy during three months of focused, committed and supported work. The result of this work will be significant movement towards a balanced Enterprise poised for growth. That’s the Dynamic Strategy Process.

25. LEAP into Dynamic Strategy L ead the enterprise - commit to develop a growth company. E ngage your management team and the Coach Consortium to act. A pply resources to shift the enterprise P roceed courageously.

26. Leap an Enterprise poised for growth with a unique Dynamic Strategy Future Present Internal External Organizational Development Business Strategy External Relationships Current Operations Dale Bruder and Catherine Vigil are ready to take you and your enterprise there!!!