Strategic Growth

From our experience at TGG, companies often recognize their biggest challenges but lack the internal resources to address them effectively.  That is, resource optimization has not been identified as a constraint.

High-performing / high functioning individuals are overloaded with work, while many leaders remain underutilized due to insufficient training in scoping, measuring, and solving complex problems.

Speed in an organization—particularly in responding to customers—can be measured by the bandwidth of problem solvers available. To address these challenges more effectively, it’s crucial to train more problem solvers and develop cross-functional collaboration.

Tools for Solving Challenges

There are various ways to develop your people, but one essential tool to start with is scoping. “Use only as much tool as you need.” If the solution is known, employ a simple tool. If the solution is unknown, begin with discovery tools to scope the problem’s size.  

At TGG, we use two primary tools:

1. Tool Selection Matrix: This matrix describes common problems and the tools to address them.  Per the statement above, this matrix allows the problem solver to consider numerous methods to measure the problem.  Development of a high level SIPOC with a cross-functional team may be enough to identify areas of concern and then simply add more process measurement. 
2. If the challenges the organization face are serious to the health and/or survival of the organization, then the team must determine how long the solution will take to implement.
3. Project Type Matrix: This matrix starts with a simple question.  Do we know the solution?  If the answer is yes, then form a team and begin the work.  If the answer is no, then more project definition is required.  This matrix also explains that changing the culture is always part of the solution. Without addressing cultural change management elements, new solutions are likely to fail.

Story of Success

“Widespread fast” remains a popular approach. At TGG, we recommend multiple waves of problem-solving training with two main goals: increasing the number and bandwidth of problem solvers and internalizing this training.

We welcome a phone call to discuss your most complex challenges. It’s likely we’ve encountered similar issues with other clients in the past.

To achieve our key financial milestones over the next year, we must address the challenge of turning known EBITDA targets into actionable plans. Often, organizations lack a clear implementation plan to meet these financial goals. As the saying goes, “hope is not a strategy.” So, how can your organization overcome this challenge?

One effective tool is the “Paynter” matrix, which we have developed specifically for the finance community. This matrix lists profit and loss line items on one axis and current projects on the other. For large organizations, this can include 30 to 40 active projects, each driven or co-led by Green Belts. Projects are linked with an “X” to indicate which P&L areas they impact. This visual tool makes it easy to see if there are projects supporting specific financial improvements, such as reducing scrap expenses.

All strategic projects must have a financial justification approved by the controller or CFO. Another valuable tool is the X matrix, which lists strategic goals, projects, and leaders. At TGG, we use a custom template with a Gantt chart inset to track project timelines. This ensures no champion or sponsor is overloaded, no quarter has an unreasonable number of projects, and everyone on the management team knows their expected individual and team contributions.

Building on the information above I want to paint another picture for you.  How often are you unprepared for an important meeting with your boss or your bosses’ boss?  Typically, the answer to that question is – not very often.

At TGG, we build a “wall of fame” listing future projects to be completed in the next 3 to 9 months, including the project name, problem statement, champion, project leader, and team members. This visibility and accountability typically lead to teams exceeding expectations. Just like that upcoming and important meeting with your boss, these teams typically will be very well prepared to deliver project results.

With proper coaching and data analytics, teams can identify root causes, develop solutions, and achieve the key milestones we’ve discussed.

For more information, feel free to contact us.

What are the company’s top priorities for the next quarter, and how do they align with the long-term strategy?

Why is this a recurring, challenging question? Many companies struggle to effectively communicate their strategic vision beyond the C-suite and sales teams. This challenge arises because:

• The vision is not documented.
• It changes frequently.
• It lacks the essential elements to capture employees’ attention.

Tools to Address This Challenge To overcome these obstacles and ensure stakeholder alignment, we utilize several tools:

• Hoshin Planning (Policy Deployment): This process results in an X matrix and typically requires a 3 to 4 day strategic planning workshop.
• Storyboards: We use these to further explain the AIP’s (Annual Improvement Plans). Assigning AIP champions is essential.
• Communication Templates: These ensure consistent messaging and stakeholder engagement.

Success Story An illustrative example, albeit dated, is the “I’m Spartacus” scene. While fictional, it effectively demonstrates solidarity and collective identity. This scene underscores the power of unity and shared purpose.

To ensure strategic clarity, we recommend:

• Written and Publicly Posted Strategic Matrix: This should be free from confidential financials and supported by a detailed A3 storyboard, also publicly posted.

Principles for Effective Strategy Communication To make your company’s long-term strategy understood and embraced by employees, it should:

• Be initiated by leadership from the top.
• Be comprehensive and detailed.
• Be inspiring and positive.
• Include the three persuasive components: logos (logical, data-driven), pathos (emotional appeal), and ethos (authenticity).

By following these principles, you can foster a deeper understanding and commitment to the company’s strategic vision among all employees.