What are the key milestones (usually financial) we aim to achieve in the next year?

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.

Define your Problem Statement.

The first step towards breaking your organizational log jams is identifying and verbalizing the challenge you're facing. What are you trying to solve? This simple Problem Statement exercise can have profound implications for your team. It helps you define the issue and gives TGG some sense of where the soft spots could be in your Order to Cash process. We invite you to take a few moments to fill out this form. A TGG consultant will contact you shortly to discuss your Problem Statement and provide some insight on how we may be able to help.