How to Develop a Great Mission Statement
by Scott Smith
I don't like
traditional mission statements. They make me roll my eyes in frustration and disappointment
at the time that is, all to often, wasted in creating them. I'll explain why,
but let's start with some examples:
- It is our mission to globally engineer high-payoff technology and competently integrate scalable leadership skills to meet our customer's needs.
- It is our job to assertively leverage existing timely intellectual capital so that we may completely customize long-term high-impact leadership skills, because that is what the customer expects.
- It is our business to enthusiastically administrate scalable content in order that we may collaboratively provide access to economically sound materials to exceed customer expectations.
Pretty words - with absolutely no meaning.
Dilbert's boss generated the mission statements above.
If you go to the Dilbert (the master of business) website, you will find a mission
statement generator. The pointy-head boss can regenerate one for you with every
click.
On that site, you can find a list of adverbs: quickly,
proactively, efficiently, assertively,
interactively, professionally, authoritatively; verbs: maintain, supply,
provide access to, disseminate, network, create, engineer, integrate, leverage
other's; adjectives: professional, timely, effective, unique, cost effective,
virtual, scalable, economically sound, inexpensive, value-added; and nouns:
content, paradigms, data, opportunities, information, services, materials, technology,
benefits.
The lists are hilarious. Why? Because we have all seen
a mission statement or two in our day that was just a bunch of words with no meaning.
You cannot associate them with any real people's behavior.
The purpose of a mission statement is to "point the way"
for an entire organization. Can you do that in just a couple of sentences? I'm
not convinced.
A software company I'm familiar with once had a mission
statement with phrases like "butt-kicking technology," "spunky attitudes," "feel
the energy" and "demolish the competition." At least it was entertaining. But,
alas, now they have discarded those emotion-filled phrases and returned to a more
traditional mission statement. From their website: "To deliver predictive, easy-to
use solutions everywhere. To establish an enviable culture that sustains projects,
attracts people and facilitates both corporate and personal growth. To be recognized
worldwide for our leadership." Yeah. you and a million other companies now share
the same mission.
The very first paragraph in David Maister's book, The
Professional Service Firm, says, "One of the most interesting discoveries
in my consulting work has been the fact that (apparently) every professional service
firm in the world has the same mission statement, regardless of the firm's size,
specific profession, or country of operation. With varying refinements of language,
the mission of most professional firms is: 'To deliver outstanding client service;
to provide fulfilling careers and professional satisfaction for our people; and
to achieve financial success so that we can reward ourselves and grow.'"
Hah! I knew I wasn't alone in my observation!
Is the fact that practically all mission statements look
the same a bad thing? Is there any value in mission statements? I claim that
the real value of mission statements is not in the words that are written, but
in the process by which they are written.
So. what makes for a good process? For most of my career,
I've worked with teams and organizations to help them be more efficient. Much
of that work has been in setting purpose, values and goals with these teams and
organizations. When I was a young guy right out of college, I thought I was hot
stuff. Truth is, I sucked at this. But now, many years later, I think I've come
up with some of the vital keys needed to create a valuable mission statement.
These keys are based on my many failures and many successes. They work for me;
I hope they will work for you.
Key One - Involve The Right People
Who is the mission statement for? If it is for the group
that I am in, then I better have significant input. There is a huge difference
between someone who pulls a piece of paper out of her drawer and says, "Here's
our mission statement. The execs wrote it at an offsite at Jackson Hole last summer
while I was here working like a dog," and someone who says, "Our mission? Well,
our team worked on that together in our conference room about a year ago and we
review and update it every couple of months. Let me explain it to you." A valuable
mission statement is one that is "owned" by those who must live by it.
Key Two - Be Flexible
is best, if you can't be flexible and make the process
fit the specific needs of the team, it ain't going to work. The process for creating
a business direction needs to work for the team or organization that is creating
it. Chances are the group you are working with today thinks and works differently
than the group you will work with tomorrow. Use the keys and common sense, but
let the process be flexible enough to fit the needs of the group.
Key Three - What Is Important?
Michael O'Connor, an organizational behavior consultant,
said, "When aligned around shared values and united in a common mission, ordinary
people accomplish extraordinary results."
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EXHIBIT 1
What should our organization, department, unit, or team
stand for? What should be the values by which we operate? Look over the list of
values below. Circle any values that "jump out" because of their importance to
you. Then, write your top three values, in order of importance, below the list.
Feel free to add values if needed.
Truth Candor Efficiency Prosperity Initiative Respect Environmentalism
Fairness Power Order Control Spirituality Courage Adventure Competition Cooperation
Excitement Humor Creativity Collaboration Happiness Resources Honor Dependability
Innovation Trust Obedience Excellence Financial Growth Teamwork Community Support
Service Integrity Profitability Peace Freedom Loyalty Friendship Clarity Influence
Security Justice Love Quality Persistence Hard Work Sincerity Responsiveness Fun
Fulfillment Relationships Purposefulness Wisdom Strength Flexibility Self-Control
Perspective Cleverness Commitment Success Recognition Stewardship Learning Support
Honesty Justice Originality Influence
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The purpose of discussing what is important is to unite
around the shared values of the group. Combine that unification with a common
mission and the results can be astounding.
Figure 1
A team or organization is made up of people. People have
values. What do the people in this group value? What the people in the team or
organization value has a tremendous influence on what the group is capable of
accomplishing.
The members of the group should discuss what values are
important to them. A helpful process might be to brainstorm values, then narrow
the list down to less than a dozen, then use a Forced Decision Matrix to help
the group understand which values are most important to them.
- List of Example Values that a group can use to help them brainstorm.
(Refer to Exhibit 1.)
- Agree on which values are the most important. (Refer to Exhibit 2.)
- Develop a values document for your company. (Refer to Exhibit 3.)
|
EXHIBIT 2
Decide which values are most important. As you go through
these steps, refer to the table in Figure 1.
- List your values in a grid.
- Look at each box in the grid and compare the two
items.
- Mark the box with an "X" if you think the top item
is more important than the side item. Mark the box with an "O" if you think the
side item is more important than the top item.
- Add the number of X's in the vertical columns and
place the totals in the Total X's row (second to the bottom).
- Add the number of O's in the horizontal rows and
place the totals in the Total O's column on the right side.
- Add the corresponding Total X's and Total O's score
together for each item and place the total in the Category Total row (very bottom).
- Items with a higher Category Total are more important
than those with a lower Category Total.
Next, prioritize the list of values. For instance you may
end up with: 1. Character, 2. Work, 3. Customer, 4. Creativity, 5. Courage, 6.
Charisma, and 7. Profitability.
|
|
EXHIBIT 3
Collective Communications Corporation Values
Character
Respect others and treat them fairly. Have the patience
to understand perspectives, nurture talent and develop opportunities.
Work
Commit and deliver. Value competitiveness and professionalism,
but always maintain integrity.
Customer
Exceed customer expectations - never under deliver.
Courage
Do the right thing - always.
Charisma
Maintain a positive perspective.
Profitability
Make money and utilize resources efficiently.
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Key Four - What Are The Results You Want?
Write a description of what your team or organization or
business will look like in six months, one year, or eighteen months - pick a time
horizon. What do you want to look like at that time? Describe the mountain you
are now climbing as if you had already reached the top. A good guideline is to
brainstorm ideas for this description, then narrow it down and refine the wording.
This description should be about a page long.
Make each paragraph measurable. For each paragraph, ask
yourself, "When the time horizon arrives, will we be able to measure whether or
not we meet this description?"
You may want to stop and look at a couple of examples of
mission descriptions:
- Statement of Business Direction for Widget International, Inc.
(Refer to Exhibit 4.)
- Collective Communications Corporation: Our Business. (Refer to Exhibit
5.)
Exhibit 5.) Are these good examples? I don't know! Again,
the value is not in the words but in the process used to create the words. The
better question to ask is, "Are the managers united by a set of common values
and an incredible drive to cooperatively accomplish what is described in the mission?"
If so, then these are excellent examples.
Key Five - Where Are You Now? How Are You Going to Get To Where You Want To Go?
I believe that this is the most powerful key to adding
value to a mission statement process. There are a few suggested steps for this
key:
Step 1: What has to be done in order to accomplish
this mission?
Take the time to brainstorm everything conceivable that
you can do to accomplish the mission. Keep brainstorming until you break through
the obvious ideas and get to the creatively awesome ideas that are going to launch
you to accomplishing your mission in extraordinary ways. Eat lots of sugar during
this process - it helps J.
Step 2: Narrow the list to those that you really
think are necessary.
Take the sugar-enhanced list that you've created and get
rid of the ideas that are unrealistic. The narrowed list becomes your action plan
for accomplishing your mission.
Step 3: Organize and Prioritize
There are lots of ways to do this. Organize ideas into
topics, by responsibility, by time frames, or organize them any way that works
for the group. The result you want is this: You need to know which tasks are most
important (which tasks are you going to focus on first, second, third, and last).
You also need to know who is responsible for making sure each task is completed
- you need one "the buck stops here" person assigned to each task.
Let's stop here and look at an example of a company's action
plan. (Refer to Exhibit 6.)
Key Six - Measure!
Now you know what the group values, you know what you want
to be, you know where you are, and you know how you are going to get from here
to there. You've just finished a period of intense contemplation, brainstorming
and planning. Now, leave the conference room, put the stuff in a drawer and get
back to business as usual.
NO!!!!!!!
That is the biggest mistake you can make. Unfortunately,
it is the most common mistake I've seen made. If you want value out of this process,
then use the Action Plan to guide your work day-to-day and week-to-week. Review
the Action Plan and mission monthly with your team or organization. Review your
progress, refine the mission and the plan, add to it, take away from it, keep
it alive, and you will accomplish the extraordinary.
The most important deliverable from the keys I've outlined
in this article is an astounding unity among the team members. The communication
required to complete a mission statement, as I've described it, is the basis for
continuing growth and change among the participants as the team or organization
goes forward meeting the challenges laid out by their mission. It is much more
valuable than any piece of paper with pretty words will ever be, even if those
words do include "butt-kicking technology" and "spunky attitudes."
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EXHIBIT 4
EXHIBIT 4 Statement of Business Direction for Widget
International, Inc.
(Achieved by November 1, 2001)
Widget International is lean and aggressive. We have a
global presence that enables us to provide solutions to every major market of
the world. We have achieved our first two quarters' revenue and expense targets.
Our unification of Widgets with Gadgets for business provides the foundation for
open standard solutions on industry and standard hardware. Our unique value-add
is in the innovative products, services and programs for the development, deployment
and management of these solutions. We have delivered products, services, and programs
that reflect this direction.
Over the past two quarters we retained and grew our existing
customer base by moving them to Widget/Gadget-based solutions. Our customers are
the solution providers to small- to medium-size businesses and government organizations,
including resellers with specialties in vertical markets such as retail, medical
billing, pharmaceutical, international banking and government; and corporate developers.
1500 of our existing solution providers have registered and been trained how to
develop, deploy or manage our solutions.
Three major industry hardware or software manufacturers
validated Widget International as the trusted provider of these Internet solutions
by investing, agreeing to major co-marketing rollouts, or agreeing to be partners.
Our growth opportunity is in three areas:
- Assisting solution providers in moving existing customers to Widget. 1500
(10%) of our existing customers have purchased our solutions (Widget Basic, Widget
Development, Widget Pro, or PropaWidget). Additionally, 20 Gadgets have been or
are being ported to Widget Basic or Widget Pro using our Widget Development products
or services.
- Focusing on service firms that are consolidating. We have targeted and contacted
50 new service firms.
- Assisting 1 and 2 in scaling their solutions to the high-end data center.
We have two committed partners in addition to Zydget, and have identified 5 customers
who are interested in this platform.
The company is market driven. Our matrix organizational
structure produces clear decisions and enables efficient execution of market-driven
business plans. Employees understand and have accepted the reporting structure.
We recognize that to achieve our business objectives and
maximize efficiencies, our internal systems must facilitate and automate our business
processes utilizing our own technologies. Those internal innovative systems and
processes must incorporate input from partners, customers, and the industry, resulting
in better products, services, and programs. The company runs on Widget or Gadget
- we use our own products.
We use committees to set direction, allocate resources,
resolve conflicts, and empower employees to execute the business plans. We have
established the following committees:
- Executive
- Strategy
- Technology
- Resource
- Operations
- Business-line
- Product
- Communication
- Policy
Our management team and employees execute our strategy
and business plans, while supporting each other in their respective roles. We
encourage aggressive debate and complete alignment around decisions.
Widget International's culture is based on performance,
measurable results, and accountability. Geographic and cultural diversity gives
Widget International the unique ability to address the same challenges that exist
for many of its customers. By meeting these challenges, through processes, systems,
and education, Widget International is uniquely positioned to lead the market
in business solutions for a new era. Our employees are motivated, innovative,
and proactive. They have integrity and foster an environment of seeking to understand
before being understood. We respect the need for balance between an individual's
business and personal life.
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|
EXHIBIT 5
Collective Communications Corporation: Our Business
(Achieved by June 2002)
Collective Communications Corporation (CCC) is the leading
Internet networking software company. CCC technology eliminates dependencies on
existing network infrastructures at the platform, organizational or service provider
level. We make the Internet a reliable, cost-effective business tool by providing
an "Information Dial Tone." Our software enables people to securely access their
data, applications, and information service from any Internet-connected device
anywhere in the world. These capabilities empower our customers to create new
products and services, enhance existing products, and reduce infrastructure and
delivery costs.
CCC enjoys a positive perception in the market place. We
create win/win relationships with our clients: we focus on building the infrastructure
(a win for them), and our clients focus on developing innovative business solutions
(a win for us). Successful clients are our best marketing tools. Both the investment
and end-user communities now realize the power of our technology, making CCC one
of the underpinnings of the new technology age.
As a soon-to-be public company, we are financially stable
with a solid financial future. We have built a good foundation, and we are expanding
both our infrastructure and team; immature systems and processes do not hinder
us. Management is free to continually evolve the business and pursue business
growth opportunities. We are always ahead of the competition. Our biggest challenge
is managing growth, and controlling the by-products of that growth.
Our company is a place where people have the freedom to
think laterally. We are an exciting place, with a professional attitude. People
have flexible work schedules that enable them to deliver on their goals and objectives;
but, work is often very intense. People have the necessary breaks - "cooling off
periods" - that they deserve after a job well done or that they need to continue
to be productive. Our 70-100 employees work and play hard; those who excel in
this environment make a lot of money and enhance their careers
Company leadership is constantly evaluating new products
and strategic relationships to correctly position us for continued growth. We
are expanding internationally, with satellite offices in Europe and Asia. Expansion
continues to push our technology ahead of the competition. Our growing set of
development partners is helping CCC define how the world uses the Internet to
conduct business.
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Rank/ID
|
Category
|
Robert
L. |
craig
M. |
James
B. |
Mark
S. |
Kel |
Kathy
T. |
Helen
D. |
Je |
Harry
P. |
Compl.
Date
|
|
1
|
Financial Plan |
|
1.01
|
Figure out how to balance resources with
available money |
P
|
P
|
L
|
|
|
|
|
|
|
|
|
1.02
|
Define budgetary responsibilities |
P
|
P
|
L
|
|
|
|
|
|
|
|
|
1.03
|
Reduce budgets proposed to the board
of directors by 10% (create a 10% buffer) |
P
|
|
L
|
|
|
|
|
|
|
|
|
1.04
|
Require all new product ideas and initiatives
to have a revenue strategy prior to development |
P
|
L
|
P
|
P
|
|
|
P
|
|
|
|
|
1.05
|
Create appropriate budget and spending
review processes |
P
|
P
|
L
|
|
|
|
|
|
|
|
|
1.06
|
Establish and implement company-wide
purchase order systems and policies |
|
|
L
|
|
P
|
|
|
|
|
|
|
1.07
|
Create a strong DOA |
L
|
P
|
P
|
|
P
|
|
|
P
|
|
|
|
1.08
|
Define P&L responsibilities |
P
|
L
|
P
|
P
|
|
|
P
|
|
|
|
|
1.09
|
Determine a method of prioritizing
and allocating resources |
P
|
L
|
P
|
P
|
|
|
P
|
|
|
|
|
1.10
|
Develop overall fiscal/financial model
for the company |
P
|
P
|
L
|
|
P
|
|
|
|
|
|
|
1.11
|
Write an operations/policy manual |
|
|
P
|
|
L
|
|
P
|
P
|
|
|
|
1.12
|
Establish a clear business model |
P
|
P
|
L
|
|
|
|
|
|
|
|
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1.13
|
Complete budgets and resulting activities
needed to achieve budgets |
P
|
P
|
L
|
|
|
|
|
|
|
|
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1.14
|
Create a budgeting process that gives
management insight into what is and is not being done |
P
|
P
|
L
|
|
|
|
|
|
|
|
|
1.15
|
Increase employee sensitivity to spending
accountability |
P
|
P
|
L
|
P
|
P
|
P
|
P
|
P
|
P
|
|
|
1.16
|
Educate employees on all
financial policies and processes |
P
|
P
|
P
|
P
|
P
|
P
|
P
|
L
|
P
|
|
|
1.17
|
Manage Budget |
P
|
L
|
P
|
P
|
P
|
P
|
P
|
P
|
P
|
|
|
1.18
|
Allocate appropriate resources for the
business initiatives |
P
|
L
|
P
|
P
|
|
|
P
|
|
|
|
|
1.19
|
Follow proper procedures and help the
executive team be an example for other employees (i.e. If CEO doesn't do the paper
work to follow travel policies, why should I?) |
P
|
P
|
P
|
P
|
P
|
P
|
P
|
L
|
P
|
|
|
2
|
Business Plans |
|
2.01
|
Develop economically viable business
plans for each of the 3 business lines |
P
|
L
|
P
|
P
|
|
|
P
|
|
|
|
|
2.02
|
Create transition plan for Netware and
NT customers to our products |
|
L
|
|
|
|
|
|
|
|
|
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2.03
|
Identify 50 customers for Widget X |
|
L
|
|
|
|
|
|
|
|
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2.04
|
Create a business plan template |
|
P
|
L
|
|
|
P
|
|
|
|
|
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2.05
|
Examine pricing strategy for each product
(raise) |
|
L
|
P
|
|
|
|
|
|
|
|
|
2.06
|
Find 50 xSP customers using more than
100 Widget Z systems as a Web Server |
|
L
|
|
|
|
|
|
|
|
|
|
2.07
|
Create a template for what it takes to
roll out a product internationally |
|
L
|
|
|
|
|
|
|
|
|
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2.08
|
Identify and target strategic markets
geographically |
|
L
|
|
|
|
|
|
|
|
|
|
2.09
|
Determine market size of
our target customer |
|
L
|
|
|
|
|
|
|
|
|
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2.10
|
Create pricing strategies
to encourage movement to our new product lines |
|
L
|
P
|
|
|
|
|
|
|
|
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2.11
|
Determine how to identify the 5 customers
who are interested in our high-end data center platform |
|
L
|
|
|
|
|
|
|
|
|
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2.12
|
Determine our target markets |
P
|
L
|
P
|
P
|
|
|
P
|
|
|
|
|
2.13
|
Perform analysis on what percentage of
our business is done in each vertical and what the current size of each is and
what the growth trend is for each |
|
L
|
|
|
|
|
|
|
|
|
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2.14
|
Assist in developing appropriate product
and service pricing models that will maximize margins |
P
|
L
|
P
|
P
|
|
|
P
|
|
|
|
|
2.15
|
Perform market analysis of the xSP markets |
|
L
|
|
|
|
|
|
|
|
|
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2.16
|
Target deployments of failed
Widget Z companies |
|
L
|
|
|
|
|
|
|
|
|
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2.17
|
Target deployments of our competition
in Germany and Japan |
|
L
|
|
|
|
|
|
|
|
|
|
2.18
|
Perform an in depth analysis
of our competitor's products |
|
L
|
|
|
|
|
|
|
|
|
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3
|
Key Hires |
|
3.01
|
Hire a VP of corporate marketing |
L
|
P
|
P
|
P
|
|
P
|
P
|
P
|
|
|
|
3.02
|
Hire three business line
managers |
P
|
L
|
P
|
P
|
|
P
|
P
|
P
|
|
|
|
3.03
|
Hire a marketing manager or BLM with
application development experience (not just OS) |
P
|
L
|
P
|
P
|
|
P
|
P
|
P
|
|
|
|
4
|
Organixational Definition |
|
4.01
|
Finish the implementation of the organizational
structure |
L
|
P
|
P
|
|
P
|
|
P
|
P
|
|
|
|
4.02
|
Define the accurate charters for Deploy
On |
P
|
L
|
P
|
P
|
|
|
P
|
|
|
|
|
4.03
|
Define the accurate charters for Manage
On |
P
|
L
|
P
|
P
|
|
|
P
|
|
|
|
|
4.04
|
Define the accurate charters
for Develop On |
P
|
P
|
P
|
P
|
|
|
P
|
|
|
|
|
4.05
|
Determine who should fill the board seats
that are becoming available |
L
|
P
|
P
|
P
|
P
|
P
|
P
|
P
|
P
|
|
|
4.06
|
Define the charter each of the councils |
L
|
P
|
P
|
|
|
|
P
|
|
|
|
|
4.07
|
Determine who is accountable for success
of councils and how their success will be measured |
L
|
P
|
P
|
P
|
P
|
P
|
P
|
P
|
P
|
|
|
4.08
|
Establish formal job descriptions for
all positions |
|
|
|
|
|
|
|
L
|
|
|
|
4.09
|
Define policy for CTO office
coordination with engineering |
L
|
P
|
P
|
P
|
|
|
P
|
|
|
|
|
4.10
|
Pull field marketing and
channel marketing into one organization (make it happen effectively) |
|
L
|
|
|
|
|
|
|
|
|
|
4.11
|
Transition meetings to councils |
|
|
|
|
|
|
L
|
|
|
|
|
4.12
|
Assign formal leadership to remote offices |
|
L
|
|
|
|
|
|
P
|
|
|
|
4.13
|
Identify members of business line councils |
P
|
L
|
P
|
P
|
|
|
 P |
|
|
|
|
4.14
|
Get agreement on the executive team for
the charter and deliverables for each council |
L
|
P
|
P
|
|
|
|
P
|
|
|
|
|
4.15
|
Finish org chart at Ransom level and
below |
P
|
P
|
P
|
P
|
P
|
P
|
P
|
L
|
P
|
|
|
4.16
|
Define reporting and authority
lines in the organization |
L
|
P
|
P
|
|
|
|
P
|
|
|
|
|
4.17
|
Build a new presentation of the organization
chart |
|
|
|
|
|
|
P
|
L
|
P
|
|
|
4.18
|
Determine and document the escalation
mechanism for conflict in councils |
|
|
|
|
|
|
L
|
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|
4.19
|
Identify members of strategy council |
L
|
|
|
|
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|
|
4.20
|
Identify members of technology council |
|
|
|
L
|
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|
4.21
|
Create a standard output of council actions
and decisions for the rest of the company |
|
|
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|
|
L
|
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|
4.22
|
Communicate, implement and train on matrix
organization structure (the why, what, and how) |
L
|
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|
|
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|
|
P
|
P
|
|
|
4.23
|
Identify cross functional roles of CTO
team within the matrix organization |
P
|
L
|
P
|
P
|
|
|
P
|
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|
|
4.24
|
Create council reporting template |
|
|
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|
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|
L
|
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4.25
|
Create the templates for
council documents |
|
|
|
|
|
|
L
|
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|
4.26
|
Identify members of operations council |
|
L
|
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|
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|
|
4.27
|
Define the role and importance of the
council |
L
|
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|
4.28
|
Create a handbook for councils |
|
|
|
|
L
|
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P
|
P
|
P
|
|
|
4.29
|
Clearly charter the three marketing groups |
L
|
P
|
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5
|
Additional
Investment
|
|
5.01
|
Position the company for another round
of funding in November |
|
|
L
|
|
|
|
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|
|
|
|
5.02
|
Engage Compaq, IBM and Japanese mfg.,
Oracle as investors |
L
|
P
|
P
|
P
|
|
P
|
|
|
|
|
|
5.03
|
Get investment from industry players
to help us develop an IA64 product |
L
|
P
|
P
|
P
|
|
P
|
|
|
|
|
|
5.04
|
Get financial commitment or buy in from
major partners on our short and long term strategies |
L
|
P
|
P
|
P
|
|
P
|
|
|
|
|
|
5.05
|
Create plan to get industry investors
and partners to invest |
|
|
L
|
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|
P
|
|
|
|
|
|
6
|
Widget
X
|
|
6.01
|
Define Widget X online strategy |
|
P
|
|
|
|
P
|
L
|
|
|
|
|
6.02
|
Determine market demand for Widget X
online |
|
P
|
|
|
|
P
|
L
|
|
|
|
|
6.03
|
Complete and execute the GTM plan for
Widget X |
|
P
|
|
|
|
P
|
L
|
|
|
|
|
6.04
|
Sell at least 28 new Widget X customers |
|
L
|
|
|
|
|
P
|
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|
|
|
7
|
Strategic
Partners
|
|
7.01
|
Engage Microsoft as a technology partner |
|
|
|
L
|
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|
|
|
|
|
|
7.02
|
Brief Intel, IBM, Compaq, Oracle on Widget
International strategy and determine and communicate what we want from them |
L
|
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|
|
|
|
|
|
|
|
|
7.03
|
Craft our message and pitch for Intel,
Oracle, IBM, and Compaq |
L
|
P
|
|
P
|
|
P
|
|
|
|
|
|
7.04
|
Identify top 10 hardware and software
partners in the world and establish relationships |
L
|
P
|
|
P
|
|
P
|
|
|
|
|
|
7.05
|
Enter agreement with Oracle to support
combined UNIX+Widget Z strategy on Oracle |
L
|
P
|
|
P
|
|
|
|
|
|
|
|
7.06
|
Get Oracle, SAP, and others to endorse
Open UNIX 8.0 |
L
|
|
|
P
|
|
|
|
|
|
|
|
7.07
|
Continue fostering our relationship with
Unisys |
|
L
|
|
P
|
|
|
|
|
|
|
|
7.08
|
Enter agreement with Compaq to support
combined UNIX+Widget Z strategy on Compaq hardware |
L
|
P
|
|
P
|
P
|
|
|
|
|
|
|
7.09
|
Find a way to beat IBM at their own game
as they push into the Widget Z market |
P
|
P
|
|
P
|
|
L
|
|
|
|
|
|
7.10
|
Complete the Oracle work, engage Domino
on OU8.0/OU8.0 NSC |
L
|
P
|
|
P
|
|
|
|
|
|
|
|
7.11
|
Engage Domino |
L
|
P
|
|
P
|
|
|
|
|
|
|
|
7.12
|
Identify potential partners |
P
|
L
|
|
|
|
P
|
|
|
|
|
|
8
|
Product Plans |
|
8.01
|
Get our existing customers registered |
|
L
|
|
|
|
|
|
|
|
|
|
8.02
|
Ensure that we have subscription services
for all of our products via Widget X and Widget X online |
|
L
|
|
P
|
|
|
P
|
|
|
|
|
8.03
|
Create How-To programs for our customers |
|
L
|
|
P
|
|
|
P
|
|
|
|
|
8.04
|
Create plans to release Open UNIX 8.0
and Open UNIX 8.0 with NSC |
|
L
|
|
|
|
|
|
|
|
|
|
8.05
|
Identify ways to tie in mobile products
and solutions to our products |
|
|
|
L
|
|
|
|
|
|
|
|
8.06
|
Create a white paper for sales people
for each product |
|
L
|
|
P
|
|
|
P
|
|
|
|
|
8.07
|
Identify the solution or solution stack
to push into the 5 customers who are interested in our platform |
|
L
|
|
P
|
|
|
P
|
|
|
|
|
8.08
|
Add current product development status
to product roadmap |
|
L
|
|
P
|
|
|
P
|
|
|
|
|
8.09
|
Develop product development roadmap for
the next 6 months |
|
L
|
|
P
|
|
|
P
|
|
|
|
|
8.10
|
Define the migration strategy for Open
Server customers |
|
L
|
|
|
|
|
|
|
|
|
|
8.11
|
Define end of life strategy for Open
Server |
|
L
|
|
|
|
|
|
|
|
|
|
8.12
|
Publish a schedule of planned releases
for all products |
|
L
|
|
P
|
|
|
P
|
|
|
|
|
8.13
|
Clarify our localization strategy and
execute |
|
L
|
|
P
|
|
|
P
|
|
|
|
|
8.14
|
Assign resources (product manager, etc.)
to the high-end data center focus |
|
L
|
|
|
|
|
|
|
|
|
|
8.15
|
Prioritize the importance of our products |
L
|
P
|
P
|
P
|
|
|
P
|
|
|
|
|
8.16
|
Get all of our products into a subscription
model |
|
L
|
|
P
|
|
|
P
|
|
|
|
|
9
|
IA64 |
|
9.01
|
Define our IA64 strategy for Widget Z |
P
|
L
|
P
|
P
|
|
|
P
|
|
|
|
|
9.02
|
Develop an IA64 deliverable
for Compaq by July |
|
L
|
|
P
|
|
|
P
|
|
|
|
|
9.03
|
Define our IA64 strategy for UNIX |
|
L
|
|
P
|
|
|
|
|
|
|
|
9.04
|
Define our IA64 strategy for UNIX |
P
|
L
|
P
|
P
|
|
|
P
|
|
|
|
|
9.05
|
Ensure 64bit strategy is there for Open
UNIX and Open Widget Z |
P
|
L
|
P
|
P
|
|
|
P
|
|
|
|
|
9.06
|
Ensure that an IA64 strategy is created,
communicated, and implemented |
L
|
|
|
|
|
|
|
|
|
|
|
9.07
|
Engage Intel, HP, and IBM on an IA64
ent. Widget Z program |
L
|
P
|
|
P
|
|
|
|
|
|
|
|
10
|
Open Source Initiatives
and Process |
|
10.01
|
Define the policies and procedures for
open source development (how do we get input from open source initiatives into
our processes and products) |
P
|
P
|
|
L
|
P
|
|
|
|
|
|
|
10.02
|
Create an Open Source license that is
conducive to making money |
P
|
P
|
|
P
|
L
|
|
|
|
|
|
|
10.03
|
Review GPL, XPL, Draft XPL |
|
|
|
|
L
|
|
|
|
|
|
|
10.04
|
Define our EDK and other tools for developers |
|
|
|
L
|
|
|
|
|
|
|
|
10.05
|
Work on a standard distribution and standard
for all of Widget Z |
|
|
|
L
|
|
|
|
|
|
|
|
10.06
|
Assign CTO team reps to strategic tech
initiatives |
|
|
|
L
|
|
|
|
|
|
|
|
10.07
|
Develop a mechanism for partners and
customers to give technical input and a method for us to capture that back into
our processes and products |
|
P
|
|
L
|
|
|
|
|
|
|
|
11
|
MIS |
|
11.01
|
Fully implement our company-wide calendaring
system |
|
|
L
|
P
|
|
|
|
|
|
|
|
11.02
|
Develop an overall IS system that will
facilitate, capture and disseminate information relating to all aspects of the
company's business |
|
P
|
L
|
|
|
|
|
|
|
|
|
11.03
|
Create and implement a corporate-wide
groupware solution |
|
|
L
|
P
|
|
|
|
|
|
|
|
11.04
|
Use our own programs, processes, and
software internally |
P
|
P
|
L
|
P
|
P
|
P
|
P
|
P
|
P
|
|
|
11.05
|
Implement the PRM systems and tie sales
out data to it |
|
P
|
L
|
|
|
|
|
|
|
|
|
11.06
|
Establish a corporate data security policy |
|
|
L
|
P
|
P
|
|
|
|
|
|
|
11.07
|
Get IT infrastructure ready to have a
real time reporting structure |
|
|
L
|
|
|
|
|
|
|
|
|
12
|
Communications |
|
12.01
|
Create a communication plan for employees |
P
|
|
|
|
|
|
|
L
|
P
|
|
|
12.02
|
Identify the means of communications
with our resellers and communicate to them what those communication channels are |
|
L
|
|
|
|
|
|
|
|
|
|
12.03
|
Educate the board of directors about
our business |
L
|
P
|
P
|
P
|
P
|
P
|
P
|
|
|
|
|
12.04
|
Evaluate our current regular communications
with the resellers to help educate them about what we are doing |
|
L
|
|
|
|
|
|
|
|
|
|
12.05
|
Develop a plan to quickly internationalize
our communication with the resellers |
|
L
|
|
|
|
|
|
|
|
|
|
12.06
|
Use PR firm to aggressively communicate
the Widget Z for Business concept to the public |
L
|
|
|
|
|
|
|
|
|
|
|
12.07
|
Create an honest feedback mechanism for
employees to voice criticism or constructive feedback of executives |
|
|
|
|
|
|
|
L
|
P
|
|
|
12.08
|
Communicate more effectively to remote
offices |
|
|
|
|
|
|
|
L
|
P
|
|
|
12.09
|
Communicate to each employee their place
in the organizational structure |
P
|
P
|
P
|
P
|
P
|
P
|
P
|
L
|
P
|
|
|
12.10
|
Communicate the vision statement to the
Board of Directors |
L
|
|
|
|
|
|
|
|
|
|
|
12.11
|
Communicate the vision statement to the
Board of Directors |
L
|
|
|
|
|
|
|
|
|
|
|
12.12
|
Create communications plans for employees,
customers, and partners |
L
|
P
|
P
|
|
|
|
|
P
|
|
|
|
12.13
|
Implement corporate contact policy -
a centralized method for employees to contact partners - key contact point |
|
|
|
|
L
|
|
|
|
|
|
|
12.14
|
Communicate the vision statement to employees |
L
|
|
|
|
|
|
|
P
|
P
|
|
|
13
|
Product - based
Education |
|
13.01
|
Create sales training for new strategy
(so the sales team knows what to sell) |
|
L
|
|
|
|
|
|
|
|
|
|
13.02
|
Give our sales team the tools and training
to be effective |
|
L
|
|
|
|
|
|
|
|
|
|
13.03
|
Create web-based training for our existing
customers |
|
L
|
|
|
|
|
|
|
|
|
|
13.04
|
Partner with someone to create web-based
training |
|
L
|
|
|
|
|
|
|
|
|
|
13.05
|
Make sure our Educational products address
other business lines |
|
L
|
|
|
|
|
|
|
|
|
|
14
|
Compensation, Rewards
and Recognition |
|
14.01
|
Define internal events (DIGET Friday,
Christmas Party, etc.) |
|
|
|
|
|
|
|
L
|
|
|
|
14.02
|
Evaluate sales commission incentives
for priority products |
P
|
L
|
P
|
|
|
|
|
P
|
|
|
|
14.03
|
Define the company activities and sales
incentive programs and employee recognition forums (i.e. President's Club, Go-Forward
Activities) |
P
|
P
|
P
|
|
P
|
|
|
L
|
|
|
|
14.04
|
Finalize our stock option allocation
plan |
|
|
P
|
|
P
|
|
P
|
L
|
|
|
|
14.05
|
Tie business line manager compensation
to delivery of their objectives and plans |
P
|
L
|
P
|
|
|
|
|
P
|
|
|
|
14.06
|
Assist in developing compensation and
remunerative plans that are based on employee and team value-add |
P
|
P
|
P
|
|
P
|
|
|
L
|
|
|
|
14.07
|
Determine how to reward employees for
suggestions and other constructive actions |
|
|
P
|
|
P
|
|
|
P
|
|
|
|
14.08
|
Implement meritocracy and allow for quick
results |
P
|
L
|
P
|
P
|
P
|
P
|
P
|
P
|
P
|
|
|
14.09
|
Create a plan to move us from current
compensation to meritocracy |
P
|
P
|
P
|
|
|
|
|
L
|
|
|
|
14.10
|
Establish and execute productivity metrics
for all departments |
P
|
P
|
P
|
P
|
P
|
P
|
P
|
L
|
P
|
|
|
14.11
|
Charter a compensation council |
L
|
P
|
P
|
|
P
|
|
|
P
|
|
|
|
15
|
MarComm |
|
15.01
|
Define a trade show strategy |
L
|
P
|
|
|
|
|
|
|
|
|
|
15.02
|
Define messages for Forum 2001 |
L
|
P
|
|
|
|
|
|
|
|
|
|
15.03
|
Ensure success of Rolling Thunder |
L
|
P
|
|
|
|
|
|
|
|
|
|
15.04
|
Get one cover article in a major business
publication |
L
|
|
|
|
P
|
|
|
|
|
|
|
15.05
|
Create a comprehensive marketing plan
to include direct mail, PR events, trade shows, etc. |
L
|
P
|
|
|
|
|
|
|
|
|
|
15.06
|
Create a new corporate presentation for
people to use in front of customers and partners |
L
|
P
|
|
|
|
|
|
|
|
|
|
16
|
Investor Relations |
|
16.01
|
Communicate the vision statement to investors |
P
|
|
L
|
|
P
|
P
|
|
|
|
|
|
16.02
|
Create a proactive plan to improve the
health of our stock |
P
|
|
L
|
|
P
|
P
|
|
|
|
|
|
16.03
|
Create a communications plan for investors |
P
|
|
L
|
|
P
|
P
|
|
|
|
|
|
16.04
|
Prepare IR communication plan - get IR
ready |
P
|
|
L
|
|
P
|
P
|
|
|
|
|
|
16.05
|
Create an investor relations road show |
P
|
|
L
|
|
|
|
|
|
|
|
|
17
|
Professional Services |
|
17.01
|
Evaluate our professional services group
as a services or support business |
|
L
|
|
|
|
|
|
|
|
|
|
17.02
|
Assess resources, market, and current
focus of our professional services group |
|
L
|
|
|
|
|
|
|
|
|
|
17.03
|
Develop a plan for integrating professional
services in the 20 OpenServer applications |
|
L
|
|
|
|
|
|
|
|
|
|
18
|
Right-Sizing |
|
18.01
|
Identify people who need to be replaced
(not just let go) |
P
|
P
|
L
|
P
|
P
|
P
|
P
|
P
|
P
|
|
|
18.02
|
Implement RIF with the least amount of
diDIGETuragement and loss of productivity as possible |
|
|
|
|
P
|
|
|
L
|
P
|
|
|
18.03
|
Identify cross-team roles and positions
that can be consolidated |
P
|
L
|
P
|
P
|
P
|
P
|
P
|
P
|
P
|
|
|
19
|
Corporate Business
Development |
|
19.01
|
Complete transaction by obtaining shareholder
approval |
P
|
|
P
|
|
L
|
|
|
|
|
|
|
19.02
|
Create process to analyze technology
acquisition opportunities |
P
|
P
|
P
|
P
|
|
L
|
|
|
|
|
|
19.03
|
Develop an acquisition strategy for technology
and operating entities |
P
|
P
|
P
|
P
|
|
L
|
|
|
|
|
|
19.04
|
Close DIGET deal - consolidate international
organization, review agreements |
|
|
P
|
|
L
|
P
|
|
|
P
|
|
|
19.05
|
Create an integration strategy for acquired
companies |
|
|
|
|
|
P
|
|
P
|
L
|
|
|
20
|
Executive Engagement |
|
20.01
|
Schedule key executives to meet with
each key account |
|
|
|
|
|
|
L
|
|
|
|
|
20.02
|
Ensure that the international teams have
executive face time |
|
|
|
|
|
|
L
|
P
|
P
|
|
|
20.03
|
Initiate and provide executive resources
and bodies to communicate our message to various types of partners |
P
|
P
|
P
|
P
|
P
|
P
|
L
|
|
|
|
|
20.04
|
Establish regular facilities visits for
executives |
|
|
|
|
|
|
L
|
P
|
P
|
|
|
|
