Business Alignment & GrowthBusiness Alignment & Growth

Marty GuptaAugust 4, 2011

TECNAConference -Atlanta

The Growth Challenge

● Sustained growth is an elusive goal

● Only 20% of large companies grow consistently through botheconomic expansions and contractions

● Only 5% of large companies achieve sustained growth by organicmeans

● Those that do, average 10x greater financial return (than S&P500)

The Holy Grail

Growth leaders are better skilled in managingrisk, so they take more risk

The Strategy/Execution Divide

Uninspired Strategy

● Ideas aren’t big enough

● Risk-averse culture

● Annual event, static process

Disappointing Execution

● Results underperform plan

● Uncertainty not managed

● Execution follows strategy

Strategy and execution are inextricably linked.They need to be managed as one continuous process.

Two commonly experienced problems:

Growth Leaders

● The best companies have better alignment between strategy andexecution, senior leaders and project teams

● The best companies take more risk because they are better atmanaging risk

Growth StrategyAlignment

Aligning Strategy & Execution

Cross-functional Alignment

R&

D

Mktg

.

Ops.

Sale

s

Fin

ance

Oth

er

Vert

ical

Alignm

ent

ProjectLeaders

FunctionalLeaders

SeniorLeaders

Str

ate

gic

Ass

um

pti

ons

Execution Assumptions

CAP providesa commonlanguage

Project Acceleration

TECNA Survey

TECNA Mission

● 1. TECNA’s primary role is to provide a platform forexchanging information, best practices and peer-to-peernetworking for leaders of technology councils in NorthAmerica (i.e. we act as the professional developmentorganization for technology council leaders)

● 2. TECNA’s second role is as a trade group for technologycommunity membership organizations – bringing together 40distinct organizations with 20,000 technology companies asmembers

● 3. Finally, TECNA has a role in Washington and Ottawa topromote economic development through the support ofspecific initiatives and regional institutions

Professional Development Organization for Technology Councils

● 4. Peer-to-peer networking is the single most beneficialactivity for TECNA members

● 5. TECNA conferences are best when we manage themourselves

● 6. I’d like to learn more about the host organization andregion

● 7. I would appreciate more communications betweenconferences

● 8. The annual conferences would be improved by offeringtwo tracks – one for larger, established technology councilsand one for smaller, newer technology councils – in additionto general sessions

● 9. TECNA should offer smaller regional meetings betweenconferences

● 10. Sharing of best practices is valuable but too casual –TECNA has a real opportunity to provide a resource library ofinformation

Trade Group for Technology Councils and their members

● 11. We need to reach out and recruit more technologyassociations

● 12. TECNA has the potential to facilitate the developmentof new technology associations

● 13. TECNA has opportunity to leverage its buying power tooffer benefits to members (i.e. health insurance, businessservices)

● 14. TECNA should explore ways to harness the cumulativepower of its 40 technology association members and their20,000 member companies (i.e., surveys, policy questions,etc.)

Economic Development

● 15. TECNA does not currently have the brand, consensus-making capability or government know-how to drive a policyagenda so partners with national organizations (i.e.TechAmerica, CompTIA)

● 16. The policy agenda should be ala carte, that is, TECNAmembers should have the option to sign up for specificpolicy initiatives

TECNA Initiatives

● 17. TECNA should focus on only 2 or 3 key initiatives in thenext year

● 18. Executive committee selection and assignment processneeds to be improved

● 19. Resources should be allocated to recruiting newtechnology council members

15 Respondents

Assumption Averages TECNA Survey

2.50

3.00

3.50

4.00

4.50

5.00

Assumption Variance TECNA Survey

0.00

0.50

1.00

1.50

2.00

Averages by Respondent TECNA Survey

3.00

3.20

3.40

3.60

3.80

4.00

4.20

4.40

4.60

Assumption Averages & Variance TECNA Survey

2.50

3.00

3.50

4.00

4.50

5.00

0.00 0.50 1.00 1.50 2.00

Ave

rage

Variance

Info exchange role

Trade group role

Econ dev role

Policy partnerships

Ala carte policies

Two-track conf

Resource libraryRecruitresources

Peer networking

Harness members

2 or 3 initiatives Buying power

Recruitment Communications

Self managed conf

Summary of Findings

● TECNA’s role in exchanging information, benchmarks and peer-to-peernetworking has highest level of agreement

• Peer-to-peer networking

● Strong agreement on TECNA’s role as trade group

• Harness the power of 20,000 member organizations

• Explore buying power

● Agreement that TECNA should have an economic development role butsome disagreement on how that should be achieved

• Role of policy partners

● Focus on 2 or 3 initiatives

TECNA Survey

Contact Information

Marty Gupta

Managing Director

770-729-9027

mgupta@CAPconsultants.com

www.CAPconsultants.com