IMA IT Webinar From Aug 13 2013

Inside Talk
Best Practices in Strategic PlanningLearn how to build your playbook to thrive in perilous times
Bob Paladino August 13, 2013
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Inside Talk Webinar Series 2013 Institute of Management Accountants. All rights reserved.
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Moderator
Steve Shannon Director Business Development IMA
Featured Presenter
Bob Paladino, CPA Managing Partner Bob Paladino & Associates, LLC
Bob Paladinos Biography

Bob Paladino is the Founder and Managing Partner of his firm, which focuses on advising executives and their teams on implementing and integrating CPM competencies including establishing a CPM function, Strategic Planning, Performance Management/Balanced Scorecard, Quality Improvement, and Knowledge Management competencies. He has authored the three of the top four best-selling books in the Corporate Performance Management (CPM) field: Five Key Principles of Corporate Performance Management, Innovative Corporate Performance Management and Corporate Performance Management Best Practices. As a former Chief Performance Officer of Crown Castle International in the Office of the CEO, Mr. Paladino directed the global CPM/Balanced Scorecard program to win both the coveted international Hall of Fame Balanced Scorecard Award and American Productivity & Quality Centers (APQC) Best Practice Partner award. Wall Street Journal ranked Crown Top 20 Most Improved in Shareholder Value. In his formative years, Bob was a global consultant for PricewaterhouseCoopers, the Balanced Scorecard Collaborative, and Towers Perrin; he is a Wharton dual MBA in Finance and Management, a CPA and a member of the AICPA. Mr. Paladino donates book royalties to the United Flight 93 Memorial near his home. He is published in leading journals and is among the highest rated speakers at corporate and industry events in over 60 cities globally.
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Learning Objectives
Upon completing this webinar, you will be able to:
1. Learn practical tools, methods and templates to create value 2. Acquire best practice models from successful companies 3. Gain insights into the changing frequency of strategic planning 4. Understand strategic planning integration with performance management
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How Can We Help You Achieve Results?

Years of Live Case Studies to Close the Strategy Gap
(Page 1 of 3)
Please email bobpaladino@paladinoassociates.com to secure your complimentary copies of top 5 articles

1. AICPA, (American Institute of Certified Public Accountants) How Can the CFO Contribute to the Top Line? at M7/Elbit Aerospace 2. APQC (American Productivity Quality Center), Crown Castle International's Corporate Performance Management (CPM) System 3. APQC Magazine, Integrating Balanced Scorecard, Six Sigma, and Knowledge Management to Drive Value at Crown Castle International 4. APQC Magazine, Integrating Balanced Scorecard, Sarbanes Oxley and Knowledge Management (Nadia Upley) 5. APQC Research Reports: Enterprise Risk Management Reports I & II Executive Summaries only (Best Practice Company Cases) 6. ASMI (American Strategic Management Institute), Realizing Strategies Through Balanced Scorecard Based Budgeting 7. ASMI, Innovative Corporate Performance Management, Boy Scout of Americas Journey to Excellence 8. Better Management, Integrating the Balanced Scorecard and Total Rewards to Drive Value 9. Business Finance Magazine, Fitting the Balanced Scorecard into BPM 10. Business Finance Magazine, Retaining Knowledge Capital (TVAs response to an Aging Technical Workforce) 11. Business Performance Magazine, A New Brand Value: Integrating Branding in Corporate Performance Management 12. Business Performance Magazine, Moving Strategy Forward: Merging the Balanced Scorecard and Business Intelligence To Drive Value 9

(Page 2 of 3)

13. 14. 15. 16. Business Performance Magazine, Performance Promotion: Why CPM needs it Own Office, (with Gary Cokins) Business Week Research, The Payoff of Pervasive Performance Management, (Joe Mullich) Certified Management Accountant (CMA Institute), 5 Key Principles of CPM 3 Article set City of Coral Springs Coach (Russia), Excellence in Corporate Performance Management at Intercomp Global Solutions (HR Outsourcing Firm) 17. CFO Magazine Research, What CEOs want from Their CFOs Today 18. CIO Insights, Corporate Performance Management and Metrics that Matter
19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. CorVu, Crown Castle International Case Balanced Scorecard Hall of Fame case summary Executive Insight, Finance Strategies & CPM for the New Normal, Co-author with CFO, MidMichigan Health HBS, (Harvard Business School Publishing), Balanced Scorecard Hall of Fame Case Crown Castle International #1 HBS case HBS, How to Conduct a Balanced Scorecard Review to Create Alignment HBS, Survival Strategies for Unmerciful Markets: The Telecom Experience HBS, The Challenge of Global Alignment, Crown CEO Shares his Perspectives HBS, Global Alignment: A Telecoms Tale Crown Castle International xxx IIE (Institute of Industrial Engineering ), 5 Key Principles of CPM, Strategic Product Development at Bayer/Medrad JCAF (Journal of Corporate Accounting & Finance Wiley), What is Strategic-Operational Misalignment Costing your Firm Each Year? JCAF, Enterprise Risk Management, a Best Practice Approach, (with Sebastian Francis) JCAF, Missed Opportunities in Strategy and Enterprise Risk Management,(with DePaul Dr. Frigo & Federal Reserve Banks CIO) JCAF, Strategic Financials: What Does the CFO Need in the Rapidly Changing Utility Market?
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(Page 3 of 3)

31. 32. 33. 34. JCAF, Innovative Corporate Performance Management (Office) at Omaha Public Power District JCAF, Innovative Corporate Performance Management at Delta Dental of Kansas JCAF, Improve Earnings by Shifting Finance Dept. Resources to CPM Services at MidMichigan Health Knowledge Management Review, Taking its Knowledge Mgt Portal to the Next Level at Crown Castle International Strategic Finance (Institute Management Accountants), Balanced Forecasts Drive Value Strategic Finance, (IMA), Strategically Managing Risk in Todays Perilous Markets at United Illuminating Strategic Finance (IMA), 5 Key Principles of Corporate Performance Management- 3 Article set on Bronson Methodist Hospital Strategic Finance, (IMA), Innovative Corporate Performance Management 3 Article set on Sharp Healthcare System Strategy Magazine, The Role of the Chief Performance Officer During these Perilous Times
35. 36. 37.

38. 39.
Five Key Principles of CPM

Training, Consulting, Speaking contact bobpaladino@paladinoassociates.com
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Five Key Principles of CPM: 26 Award Winning Public, Private & Government Organizations
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2013 www.paladinoassociates.com Bob Paladino & Associates, LLC
The Five Key Principles of Corporate Performance Management Consists of Over 30 Best Practices
2. Refresh & Communicate Strategy
5. Leverage & Manage Knowledge
1. Establish CPM Office & Officer
3. Cascade & Manage Strategy
4. Improve Performance
Source: Bob Paladino, Innovative Corporate Performance Management, Wiley Publishing, 2011
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The Five Key Principles of Corporate Performance Management: Best Practices Pentagon
5 Key Principles of CPM Core Best Practices
PRINCIPLE 1.
ESTABLISH CPM OFFICE & CPM OFFICER
1.1 Executive Sponsorship 1.2 Organization Reporting Level 1.3 CPM Office Staff 1.4 Leadership, Ability to Influence 1.5 CPM Process Ownership 1.6 CPM, Industry & Co Knowledge 1.7 Collaborative Maturity 1.8 Ability to Learn
PRINCIPLE 2.
REFRESH & COMMUNICATE STRATEGY
2.1 Strategic Planning 2.2 Core & Adjacent Products/Svcs 2.3 Strategic Plan
2.4 Map Strategy

2.5 Link Strategy & Budget 2.6 Communication Plan
CPM
PRINCIPLE 5.
MANAGE & LEVERAGE KNOWLEDGE
5.1 Develop KM Processes 5.2 Leverage Technology
AWARD WINNING
PRINCIPLE 3.
CASCADE & MANAGE STRATEGY
3.1 Partner with Business Owners 3.2 3.3 3.4 3.5 3.6 Level 1 Balanced Scorecard Leverage Scorecard Design Cascade to Lower Levels Align Support Services Align Teams & Individuals
BEST
PRACTICES
PRINCIPLE 4.
IMPROVE PERFORMANCE
5.3 Develop Expert Locator System

5.4 Link KM to Improve Performance 5.5 Link KM to Strategic Planning 5.6 Maintain Virtual KM Network
3.7 Link Rewards & Recognition 3.8 Manage Using Measures 3.9 Automate Measures
4.1 Prioritize Improvement Projects 4.2 Leverage Customer Processes
4.3 Leverage Process Improvement 4.4 Benefit from Benchmarking 4.5 Create a Performance Improvement Culture
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CFOs Provide Strategic Leadership
15
Finances Strategic Leadership is Enabled by The Five Key Principles of

Corporate Performance Management
16
Polling Question 1
How would you characterize your enterprise performance (revenue) in the past two years?
a) Growing b) Holding steady c) Declining
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Polling Question 1 Results

How would you characterize your enterprise performance (revenue) in the past two years?
a) Growing 48% b) Holding steady 38% c) Declining 14%
M7 Aerospace: Strategic Growth

San Antonio Business Journal
M7 Aerospace LP has been bought out by Israeli defense electronics company Elbit Systems Ltd. for $85 million in cash. Haifa, Israel-based Elbit (NASDAQ: ESLT) specializes in developing aerospace, land and naval systems; communications; computers; intelligence surveillance and reconnaissance; unmanned aircraft systems and airborne warning systems
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M7 Aerospace: Best Practice Case

Executive Views on Corporate Performance Management
CPM has literally transformed M7 from a start-up organization that was operating in business unit silos with limited communication among the management team into an integrated company with a full understanding of cause and effect across the entire organization. Aiding the management team in fully understanding and reviewing the key aspects of its business on a continual basis is essential for any high-performance organization.
Kevin Brown, (CFO Promoted to) President and Chief Executive Officer
The whole strategic evaluation process has been a great opportunity to get some of our new personnels ideas and strategies on the table as well as rekindle our legacy employees thoughts and perspectives. The BSC has given us a consistent perspective of how other departments are doing and how their capabilities could potentially assist upcoming ventures.
Steve Leland, Vice President, General Manager, Government Programs
The BSC has allowed us to do the analysis necessary to put the proper resources in place to improve our business.
Mark Provost, Director, Engineering
The Balanced Scorecard has been instrumental in driving M7 Aerospace toward best in class processes and procedures.
Brian Dannewitz, VP Supply Chain Management and Spares Sales
Inside Talk Webinar Series 2013 Institute of Management Accountants. All rights reserved. 2013 www.paladinoassociates.com Bob Paladino & Associates, LLC
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Polling Question 2
Does your organization have a CPM function or at least a person who acts in this capacity?
a) Yes b) No c) I dont know
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Does your organization have a CPM function or at least a person who acts in this capacity?
a) Yes
33% b) No
45%
c) I dont know
22%

Awards & Honors
Northrop Grumman World Class Team Supplier For the third consecutive year M7 Aerospace was awarded a supplier award from Northrop Grumman Corporation. M7 Aerospace was selected to receive a World Class Team Supplier award for its consistently demonstrated outstanding achievements and support of Northrop Grumman programs. Institute of Supply Management (ISM) Excellence in Innovative Supply Management (EISM) Award For the third year in a row M7 was one of just six companies to win this award which is given annually to recognize and reward organizational excellence in the purchasing and supply management field. The Boeing Company Supplier Quality Award The Boeing Company honored M7 Aerospace for its manufacturing support of Boeings C-130 Avionics Modernization Program (AMP). Work performed by M7 includes fabricating sheet metal parts, building hydro form parts; painting and priming; building cable assemblies and bending tubes for precise applications.
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Highlights, Notable Performance Results
Financial (lagging indicators) M7 Aerospace has increased consolidated revenue by over 500% during the past five years M7 Aerospace has increased consolidated EBITDA by over 1,000% in the past two years C23 BU maximized cash flow by reducing accounts receivable over 60 days past due from $140,000 to zero Engineering Services BU maximized cash flow by reducing accounts receivable over 60 days past due from $160,000 to zero Customer (lagging indicators) Customer: C23 BU achieved customer provided Customer Performance Assessment Report (CPAR) Card ratings of very good for most of year Customer: Engineering Services BU achieved Boeing customer Best Rating for Quality for most of year Customer: Engineering Services BU achieved Boeing customer Best on Schedule Rating for Quality for most of year
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Process (leading indicators) Supply Chain: BU response time to provide parts to C23 BU program was green, under 30 minutes for the entire year. Process/Productivity: Government Business Development BU increased the number of new Programs Identified for Evaluation from four to 32 in one year, an increase of 800%. C26 Peru program inventory accuracy exceeded agreed target of 98%, a key customer requirement, for most of the year. Supply Chain Management BU response time to provide parts to C23 BU program was green, under 30 minutes for the entire year. MRO BU amount of backlog booked exceed target for six consecutive months. MRO BU on time delivery of services to internal customers or other M7 BUs was at or above target of 97% for the year. MRO BU on time delivery of services to external (outside M7 family of BUs) customers was at or above target of 97% for the year.
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Process (leading indicators)
MRO BU amount of backlog booked exceed target for six consecutive months MRO BU on time delivery of services to internal customers or other M7 BUs was at or above target of 97% for the year MRO BU on time delivery of services to external (outside M7 family of BUs) customers was at or above target of 97% for the year Parts/Spares BU secured more new customers than target for most of the year Quality BU increased percentage of in-bound parts cleared in 24 hours from 78% to 90% Finance Support provided necessary business analytics within 12 days after month end consistently throughout the year Contracts SU maintained all contract terms as current over 90% of the time for the entire year Corporate Development SU provided timely quotes and modeling services over 95% of the time for the whole year Development SU provided delivered Consolidated Scorecards on time 100% of the time all year
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People (leading indicators)
People: HR SU improved selection and hiring process, the percentage of employees successfully completing hiring probationary period (30/60/90 day appraisals) increased to 90 percent. Information Technology: IT SU completed 100% of targeted training and certifications for the entire year. Representative Lean Six Sigma team results: Dock to Stock Span Time Reduction project team successfully reduced work-in-progress from 206.1 jobs to 38.3 jobs, an 81% decrease; and reduced process Lead Time from 30 hours to 5.2 hours, an 82% decrease!
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The Five Key Principles of Corporate Performance Management Consists of Over 30 Best Practices
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Polling Question 3
How often do you conduct strategic planning?
a) Annually
b) Every six months

c) Quarterly
d) As needed
e) Never
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How often do you conduct strategic planning?
a)
Annually 49%
b)
c) d) e)
Every six months

8% Quarterly 15% As needed 24% Never 4%
2013 Institute of Management Accountants. All rights reserved.
Strategic Planning Approach Used by BUs, Support Functions to Create a Strategic Plan
CPM Principle 2: Refresh and Communicate Strategy (Formulate)
Input
Strategic Input Documents Annual Report Industry Reports Market Research Industry Experts
Analyses
Core and Adjacency Analyses Risk Reward Matrices Business Cases Five Forces SWOT Pro Forma Statements
Strategies
Products, Services Geographies Customers Competencies Processes Technologies Others
Strategic Plan
Strategy Map Strategic Objectives Draft BSC Measures Draft BSC Targets Major Initiatives Budgets
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Principle 2: Refresh and Communicate Strategy

Process to Build a Strategic Plan
Process Stage
Input
Approach
Review company documents and prepare strategic input documents Workshop 1 Prepare Vector Maps, Identify Opportunities Workshop 2 Prepare Opportunities Risk / Reward matrices +
Deliverables
Strategic Input Documents Templates for completion by team Draft core and adjacency map Work shop 1 materials Core & Adjacency Maps Work shop 2 materials Risk reward matrices Five Forces SWOTs Business cases Facilitation Workshop 3 Customer, Financial, Process, Market, Product, Service, People, Technology, Engineering Strategies Strategy Maps Strategic Objectives Draft BSC Measures Draft BSC Targets Major Initiatives Capital and Operating Budgets Flow chart of strategic planning process Process steps defined Work instruction level Source documents/ templates used
By BU
X
Corp Rollup
X
Analyses
Strategies
Workshop 3 Formulate strategies
Strategic plan
Update Strategic Plan (ongoing)
Refine Strategic Planning Process
Refine Strategic Planning Process (ongoing)
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Strategic Input Documents

Strategic Plan Element
Executive Summary History Markets- Regulatory Markets- Competitors
Primary Leader Contact
Secondary Leader Contact
Markets - Customers
Products/Services Strategic Processes Suppliers / Providers Strategic Technologies
Facilitates
People & Competencies Financial Condition
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Markets/Customers U.S. Military UAV/ISR Spending

UAV (Unmanned Aerial Vehicle) and ISR (Intelligence, Surveillance and Reconnaissance vehicle)
The Teal Group estimates that UAV spending will double in the next ten years. That amounts to a spend of $62 billion over the next decade. Over that same Timeframe, the United States will account for 72% of Research, Development, Testing and Evaluation (RDT&E) and 61% of all procurement expenses.
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Vector Map to Determine Current Business Profile

Technology
Program Management CDRL Submittals
Customers
Web Based Applications

State Dept. USAF
Processes
EVMS Module
Process Documents Database collection system BAE Systems Army Fixed Wing FAA 135 Structure
NAVAIR
Future Current
Geography
Space Operations OCONUS Operations CONUS Operations Strong Core
Regulators
Weapons DCAA System (CAS) DCMA Compliant
Fixed Wing LCCS
Rotor Wing LCCS
FAA 145 RS Army Regulatory Compliant Maintenance Quality Control
Channel Markets
ISR /UAV Installations 1
Maintenanc e Logistics Field Repairs Depot Mods Field Modifications Program Management
Program Management Configuration Management Maintenance Forecasting Sr. Program Mgmt
Weapons System CLS International Direct
ISR: Intelligence Surveillance and Reconnaissance UAV Unmanned Aerial Vehicles
Products / Services
People Skills, Capabilities

35
Vector Map to Determine Future Growth:

#1 New Market for UAV and ISR
Technology
Program Management CDRL Submittals Web Based Applications State Dept. USAF
Customers
Current Capability
Processes
EVMS Module
Process Documents Database collection system BAE Systems Army Fixed Wing FAA 135 Structure
NAVAIR
Adjacency
Future Current
Geography
Space Operations OCONUS Operations CONUS Operations Strong Core
Regulators
Weapons DCAA System (CAS) DCMA Compliant
Game Changer
Fixed Wing LCCS Rotor Wing LCCS
FAA 145 RS Army Regulatory Compliant Maintenance
Channel Markets
ISR /UAV Installations
Maintenanc e Logistics Field Repairs
Quality Control
Program Management Configuration Management Maintenance Forecasting Sr. Program Mgmt
Weapons System CLS

International Direct
Depot Mods 1
Field Modifications Program Management
ISR: Intelligence Surveillance and Reconnaissance UAV Unmanned Aerial Vehicles
Products / Services
People Skills, Capabilities

36
Opportunities Risk and Reward Matrix:

Opportunity #1 has five key sub opportunities
High
High Risk/ High Reward Game Changers?
Risk
9
Low
Plums
7b
1. ISR/UAV
a) Structural Engineering b) Systems Engineering c) Aircraft Systems Mods d) Structural Modification e) Installation
12a 4b
4 7c 4b 10 1a 5c 2c 2b Why do It? 11a 18 20 11b 5d 13 19 1c 4e 14 1b
16
5b
High
1d 1e
Reward
Easy Wins 4c
17
Low
8a
8b
Current Capability
Adjacency
Game Changer
Processes
37
Review Strategy: Core & Adjacency Vector Definitions Implications for IT

Growth Vector Core Business
(current business)
Potential Adjacencies
(potential growth opportunities)
Implications for IT
(for IT Portion of Strategy Map) Core: Service maintenance of accounts Adjacencies: Expand engineering systems for design, new certifications, new drawings Update source transaction registers to accommodate new vendors, new customers, new part numbers, new bills of materials, and several other new requirements New JV partner and data security in sharing files, access, clearances, numerous IT implications
Comments
Expand Channel and Markets
Fixed Wing, maintain existing customer base and service backlog
Expansion into Rotary Wing, ISR and UAV Likely enter these opportunities through JV tier 1 customer as JV partner
Create new objectives on Strategy Map for the implications on IT
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Strategy Map
Financial Financial Stability F2 Drive Revenue Growth F4 Optimize WIP
F5 Continuously Improve Profitability
Customers
Government Services C0 ATP Ratings
Voice of the Customer
Grow the Business New and Sustainment

I6 Closing Sales (Bids into Awards) I15 Sell Integrated Services & Solutions
Operational Excellence
I10 Produce Quality Products
I12 Deliver Products On Time
Internal Process
I4 Maximize Existing Account
I14 Improve Processes and Procedures
I3 JV, Partner with Tier 1 Supplier on UAV/ ISR Program Pilot
I2 Win initial rotor wing BAE CMWS program
I1 Win Additional BAE CMWS Design / Installation Fixed Wing Program
Learning & Capabilities
P1 Meet Training Commitments
P2 Maintain Regulatory EPA Safety & Govt Security Requirements
P3 Develop High Performing Organization
P4 Establish Balanced Scorecard Accountability
39
Chart Your Path Using the 5 Level Maturity Model

CPM Principles 1-5 Roadmap and Maturity
Key Supporting Processes Principle 1: Establish & Deploy CPM Office
1.1 Executive Sponsorship (example) 1.2 Org Level, Reporting Level 1.3 CPM Office Staff 1.4 Leadership, Ability to Influence 1.5 CPM Process Ownership 1.6 CPM, Industry, Co Knowledge
1 2 3 4 5
Year 1
Q1 Q2 Q3 Q4 Q1
Year 2
Q2 Q3 Q4
Year 3
Q1 Q2
1.7 Collaborative Maturity

1.8 Ability to Learn
Principle 2: Refresh & Communicate Strategy

2.1 Strategic Planning 2.2 Core, Adjacent Products 2.3 Strategic Plan 2.4 Map Strategy
2.5 Link Strategy to Budgeting

2.6 Communication Plan
40
Polling Question 4
What primary strategic planning method does your enterprise rely on?
a) b) c) d) e) Vector map Risk reward matrix SWOT (Strengths, Weaknesses, Opportunities & Threats) Five Forces Other
41

What primary strategic planning method does your enterprise rely on?
a)
Vector map 58%
b)
c) d) e)
Risk reward matrix 2%

SWOT (Strengths, Weaknesses, Opportunities & Threats) 6% Five Forces 26% Other 8%
Leverage Level 5 Best Practice Cases

Page
Organization
Chapter 5
Summary Cargill (104)
Key Point
Principle 2 Refresh and Communicate Strategy
Best Practice Table Leadership System, Strategy Formulation, ERM
91
92 94
104
112 120
City Coral Springs (111)

Delta Dental (120) Lockheed Martin (128) M7 Aerospace/Elbit (136) Mueller (144) NStar Omaha Public Power (156) Poudre Valley Health System (165) PSE&G (170)
Strategic Planning Process (SPP), KIOs, Customer Inputs

SPP year round, LR Plan, Budgeting, Strategy Map PESTEL, CCM CMU, Strategy Map/Themes diagram SPP, Core/Adjacency, Five Forces, SWOT, Strategy Map Culture Maturity Model, Strategy Map, Budgeting SPP, Budgeting, CPM SPP, Strategy Map, Communications Plan Path to Success, 7 Steps, Objectives Table SPP, Strategic Initiatives, Strategy Map diagram
129
136 145 148 157 165 170
Sharp Healthcare System (181)
SPP Diagram, Pillars table, Comms Plan table,
43
bobpaladino@paladinoassociates.com Wiley Publishing Available on www.amazon.com

44
Questions & Answers

Use the Q & A Panel to send your questions to our panelists
Bob Paladino Managing Partner Bob Paladino & Associates, LLC

45
Steve Shannon Director Business Development IMA
Thank You to Our Featured Presenter!
Bob Paladino, CPA Managing Partner Bob Paladino & Associates, LLC
bobpaladino@paladinoassociates.com
46
Final Reminders
Complete the Evaluation poll on your screen Access to your CPE Certificate 2 Options Click the CPE icon at the bottom of your screen or Click the link in your post-event email
Please print or save a copy of the CPE certificate Your CPE credit will be automatically recorded in your transcript.
47
Notification of Future Webinar Schedules

Next Webinar: Elevate Your Financial Processes in the Cloud Wednesday, August 21, 2013 1 p.m. EDT
For Upcoming Events: Visit IMAs website at www.imanet.org/programs_events/webinars.aspx Log-in with your User Name & Password Remember to check IMAs Learning Spotlight for upcoming webinar events
48
Thank You!
49

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Inside Talk

Webinar Materials and Access to Recording

IMA Members can also view this webinar again

CPE Credit Requirements

Your CPE credit will be automatically recorded in your transcript.

Steve Shannon Director Business Development IMA

Bob Paladinos Biography

How Can We Help You Achieve Results?

Please email bobpaladino@paladinoassociates.com to secure your complimentary copies of top 5 articles

How Can We Help You Achieve Results?

Please email bobpaladino@paladinoassociates.com to secure your complimentary copies of top 5 articles

How Can We Help You Achieve Results?

Please email bobpaladino@paladinoassociates.com to secure your complimentary copies of top 5 articles

35. 36. 37.

Five Key Principles of CPM

2013 www.paladinoassociates.com Bob Paladino & Associates, LLC

5. Leverage & Manage Knowledge

1. Establish CPM Office & Officer

3. Cascade & Manage Strategy

2013 www.paladinoassociates.com Bob Paladino & Associates, LLC

2.4 Map Strategy

5.3 Develop Expert Locator System

4.1 Prioritize Improvement Projects 4.2 Leverage Customer Processes

2013 www.paladinoassociates.com Bob Paladino & Associates, LLC

CFOs Provide Strategic Leadership

2013 www.paladinoassociates.com Bob Paladino & Associates, LLC

Finances Strategic Leadership is Enabled by The Five Key Principles of

2. Refresh & Communicate Strategy

5. Leverage & Manage Knowledge

1. Establish CPM Office & Officer

3. Cascade & Manage Strategy

2013 www.paladinoassociates.com Bob Paladino & Associates, LLC

Polling Question 1 Results

M7 Aerospace: Strategic Growth

2013 www.paladinoassociates.com Bob Paladino & Associates, LLC

M7 Aerospace: Best Practice Case

Polling Question 2 Results

M7 Aerospace: Best Practice Case

2013 www.paladinoassociates.com Bob Paladino & Associates, LLC

M7 Aerospace: Best Practice Case

2013 www.paladinoassociates.com Bob Paladino & Associates, LLC

M7 Aerospace: Best Practice Case

2013 www.paladinoassociates.com Bob Paladino & Associates, LLC

M7 Aerospace: Best Practice Case

2013 www.paladinoassociates.com Bob Paladino & Associates, LLC

M7 Aerospace: Best Practice Case

2013 www.paladinoassociates.com Bob Paladino & Associates, LLC

5. Leverage & Manage Knowledge

1. Establish CPM Office & Officer

3. Cascade & Manage Strategy

2013 www.paladinoassociates.com Bob Paladino & Associates, LLC

b) Every six months

Polling Question 3 Results

Every six months

2013 www.paladinoassociates.com Bob Paladino & Associates, LLC

Principle 2: Refresh and Communicate Strategy

Workshop 3 Formulate strategies

Update Strategic Plan (ongoing)

Refine Strategic Planning Process

Refine Strategic Planning Process (ongoing)

2013 www.paladinoassociates.com Bob Paladino & Associates, LLC

Strategic Input Documents

Primary Leader Contact