SMPS Regional Conference Presentation
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Feb 10, 2011- Houston, TX
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SMPS Regional Conference Presentation
- 1. Lessons Learned from “Coaching” Owners And what that may mean for you…
- 2. Owner Defined…. C-suite…Boards…Stake-holders….Users…Facilities…Procurement 2
- 3. What we say to dogs… What a good dog you are…Ginger Want to go outside…Ginger You want to chase your ball…Ginger
- 4. What dogs hear… Blah Blah Blah…Ginger Blah Blah Blah…Ginger Blah Blah Blah…Blah Blah Blah…Ginger
- 5. We Coach Owner Leadership Teams The Art of the Possible Keys to leveraging…not just hiring service providers Keys to structuring…leading …collaborative service provider teams
- 6. Don’t just hire the hands…
- 7. Hire intellectual understanding of your challenges…and the ability to “Think Bigger”
- 8. The Good News from our Practice… Clients are investing more time and effortthan ever before to explore service delivery improvement… in multi-dimensional ways We do notget the same tired questions week in …week out…
- 9. The Bad News… …there is consistent evidencethat service and solution providers are not listening to the complexities of most client’s quest to… Leverage…sophisticated services and technologies as tools…
- 10. Nothing happens until someone “Connects”
- 11. Why is “connecting” …in a respectful and authentic manner So important?
- 12. December 15, 2010 Houston Baptist University Art of the Possible 12 Get “the meeting” Avoid “the box”
- 13. “Build it and they will come” “The art of the possible” Chase work Create work
- 14. Connection starts with authentic questions…about the “issues behind the issues”
- 15. Connection takes hold…with a provocative authentic…solutions to the “issues behind the issues”
- 16. So What’s Typically Missing? Why Doesn’t this occur naturally?
- 17. What’s in the way…. Owners(especially at leadership levels)don’t often know how to define ….and then ask for what they really need… Service providers (especially complex high impact firms) don’t often know how to do more than “sell” their company…or their services
- 18. Emotions Owner Leadership Teams Express… I am taking personal career risk How do I judge authentic interest? How do I judge authentic solutions/teamwork/technology? How do I minimize real…and perceived results risk?
- 19. Price…Politics…Brand… Narrowly Defined Experience
- 20. You understand our challenges… You have creative solutions… You want to work at it…
- 21. Owners will not understand 50% of what you say but will never admit it
- 22. The Owner’s team is usually the least experienced member of the project team Dignity protection is everything ….particularly to the highly intelligent and powerful
- 23. Capital Projects/Scopes are more about human behavior than “bricks and mortar” Leveraging Retail…the Power of Best Buy and Star Bucks Ohio State University. South Campus Gateway
- 26. Who “owns” the scope and it’s anticipated impact….
- 28. Cross leveraging CapEx/OpEx dollars Leveraging Advisory Services Leveraging IT Leveraging Facilities
- 34. Renewable Energy MonetizedMost Powerful when Aggregated…
- 35. To the Owner, your signature projects are only a tool to accomplish their goals…. You have to specifically connect the “relevance dots”(the veterinarian syndrome)
- 36. The Dog Whisperer…and Veterinarians
- 37. The Owner probably doesn’t understand your business...and probably doesn’t care Why?....they are overwhelmed and under-resourced
- 38. There are no “minor vendors” The food service consultant may know moreabout the Client than you do…. How can you leverage “downstream” firms?
- 39. One size does not fit all; There is no “one way” to solve most scope delivery challenges Owners hunger for “diverse collaboration”….
- 41. Library Holdings
- 44. Buy anything the school sells
- 45. Podcasts
- 47. Your competition….is not your “real” competition It’s a race to know and “connect” to the owner first
- 48. Good Market (positioning) Research is more about “why”… than “what”
- 49. Moving Forward… Look for ideas not prescriptions Mission and vision drive the effort Expertise without collaboration within scope delivery teams can be detrimental Engaging with the industry experts…takes work Knowing what you want before you ask…is tough There aren’t any “Silver Bullets”
- 50. The Bottom Line… Strategic Visioning…is a pivotal precursor to leveraging service providers Engage Expertise Early…and Often Conceptualizing…not just Planning Financial Engineering(Liquidity) Connecting Strategic Visioning to Execution …is everything
- 51. “Connecting” is the key to playing rougher… The Rich get Richer… The Poor keep Submitting Proposals