Breaking New Ground Practical strategies for technology business growth

1. Breaking New Ground Practical strategies for technology business growth Prepared for ITA Women’s Roundtable 26 October 2010

2. To Get Started • Introductions • Summarize your company strategy • Do you feel that your company is positioned for growth?

3. Overview • How do you make sure you’re in the right place, at the right time, with the right capabilities? • Topics: • Market Intelligence • Strategy Management • Execution Management

4. Market Intelligence “If you know yourself, but not the enemy — for every victory gained you will suffer one defeat!” Sun Tzu, “The Art of War” Not just risk avoidance… Alternate Professional Organizations Policy We participate in Professional Organizations to make sure that nobody knows more about anything than we do, and that we find it out first. We strive for leadership positions in Professional Organizations so that we can make them do what WE want them to. … but the ability to influence what happens in your space.

5. Or else! Successful market intelligence means building a perspective on the future before it happens to you. 5

6. How Does It Work? • Web • Social Media • Feeds • Internal teams • External networks • Etc. • Summaries • Analyses • Recommendations • Etc. • Senior Mgmt • Sales • Marketing • Product Mgmt • Etc. • Email • In-person • Wikis • Libraries • Etc.

7. How Doesn’t It Work? • Nobody has responsibility • Everyone gets overwhelmed • Nobody has responsibility • Everyone does it separately • No one takes the time to digest the information • Decision-making does not use the information • Reporting is not user friendly • No one reads it

8. Report Insight 1-1.5+ hours 2-3 minutes 1 second 8

9. Build A Perspective on the Future In the mid-90’s, NavTeq was monitoring the next developments in devices… • Processing power • Memory • Communications speed • Form factor • User interface • Availability of data and services …And so was Steve Jobs.

10. Strategy What’s wrong with this picture? Strategy is a process, not a document Strategy

11. Agility is Important! http://www.uthango.org/news/1/31

12. Navigation Over Time… Navteq partners with travel agents and car rental companies for printed routes Turn by turn in-vehicle route guidance emerges and Navteq builds new partnerships and technologies to pioneer it. Online route guidance and Personal Navigation Devices appear; new platforms, business models and partnerships are needed. Nokia buys Navteq; Open Source Mapping becomes possible

13. Build Towards “Overnight” Success Papa John’s pizza launched online ordering nationwide in 2001 2007-2008 was turning point Domino’s and Pizza Hut went nationwide Mobile and text ordering launched in 2007 Widgets arrived in 2008; iphone apps in 2009 May 2008: Papa John’s recorded over a billion dollars in orders from their online/text ordering system since launch

14. Key Challenges: Alignment Business Model Scaling Execution And a miracle happens… Strategy

15. Alignment: A Key Growth Engine If you asked everyone on your executive team what your strategy was, would they all agree? What’s the process for communicating those changes to the rest of the organization? • Set the goal of “delight the consumer” • Executives explained how each major department could contribute to the strategy • Shortly, diverse teams were volunteering additional solutions • Truck drivers became frontline market research team when they began reporting on conditions at the gas stations they serviced Example from Kaplan and Norton “The Strategy Focused Organization”

16. Strategy Map http://www.csus.edu/aba/destination2010/d2010.htm

17. Strategy Scorecard http://www.hassoldps.com/products.htm

18. Business Model Do you have a business model that works? How future-proof is it? Do you have the tools to allow “what if” and other analyses? Emergency Service Providers Roadside Assistance Service Providers Automated Service Interfaces Call Centers Telecommunications Providers Content Providers and Data Aggregators Software Suppliers Tier One Suppliers – Hardware Automotive Manufacturers Telematics Value Ecosystem

19. Scaling What are the key growth milestones your organization faces? Have you projected how your people/ process/ technology will need to evolve? Is there a culture which supports graceful evolution? “With 70 people the odds that two people are working on the same thing are probably pretty low. With 17,000, it’s almost a 100% that two or three people will be working on the same idea, or at least very similar ideas, at different parts of the organization… I’ve been really impressed with how Google has been able to scale, but inherently it has to change – just because there’s that coordination cost.” – Bret Taylor, Friendfeed (former Google employee)

20. In Summary… How do you make sure you’re in the right place, at the right time, with the right capabilities? Build and maintain a perspective on the future Implement an ongoing strategy process to leverage those insights Ask the tough questions to enable effective execution The more systematic and consistent these processes are, the more success follows

21. Thank You! Valerie Shuman Shuman Consulting Group, LLC 5141 Crain Street, Suite 300 Skokie, IL 60077 T: +1-312-072-0220 E: vs@shumangroupllc.com