KETTERING EXECUTIVE NETWORK Managing at the Speed of

KETTERING EXECUTIVE NETWORK Managing at the Speed of Change 5 Apr 2013 Holiday Inn Roswell © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

Business IS Change – there is nothing else Change is not always fatal… © 2013 Donald H. Turner …however, the failure to change is This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner 2

TOPICS TO ADDRESS TODAY ￭ Introduction ￭ Understanding a Company ￭ Developing a Strategy ￭ Executing a Strategy ￭ Setting the Stage ￭ Day-to-Day Lessons Learned ￭ Summary and Questions © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner 3

This is one guy’s view on how to deal with a business world being overrun change ￭ Over the years, have been asked how I “do the Voodoo I do” relative to Company assessment, strategy, organization, and management ▶ ▶ ▶ How to look at marketplaces, Customers, competitors, and companies? Methods developed over the years to assess, strategize, organize, and manage? How to handle lot of information and lot of change ￭ Note, though I’ve been Principal Developer of these techniques… ￭ …they are based on years of working with many talented executives ￭ With privilege to work with so many outstanding executives I succumb to the wisdom of Isaac Newton, who said: “If I have reached higher than others, it is because I have stood on the shoulders of giants” © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

Key question is how did I get here? Well, been an interesting ride – so far… ￭ Sorry…I’m a Yankee! ▶ ▶ ▶ BSIA (Process Engineer w/ minors Finance / Statistics) – General Motors Institute MBA – University of Michigan Graduate Engineering Thesis (Computer Simulation) – University of Michigan ￭ A Third, and another Third ▶ International Strategy for technology-intensive companies ● Booz • Allen & Hamilton – Member of first technology strategy Team in the world ● Have built multiple multi-million dollar strategy practices for KPMG, E&Y, boutiques ● Developer of VOGI® Strategy Development Methodology ▶ Corporate Management ● Chief Strategy Officer and IPO architect for billion-dollar hardware and software company ● Group President with $187 million responsibility for enhanced telecom company ▶ Serial CEO ● CEO/CMO/GM for over ten early to emerging technology companies… ● …in markets ranging from hardware to software to Internet to biotech to consumer products ￭ If interested, complete profile at www. turnerworld. com © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner 5

…Interesting ride – I’ve had a few jobs… ￭ ￭ ￭ ￭ ￭ President & Chief Executive Officer, VELOXITI, Inc. (formerly Applied Systems Intelligence, Inc. ) President, Computer Division, American Reliance, Inc. Chief Executive Officer, Jimway, Inc. Chairman, President & Chief Executive Officer, ARC Solutions, Inc. Managing Partner, Executive-in-Residence, Enhanced Advisors, LLC Acting Mergers & Acquisition Executive, Create. Hope, Inc. President & Chief Executive Officer, Pro-Tech Solutions President & Chief Executive Officer, nexvoice Managing Director, CMXsports Chief Marketing & Strategy Officer, CMXchange President, Emerging Enterprise Solutions Business Group, Premiere Technologies, Inc. President, Delta Management Group Partner & Principal, Technology Strategy, Si. GMA Consulting Inc. Vice President, Strategic Planning & Marketing, Chief Strategy Officer, Computervision Inc. Practice Leader, Technology Strategy Practice, KPMG Peat Marwick Co-Practice Leader, Manufacturing Technology Strategy Practice, Ernst & Young Eastern U. S. Managing Director, Computer Simulation & Engineering Solutions, Auto. Simulations Associate, Worldwide Technology Strategy & Management Practice , Booz-Allen & Hamilton Software Systems Simulation Engineer, F. Jos Lamb Machine Tool Company Manufacturing Process Engineer, General Motors, Chevrolet Motor Division © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner 6

…Interesting ride – I’ve worked a few projects and marketplaces Worked multiple functions: Worked multiple markets: ￭ Strategy ￭ Business Development ￭ Marketing ￭ Finance ￭ Product Development ￭ Engineering & Operations ￭ Sales & Channel ￭ Customer Service ￭ Automotive ￭ Aerospace ￭ Electronics ￭ Computer Hardware ￭ Computer Software ￭ Healthcare ￭ Devices ￭ Biotech Bottom line, I can’t hold a job – BUT great experience © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner 7

Over the years have developed some “methods” to deal with “fast change” Turn-Around Growth Assess © 2013 Donald H. Turner Organize/ Deploy Strategy Manage Value Analysis Strategy Framework VOGI® Value-Chain Hot Sync Triage Stabilize Profits EBITDA Invest Hot Sync & VOGI® Grow In Turn-around situations, extra steps are required VOGI® Vision●Objectives ●Goals ●Initiatives Strategy Development & Implementation Methodology VOGI® is a registered trademark of Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

TOPICS TO ADDRESS TODAY ￭ Introduction ￭ Understanding a Company ￭ Developing a Strategy ￭ Executing a Strategy ￭ Setting the Stage ￭ Day-to-Day Lessons Learned ￭ Summary and Questions © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by VELOXITI, Donald H. Inc. Turner 9

First, need to understand the Company – a “Value Chain” approach works well DMG VALUE CHAIN FRAMEWORK Management Ó 1987 -2013 Delta Management Group Customer Market Technology © 2013 Donald H. Turner Develop Deliver Cycle Sales People Delivery Service Finance & Metrics This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner Customer Create Cycle

…Value Chain Analysis DMG VALUE CHAIN FRAMEWORK Management Market n n n n n Positioning Branding Promotion Packaging Pricing Public Rel Advertising Collateral Strategic Deals Technology © 2013 Donald H. Turner Develop n n Architecture Technology Suite Processes CE WOW Sales n Pipeline n Channel Mgt Direction Process Structure Culture Delivery n Quality n Response n Continuing Improvement Service n Customer Loyalty n Proactive Support n Critical Mass n Economies of Scale People Finance & Metrics This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner Customer Ó 1987 -2013 Delta Management Group n n

Depending on the situation there is a logical sequence to understanding “Normal” Situation # “Turnaround” Situation # 1 DMG VALUE CHAIN FRAMEWORK Management Ó 1987 -2013 Delta Management Group 1 4 Market 5 Develop 3 Sales 2 3 Delivery 3 3 Service 1 Customer 2 1 1 Technology People 2 © 2013 Donald H. Turner 1 Finance & Metrics 1 This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

TOPICS TO ADDRESS TODAY ￭ Introduction ￭ Understanding a Company ￭ Developing a Strategy ￭ Executing a Strategy ￭ Setting the Stage ￭ Day-to-Day Lessons Learned ￭ Summary and Questions © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by VELOXITI, Donald H. Inc. Turner 13

Over the years have developed systematic way to develop “Strategy” EXTERNAL ANALYSIS Market Analysis INTERNAL ANALYSIS DMG STRATEGY FRAMEWORK Ó 1987 - 2013 Delta Management Group Board of Directors & Guidelines Customer Analysis Competitor Analysis Technology & Solution Analysis Market Opportunity & Success Req’ts Core Competency Definition Gap & Strategic Implications Current Capabilities STRATEGY DEVELOPMENT STRATEGIC DIRECTION © 2013 Donald H. Turner Sales Strategy Market Strategy Service Strategy Delivery Strategy Product/ Service Strategy This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

…Strategy – Strategy Development EXTERNAL ANALYSIS Market Analysis Size Growth Trends INTERNAL ANALYSIS DMG STRATEGY FRAMEWORK Ó 1987 - 2013 Delta Management Group Board of Directors & Guidelines Customer Analysis Competitor Analysis Order Win Criteria Order Satisfy Criteria Trends Market Opportunity & Success Req’ts Gap & Strategic Implications Technology & Solution Analysis Focus Resources Strength/Weakness Likely Moves & Trends Market Potential Market Risks Technology Platform Product/Service Trends Substitutes Core Competency Definition Current Capabilities STRATEGY DEVELOPMENT STRATEGIC DIRECTION © 2013 Donald H. Turner Sales Strategy Market Strategy Service Strategy Delivery Strategy Product/ Service Strategy This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

…Strategy – Internal Analysis EXTERNAL ANALYSIS Market Analysis Customer Analysis INTERNAL ANALYSIS DMG STRATEGY FRAMEWORK Ó 1987 - 2013 Delta Management Group Board of Directors & Guidelines Risk Parameters Competitor Analysis Market Opportunity & Success Req’ts STRATEGY DEVELOPMENT © 2013 Donald H. Turner Core Competency Unique Definition Capabilities Gap & Strategic Implications Priorities STRATEGIC DIRECTION Sales Strategy Market Strategy Service Strategy Delivery Strategy Technology & Solution Analysis Current Capabilities Vision Mission Strategic Goals Objectives Product/ Service Strategy This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner Served Markets Focus Resources

…Strategy – Internal Analysis EXTERNAL ANALYSIS Market Analysis Customer Analysis INTERNAL ANALYSIS DMG STRATEGY FRAMEWORK Ó 1987 - 2013 Delta Management Group Board of Directors & Guidelines Competitor Analysis Technology & Solution Analysis Market Opportunity & Success Req’ts Core Competency Definition Gap & Strategic Implications Current Capabilities STRATEGY DEVELOPMENT STRATEGIC DIRECTION Sales Strategy Service Strategy © 2013 Donald H. Turner Sales Process Channels Service Levels Del’y Policy Channels Service Levels Market Strategy Delivery Strategy Product/Service Line Target Segments Value Equations 4 P’s Focus Make/Buy Location Scale vs. Flexibility Product/ Service Strategy Focus Application Cost Structure This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

TOPICS TO ADDRESS TODAY ￭ Introduction ￭ Understanding a Company ￭ Developing a Strategy ￭ Executing a Strategy ￭ Setting the Stage ￭ Day-to-Day Lessons Learned ￭ Summary and Questions © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by VELOXITI, Donald H. Inc. Turner 18

Proven approach to IMPLEMENTING strategy is the “VOGI®” approach ￭ Developed in 1987 – out of pure frustration… ￭ …from the short-falls of “strategy” processes of the day ▶ ▶ ▶ Brilliant strategic insight NOT driving strategic results NO linkage between “strategy” and “tactics” NO “definition of goodness” for strategic success NO linkage between strategy and budget INABILITY to easily summarize and communicate strategy ￭ Developed VOGI® based on several premises ▶ ▶ ▶ Strategy is a living and ongoing process – NOT an event Strategy must be linked to specific, actionable projects… …that show “strategic contribution” Everyone in company should be able to communicate strategy If successful, strategy can drive real improvement… …that can be managed and measured © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

VOGI® framework has six elements Goal Link “strategic vision” to specific corporate initiative Objective Vision Objective Values “Strategy” © 2013 Donald H. Turner Initiative Goal Mission Initiative Goal Initiative “Tactics” This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

Output is Strategy Implementation Gameplan… ANALYSIS 1 ANALYSIS n What is the market n Who are the Customers n What is the Basis of competition n What are key assumptions © 2013 Donald H. Turner TACTICAL DISCUSSION VOGI® 2 VOGI® n Vision n Mission n Values n Objectives n Goals n Initiatives 3 TACTICAL DISCUSSION n “Make it Happen” groundrules/process n Planning calendar n Values n Tactical Discussion n Letter from CEO This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

VOGI® example – Targus Group International… SOURCE: Used with permission of Targus Group International © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

…Targus… ANALYSIS VOGI® TACTICAL DISCUSSION SOURCE: Used with permission of Targus Group International © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

…VOGI® example - Quovadx ANALYSIS VOGI® TACTICAL DISCUSSION ￭ Public company (NASDAQ) at risk of delisting ￭ Strategy framework used to assess company strategic options ￭ VOGI® used to drive all “turnaround” activities… ￭ …integrated with company intranet with top management visibility SOURCE: Used with permission of Quovadix, Inc. © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

TOPICS TO ADDRESS TODAY ￭ Introduction ￭ Understanding a Company ￭ Developing a Strategy ￭ Executing a Strategy ￭ Setting the Stage ￭ Day-to-Day Lessons Learned ￭ Summary and Questions © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by VELOXITI, Donald H. Inc. Turner 25

Set expectations, groundrules, and operating mode early – e. g. , “thoughts on how I work”… ￭ My primary focus is on “Quality” revenue growth ▶ ▶ ▶ “Quality” revenue is predictable, profitable, and repeatable… …and based on defensible competitive advantages AXIOM: Revenue growth “buys time” and excuses “other sins” ￭ Believe “Quality” revenue growth requires process excellence ▶ AXIOM: Complexity of a solution is inversely proportional to it actually being used – I believe in the KIESSOTWIY philosophy ￭ Appreciate “issue du jour” but am always looking to understand “root cause” – so we can fix the process ￭ Have a duality mindset ▶ ▶ Always thinking about FUTURE potential or implication… …while also identifying things that can go wrong NOW ￭ Generally have a reason for EVERYTHING ▶ ▶ If you don’t understand, please ask… …recognizing that sometimes I will not be able to tell you © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

…thoughts on how I work ￭ Please know I am passionate… ￭ …have been told I’m intense… ￭ …however, I don’t get rattled – you won’t hear me swear or yell… ￭ …so don’t take calmness as indicator of indifference "You can handle anything if you think you can. Just keep your cool and your sense of humor. " © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

Not a micromanager – that said… ￭ Recovering engineer – you have my apology ahead of time ￭ I DO NOT micromanage your efforts ￭ However, I DO micromanage your deliverables ▶ ▶ ▶ Long hours are appreciated – we’ll discuss – but… …can’t grow on effort… …only on accomplishments – commitment is internal contract ￭ Keep track of EVERY deliverable and when due ▶ ▶ ▶ © 2013 Donald H. Turner Won’t pester you for progress… …unless you ask, if you need help PLEASE ask for it When due and haven’t received – I WILL ASK This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

Some further thoughts on how I work – things that “bother” me… ￭ Bitching – criticism without a better idea ￭ Babbling – give me “Cliff’s Note” version – I’ll ask if I want, need, or am curious about more detail ￭ Backstabbing – we are a Team made up of imperfect people – we can all benefit from criticism but only: ▶ ▶ ▶ If initially done one-on-one “to our face” Publically can criticize the ideal – but NOT the person If not resolution then you can involve me ￭ Branding – copy language, templates, formats – they are meant to establish once, use many – not vice versa – we will use templates ￭ BOBE (i. e. , “Being Overrun By Emails”) – please use email etiquette in labeling and distributing – details forthcoming ￭ Bewilderment (i. e. , actually “Surprises” but needed another “B” word for literary integrity) – don’t like to be caught unprepared © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

…and things that REALLY bother me ￭ Making a mistake, not asking for help, and having it effect Customer ￭ Making a mistake and not fixing the root cause ▶ ▶ We all make mistakes… …but there is a special place in Hell for those who make same one twice ￭ Lack of process ▶ ▶ ▶ Can’t fix bad performance without a process, period Can’t repeat good performance without a process, period Think Twice, Decide Once – hip-shooting only works in the movies ￭ Complacency – a “No Decision” is by definition a decision ▶ ▶ ▶ There is also another place in Hell reserved for those that… …in time of conflict refused to make a decision, take a side When I put you in a position I – by definition – support your decisions…we will routinely do post-decision “lessons learned” as part of development process © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

Introduce early the “Rules of Engagement” ￭ ROE #1 - Rights And Obligations ￭ ROE #2 - Operating Groundrules ￭ ROE #3 – What We Owe Each Other © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

First rule of engagement involves how we will conduct ourselves Violation of rights = Team doesn’t want you on it Violation of obligations = you don’t want to be on Team © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

Second Rule of Engagement involves how we will manage ourselves ￭ Our focus: ▶ ▶ Ourselves - we are the difference – develop/manage people assets Customers - they are only reason we exist, period Numbers - it’s how we score and how we keep score Deliverables - on time and right, a commitment is a contract ● Know your internal Customers – if you can’t satisfy them… ● …what chance do you have of satisfying external Customers ▶ Responsibility - respect “go to” person for info and decisions ● Every functional lead can have ideas criticized… ● …however, every functional lead has eventual responsibility for that function ￭ How we will manage: ▶ ▶ ▶ Manage to process that allows us to… …deliver – simply working lot of hours is MMITIBSW Manage by numbers Routinize the routine (i. e. , read “process” and “tools”)… …allowing quality time for important stuff – creating opportunities © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

Third Rule of Engagement involves what we owe each other ￭ CEO owes each of you: ▶ ▶ ▶ Direction and priorities Information and communication to understand direction/priorities “Definition of Goodness” Resources to achieve “Goodness” Appropriate rewards when “Goodness” is achieved ￭ You owe the CEO: ▶ ▶ Performance - numbers and deliverables Compliance with rules of engagement ￭ We owe it to ourselves: ▶ ▶ ▶ Learn and grow Have fun Conduct ourselves in a manner that we are proud of © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

TOPICS TO ADDRESS TODAY ￭ Introduction ￭ Understanding a Company ￭ Developing a Strategy ￭ Executing a Strategy ￭ Setting the Stage ￭ Day-to-Day Lessons Learned ￭ Summary and Questions © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by VELOXITI, Donald H. Inc. Turner 35

Need way to keep strategic focus while “moving the ball forward” daily – enter “Hot Sync” ￭ ￭ ￭ ￭ ￭ 0 -Management 1 -Marketing 2 -Development 3 -Sales 4 -Operations 5 -Customer Experience 6 -Finance 7 -Legal 8 -Strategy 9 -Mergers & Acquisitions ￭ ￭ Strategic Priorities Last Week Deliverables This Week Deliverables Outstanding Issues © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner 36

…Practice Management…Filing “I must either create a system or be enslaved by another man's” ~ William Blake ￭ When walking into an organization I expect to be “drinking from the fire hose” ▶ ▶ Almost immediately hundreds of reports… …hundreds of emails ￭ Success is partially function of ability to process information ▶ ▶ ▶ The better organized… …the easier to find… …and actually use ￭ Have used standard filing system – electronically and “dead tree” – for 25 years ￭ Yes, I even use standard naming system – won’t go into it… ￭ …probably already think I have a “problem” © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner

TOPICS TO ADDRESS TODAY ￭ Introduction ￭ Understanding a Company ￭ Developing a Strategy ￭ Executing a Strategy ￭ Setting the Stage ￭ Day-to-Day Lessons Learned ￭ Summary and Questions © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by VELOXITI, Donald H. Inc. Turner 38

In Summary ￭ During my “interesting ride of a career” have had to deal with a lot of organizations in various states ￭ My task has always been to “make good things happen FAST” ￭ Have learned a few things along the way based on both successes and a lot of painful lessons learned (ED: “mistakes”) ￭ These experiences are the basis for techniques developed to deal with SPEED and CHANGE ￭ I hope this has been informative and maybe even a bit helpful Thank You Don Turner 678. 361. 3313 donturner@veloxiti. com don@turnerworld. com © 2013 Donald H. Turner This document is not to be duplicated, reproduced, or distributed without prior written consent by Donald H. Turner 39