GOVERNANCE – These are the items and processes necessary to assure the general business is being run on a legal and structural foundation that is solid. A review and enhancement process will assure that all the documents are in place and updated to reflect the current operations. It will include bylaws, guiding principles (Vision, Mission , Values, Culture, and Character), organization charts of management (Including officers and directors), Shareholders or Members, Stock Options, Financial Condition and History, Tax Issues, and outstanding Legal Matters.

STRATEGIC PLANNING – This includes plans for products, services, marketing, branding, sales, staffing growth, and customer services. Each area needs a set of goals and objectives along with a detailed documented plan to accomplish the goals. It is also necessary to establish specific initiatives with timelines and milestones along the way to measure progress and assess the needs for altering the plans.

VERTICALS

•  Marketing – Whether the need is for a launch plan for a specific new product/ service or the need to revamp the entire company's marketing plans, it requires creativity with discipline to implement the established solutions.

•  Sales – This could include redesigning sales support media, distribution channels, distribution partners, evaluating current sales people, training, recruiting new sales people, setting new sales quotas, compensation structure reviews, and an update of the competitive landscape.

•  Engineering – Included here is product design and development to improve the manufacturing and/or salability of products and/or services.

•  Manufacturing – Improvement in manufacturing processes are most effectively done in an environment in which the other parts of the organization are included in the design as well as the day-to-day implementation phases.

•  Finance and Accounting – The focus here is on the use of finance and accounting information to assist in operating the business daily. Certified accountants are responsible for the accounting process requirements and reporting. It is quite prevalent to find that many of the operational reports are created separate from the accounting process, which usually leads to problems.

•  Customer Service – There are usually many different customers to support in even the smallest companies. One choice that should be reviewed is whether all or part of this activity should be outsourced or kept in-house. Another dimension is to include this component in the market research process by having analysts gather current data in a quasi ‘focus group' process that provides information about products, distributors, sales people, competitive products, competitors, and selected attitudes and preferences of the customers.

•  Human Resources – The world of HR continues to get more complex with increasingly restrictive and changing state and federal regulations. Also, the issues around recruiting, training, motivating, and compensating provide significant opportunities for success or avoiding unnecessary problems.

•  Administration – The key items here are facilities, office equipment and answering the general phone number.

LATERALS

•  Information - There should also be a responsible person or group within this component to assure the terms and terminology are used consistently by all parts of the company. This includes keeping track of all document changes and getting these changes into use as quickly as possible.

•  Processes – All activities within each component of the company should be diagrammed, illustrated and documented. The activities should be designed and implemented to work within the component as well as facilitate the exchanges, interactions and hand-offs from one component to the next.

•  Technology – This work starts with a clear and complete assessment of the overall company's current technology environment and future needs based on the company's strategic plans. A review of what is in place and an itemization of what is not in place is required to develop a gap analysis which is then used to develop a strategic plan and tactical plans. These documented plans, with timelines, in conjunction with the company's planned annual net income streams will provide all parties with a clearer picture of their current capabilities and future requirements.

The First Leadership/Management Methodology™ – This is the new methodology to orchestrate the components of a company so they will work together with less conflict and higher productivity. The three new features with this methodology is (1) the structure (Verticals and Laterals), (2) the three tools (Customer Lifecycle Steps™, DnAs™, and Operations Metrics™), and (3) the attitude of the leadership (like an orchestra conductor rather than a general or quarterback). Companies are delighted with the improved process and results that are attributable to enhanced internal and external communications.