Cory’s Presentation Tools Two

Structure a Winning Presentation

Presentation DNA

POWER Formula

• Powerful Opening

• One main Message

• Windows or examples linked to your message

• Ear listening to simple language.

• Remember

Source: Granville Toogood, Articulate Executive

Strong Opening

1. Personal story

2. Question to highlight an issue

3. Exciting photo or demonstration

4. Quote statistics, facts

5. Look into the future or the past

One Theme

• Promote one position

• Link every example & slide to your message

• Never present unconnected information

Windows - Examples

• Strong examples linked to the main message

• Act like a Lawyer

• No extra information, no distractions

Be Conversational

• Be yourself and use simple language

• Speak naturally and directly

• Big words do not impress the audience

Remember

1. Project into the future

2. Call to Action!

3. Summarize your key points

4. Loop back to the beginning

5. Point out the positive opportunities

Presentation DNA

Trust = Character + Competence

Source: Merrill & Covey 2008.

2. Intent & Behavior

1. Best Interest of Others

3. Credibility and Influence

Source: Merrill & Covey 2008.

Don’t Overfill

EMEA Cycle Time Roadmap 2006/2007FY 06/07 G >= 95% A 90% - 94% R < 90%

Base Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Target (%) - 8 Business Days 95 95 95 95 95 95 95 95 95 95 95 958BD Day POR (%) 48 51 54 56 59 61 66 69 73 78 80 81 81

8 BD Actual (%) 52 71

Desktop 39 60

Notebook 32 51

Options 63 81

Visuals 71 76

WW Improvement ActionsSupply/Demand Optimisation & Materials Management 1.0 1.0 1.0 1.0 3.0 3.0 10.0

Mfg Cycle Time Reduction (24Hrs) 0.0

OR to OE Same Day 0.1 0.1 0.1 0.1 0.1 0.5

NPI Enablement Cetnralisation/Simplification 1.0 1.0

Transaction Model (BTS) 0.2 0.2 0.3 0.2 0.2 0.3 0.2 0.2 0.2 2.0

Top 300 0.2 0.3 0.2 0.3 1.0

Proactive Past Due Analysis 0.5 0.5

Scheduling Enhancements 0.5 0.3 0.3 0.2 0.2 0.3 0.2 2.0

WW Total 0.0 1.3 0.4 0.4 1.8 1.5 2.6 1.6 3.2 3.3 0.5 0.2 0.2 17.0

Geo ImprovementSiebel (SORT) integrated planning system 0.2 0.2 0.1 0.5

Weekly EMEA Intel Interlock Meetings - Selling high end TC on Intel Roadmap 0.2 0.2 0.1 0.5

FGI Holding (Rel/Cust Specific/Capacity Mgmt) 0.3 0.3 0.4 0.3 0.3 0.4 2Material Management within OEM suppliers (all SoS) 0.3 0.3 0.4 0.3 0.3 0.4 2Demand Conditioning: Available to Sell Management System - Sell for SLA improvement

0.5 0.5 0.5 1.5

Minimum Order Qty / Tied Order Profiles 0.1 0.1 0.1 0.0 0.1 0.1 0.1 0.1 0.1 0.1 0.1 1.0

P/No Reduction Exercise 0.1 0.1 0.2 0.3 0.3 1.0

Front End Orders - assurance/activation and order drop mgmt 0.1 0.0 0.1 0.1 0.1 0.0 0.1 0.1 0.1 0.1 0.2 1.0

Fin Release & Pre-payment Improvement (Policy Closure) 0.3 0.3 0.3 0.3 0.3 0.4 0.3 0.3 0.4 0.3 0.3 3.5

GL Actions : LIPC to W/Euro, Baltics Process Improvements etc 1.0 2.0 3.0

Policy Re-alignment 0.0

Total Benefit 0 3.2 3.2 1.6 2.8 2.6 4.4 2.8 4.4 5.4 1.3 1.1 0.2 33.0

Data as at : 26 June 06

KPI = 8 BD SLA Perf Improvement = 33% Owner = CF/SDBase Performance 48% O/L Perf 81%

April May June July Aug Sept Oct Nov Dec Jan Feb Mar TotalPerf Improvement by Month 3.2 3.2 1.6 2.8 2.6 4.4 2.8 4.4 5.4 1.3 1.1 0.2 33

Action Plans

Brand = (if applicable) All Brands Owner Effect CheckpointDetails of Action(s) 1 Supply/Demand Actions WW S/D 10% Monthly

1a Serviceability Acceleration (Bain Focus) Sub Project % Improvements TBCIdentify Root Causes and Action Items to improve O2D Performance. Focus on Milestones 2 & 4

M2 SHORT TERM ACTIONS : Min/Max Hub Stocking, Supplier Compliance, Mgmt of Industry constrained parts, EOL Component Parts Mgmt

Min/Max Hub Stocking - Targets, Levels, Min/Max Mgmt, Product focus

Supplier Complaince - Monitoring & Enforcement

Mgmt of Industry Constrained Parts - 'Lock-In Deals' with Memory Suppliers (Take or Pay Agreement)

Implementation through 2Q, Benefit to be realised 3Q forward

M2 LONG TERM ACTIONS : Re-Engineer Demand Forecast Process, Enhance Demand Conditioning

Implementation through 4Q, Benefit to be realised FY08 forward

1b Supply Flexibility - to try and maximise supply to orders (within and outwith Demand)

ACTION : DEFINE AND CALCULATE QUANTITATIVE FLEX DEFINITION LEVELS AND ESTABLISH IT TOOL TO ASSESS THE PER OF SUPPLIERS

Definition and Calculation determined - working agreement with peer organisations and suppliers

Implementation through 1Q, Benefit to be realised 2Q forward

1c Supply/Demand Optimisation - develop Central Planning Organisation

ACTION : Put org. in place with 3 dimensions to support centralised Planning, Mfg and Geo structure. Increase leadership and strengthen Geo Support

Implementation through 1Q, Benefit to be realised 2Q forward

1d Central Planning tools implementation - Data Visibility (SSCI,Foxconn), SCPM Sunset & Strategic Collaboration Tool Implementation

Deliverables include - Increased visibility in support of GMM process & CT Improvement, Move off IBM Legacy IT

Implementation through 2Q, Benefit to be realised 3Q forward (Action in 3 parts - staggered deliverables & benefits)

1e Min/Max Inventory Mgmt System

Setup Inventory Management System to support Cycle time improvements (less impact from parts shortages)

ACTION : CREATE & DELIVER DAILY MIN/MAX INVENTORY REPORT & ENSURE SAFETY STOCK AND CONTROL OVERSTOCK BY MIN

Implementation through 2Q, Benefit to be realised 3Q forward

Data as at : 26 June 06

KPI = 8 BD SLA Perf Improvement = 33% Owner = CF/SDBase Performance 48% O/L Perf 81%

April May June July Aug Sept Oct Nov Dec Jan Feb Mar TotalPerf Improvement by Month 3.2 3.2 1.6 2.8 2.6 4.4 2.8 4.4 5.4 1.3 1.1 0.2 33

Action Plans

Brand = (if applicable) All Brands Owner Effect CheckpointDetails of Action(s) Local Actions : Quick Fixes / Manual & Semi-Manual Activities :

10 Top 300 Mgmt System Leverage (focus) GSC 1.0% DailyEnsure Top 300 (Platinum) Accounts have priority supply to meet SLA

ACTION : Daily Mgmt System, Reporting, Headlights and Corrective Actions in place to ensure SLA compliance

Implemented through 1Q, benefit realised 1Q forward11 Minimum Order Qty / Tied Order Profiles CF 1.0% Daily

Maximise Mfg efficiency to get quicker SLA by working towards MOQ order volumes and encourage orders to be untied (Channel Business)

ACTION : MOQ guidelines and Cost incentives provided to BP's for adherence. Monitoring of order profiles and Tied Mgmt System in place to try and

mitigate any order that do not follow guidelines but can be changed to meet guidelines

Implemented through 1Q, benefit realised 1Q forward

13 Front End Orders - assurance/activation and order drop mgmt CF/CSO 1.0% DailyA large number of Direct orders have front end setup issues post activation that are uncovered when trying to process orders

ACTION : Implement a Mgmt System to manage Ass/Activation e2e with complex accounts that minmise any delays post Order Placement

Implemented through 1Q, benefit realised 2Q forward

14 OR to OE Same Day CSO 0.5% Weekly

ACTION : Minimise F/End Order Entry /Processing delays and maximise SLA by shorting cycle to same day

Implemented through 1Q, benefit realised 1Q forward

15 Proactive Past Due Analysis GSC 0.5% DailyTrack orders as early as possible in the process to try and avoid any SLA impacts, CT Avoidance

ACTION : Track orders from OE and manage through each Milestone aggressively to meet SLA. Drive Mgmt system to pro-active level

Implemented through 1Q, benefit realised 1Q forward

16 Siebel (SORT) integrated planning system Sales 0.5% WeeklyLack of Special Bid / Special Parts planning impacts overall supply chain (parts pull fwd or consumption where no demand)

ACTION : Implement Mgmt System with Geo Sales to allow all non std Configs to be specifically planned for Bids - SLA and Cost Mgmt

Implemented through 1Q, benefit realised 1Q forward. Ongoing focus & enhancements to Mgmt System to drive success

GeoS/D Min/Max Hub Stocking - Key Parts held in local EMEA Hubs, based on Platinum Acct Requirements & Key Component (typical shortages -language specific)

Ongoing Improvements to be driven by Part Identification Mgmt

Implemented through 1Q, benefit realisation ongoing.

Don’t Data Dump

Audience Reaction

Book Credits

Toogood, Granville N. The Articulate Executive : Learn to Look, Act, and Sound Like a Leader. New York: McGraw-Hill Companies, The, 1997.

Merrill, Rebecca R., and Stephen M. Covey. The Speed of Trust : The One Thing That Changes Everything. New York: Free P, 2008.

Image CreditsTrust. Thorinside.july2106 flickr

http://images.google.com/imghpanonymous

Shandong Comm Industry Group Corp. http://sdcig.win.mofcom.gov.cn/en/

plate01/product.asp?id=13642

if dysfunction is a function michelle cat april12008 flickr

http://www.whitehouse.gov/history/presidents/bc42.html

President Bill Clinton

http://www.microsoft.com/Presspass/exec/steve/?tab=biography

Microsoft CEO Steve Ballmer

Salmon and Crab Tortellini. La tartine gourmande. Feb107

www.mckinsey.comMcKinsey & Company