Badass Boss v18 - Slideshare Short

How to be a badass
manager & CEO

Practical guide how to create value as a Manager and
CEO
1
If you want to become a great CEO you have to go through 3
stages
Personal productivity Effective manager Effective Director / CEO
2
Here I will discuss how to be a badass manager and a badass CEO
3
There are 5 parts in this presentation
How to understand
How to be a badass How to be a badass
the business as a
manager CEO
badass CEO
How to improve the How to make your

business as a badass business strategically
CEO sustainable
4
Thanks to this presentation you will
know how to become a great
manager and CEO
5
What you will see in this presentation is a part of my online course where you
can find cases studies, additional tips, tools that will help you become badass
manager & CEO
How to become a badass

manager & CEO
$190
$10
Click here to check my course
6
Personal productivity
hacks
7
As mentioned the first step to become a badass CEO is to master the
personal productivity hacks. I will not cover them in this course
Personal productivity Effective manager Effective Director / CEO
8
Personal productivity hacks can be divided into 2 groups
Select (do the right

Work faster
things)
9
When it comes to doing the right things are few simple rules /
tools that you can use
Go from general to
80/20 rule Use simple math
specific
Go for low hanging

Set priorities Use benchmarks
fruit
Right down issue

trees
10
Working faster requires you to do some changes in the way
you work
Use the right tools

Create to-do lists Set SMART goals
and master them
Remove bottlenecks Avoid multitasking Avoid emails
Create universal Talk and write in a Standardize

structure for folders simple way everything
Create templates and Guess and prepare

Avoid iterations
modules ahead
11
For more details check my presentation on Productivity
Management consultant
productivity hacks
How to be lazy and still get things done
presentation
12
How to be a badass manager
13
How to be a badass manager
– Introduction
14
In this section I will show you how to transform from a efficient specialist
/ worker into a great manager
Specialist Manager
15
In this section I will use the example of a consulting firm to
show you in details how the change is done
Consulting Firm (B2B Services)
16
In our example we will call the specialist / worker Business Analyst and in
the case of the Manager we will be talking about the Project Manager that
is responsible for delivering a project
Business Analyst / Project Manager

Consultant
17
Just as a reminder in consulting you are producing analyses and
presentations that help your customers improve their business
Presentations
Analyses
18
Introduction to team
efficiency
19
Efficient team management boils down to 3 things: applying the individual hacks,
efficient cooperation and you refraining from working 20
I will talk from the perspective of a manager of a team or project and we
will discuss some important points in this section
Why manager
Profile of the Structure for
should not Values
ideal consultant cooperation
work?
Managing the Identifying Collecting

Critical Chain
team in practice bottlenecks knowledge
21
Why manager should not
work?
22
Your work as a Project Manager is totally different then the work of a
business analyst or consultant
Business Analyst Project Manager
170 170 x # of BAs
 Deliver on deadline high quality of  Make the team deliver on deadlines high
analyses quality of analyses
 Manage relations and conflicts with the
customer
 Sell new projects
23
A good project manager doesn’t work
directly. He manages people and
relations
24
This means that some things you should avoid doing
Avoid doing
Things you should
do instead
Sketches slides
Create Slides
Checks the presentation
Inspire / suggests analyses

Perform Analyses
Checks analyses and
suggest changes
Ask for data

Gather Data
Checks integrity of data
25
Introduction to creating
ideal team members
26
If you want to do fast, efficiently good projects you have to have the right
kind of people. You can say that preparation starts with proper teaching
27
You will achieve it only by defining and implementing 3 things

Values
28
Values
29
Consulting is a team work so you have to define what values you want your team to
follow. This is crucial as it will be something that will be the bases for the team
30
culture
Before you start defining specific values it is good to decide on 2
important issues
Specialist Generalists
You buy ready-

You grow people
made people
31
In the case of my teams I always try to instill the following values
Independent Smart lazy
Creates value Efficient
Support the team Despise politics
Data driven
32
Profile of an ideal
consultant
33
As we discuss previously you want to turn inexperienced graduates into
seasoned consultants. This gives you greater chances of success during
the project
34
You will achieve it only by defining and implementing 3 things
Current level
Target level
Tools Skills Areas of expertise
Excel Power Point Access VBA Problem Sketching Interviewing Managing Sales Marketing Operations Finance
Solving Presentations People
35
Structure for cooperation
36
For your team to cooperate you have to create and teach them standards,
templates as well as turn into modules as much as possible your process
and end-products.
Standards Templates
Modules Tools
37
Why team members have
to constantly improve
38
You should try to improve your team due to the so called to compounding
effect. It boils down to the fact that Even if the growth is small applied
over long period of time gives big end-results
Start x (1+10%)^10 = 2,6 x Start
39
In practice it means that it is similar to doubling your team
size
40
How to teach your team
members
41
The first step in teaching is to described the ideal profile of your team
member and then measure where each and one of them is
Create the ideal Measure the current Set time for teaching
Prepare materials Set the pace
profile level / learning
42
As mentioned before you have to create the ideal profile and measure
everybody against it Current level
Target level
Tools Skills Areas of expertise
Excel Power Point Access VBA Problem Sketching Interviewing Managing Sales Marketing Operations Finance
Solving Presentations People
43
The first step in teaching is to described the ideal profile of your team
member and then measure where each and one of them is
44
Next step is to prepare the materials for teaching. In my case I went for
on-line courses not to waste my time on repeating the same things on and
on
45
We currently are somewhere half-way through to mapping all the things
that a business analyst and consultant has to master
35 50
46
Next step is to set the pace for each person. In this case we want to
calculate how much time he has to devote to learning to get to the ideal
level
47
Below an example of how you can estimate the pace
What is the
Till when I want him
difference between How many hours of What is the required
to reach the ideal
the ideal and current trainings this entails pace?
state
state
 25 points  24 months  10 hours per training  0.5 hour per day

(point of difference)
48
Introduction to managing the
team efficiently
49
Just as a reminder when we talk about team efficiency we want to get as
much as possible value from the available time of the team
Team member Manager
170 170 x # of people
50
I will start with something that is called the critical chain. Then I will talk
about managing the team in practice and other important issues
Why manager
should not Values
work?
Managing the Identifying Collecting

Critical Chain
team in practice bottlenecks knowledge
51
Critical Chain
52
Managing the team in
practice
53
As mentioned previously I use 4 types of to-do list to control
people and projects
Managing Project done for Supervising
Managing me personal team customers startups
To be done Monika Project A Startup A
Expecting from
Lidia Project B Startup B
others
Recurring items Michael Project C Startup C
Master list Lisa Project D Startup D
54
For simplicity let’s assume that there are 4 people and 2
projects. 2 people are from your team.
Managing the teams Managing the projects

Task 1 Task 3 Task 5
Monika Project A Task 2 Task 4 Task 6

Lidia Project B
Michael
Lisa
55
You have to assign the topics to specific people so it means double checking
through the to-do list of your team members and the to-do list of the
project
Managing the teams Managing the projects

Task 11 Task 2 Task 1 Task 3 Task 5
Monika Project A Task 2 Task 4 Task 6
Task 13
Task 14 Task 1 Task 11 Task 13 Task 15

Lidia Task 12
Project B
Task 5
Michael Task 6
Task 4 Task 15
Lisa
Task 3 Task 16
56
This means that you have to make 2 types of update. You check your people (team
assign to you). You also have to check the projects you supervise (also team
members not reporting to you)
Check the teams assigned  Daily – 1-2 times a da for 15-30

to you minutes
Check projects status – for  Weekly – 30 minutes updates

project you are managing
57
There are some rules for that will make it easier for you to
manage both type of teams
Don’t penalize for not Let the team members
meeting deadlines make mistakes
Set aggressive deadlines Be lazy
Create fast Minimal Viable Create the to-do list and

Version communicate it
Do as much as possible
Stick to the topic
using other people
58
For every day you should set up a calendar with slots. Doing things
should not be your priority
 9:00-10:00 Status Update
 10:00-11:00 Doer time

Meetings (Projects / Teaching)
 11:00-14:00
Meetings (Projects / Teaching)
 14:00-15:00 Doer time
 15:00-17:00 Analyzing & Checking

59
How to manage your team?
Example from managing a consulting project
60
To manage you need 2 main tools that will help you keep track of the
project and the people
Presentation template
To-do list
Storage
Communication with the

team
61
As said previously as PM your day will be mainly about meeting with
customer directors but you should spare some time for the team as
well
 10:00-15:00 Meetings with customer team

Meetings with customer team
 15:00-17:00 Analyzing & Checking

62
There are some rules for that will make it easier for you to
manage your team
Daily updates with the From the beginning create
team end products
Weekly update with the Transfer end-products to

customer the customer
Internal Deadlines very Educate the customer how

aggressive to use the products
Double check integrity of

Get early buy-in
data
63
Let’s have a look how a 7 week project should look when it comes to
execution
Task 1 2 3 4 5 6 7
 Project Start
 Additional Data Gathering
 Analysis and slides preparation
 Presentation of intermediate works
 Transfer and teaching
 End of the project
 Creating the product using critical  Fine tuning

chain method  Getting buy-in
 Overdelivering
 Selling new projects
64
Introduction to identifying and
dealing with bottlenecks in teams
65
Bottlenecks are dangerous as their hurt the efficiency of the whole
system. For you team to work smoothly you have to constantly
identify them and remove them
66
There are ways to handle the bottlenecks in most of the
teams
Make team members more Apply the critical chain

universal method
Monitor people and Use tools to help people in

projects bottlenecks
Have buffers
67
Collect knowledge
68
Every team or team members are creating interesting
materials during projects / activities
SMI
69
As a company or a manager you should try to collect the
knowledge from them
SMI
70
There are ways to support knowledge collections
Get the deliverables from Make the team members

every project create trainings
Rotate the people from the

Get the source data
teams
Make the teams prepare Go to some meetings to

lesson learnt assess the value
Make the teams create Create tools that capture

instructions the knowledge
71
For more check my online course were you will find additional tips, materials
that will help you make the transition to manager and later on CEO

manager & CEO
$190
$10
72
How to be a badass CEO
73
Under the management of a badass CEO the business
consistently delivers extraordinary results in the long
run fast and efficiently
74
75
 2-5x next player on the market

 Achieve the result with 2x less resources
than the rest
 Use efficiently people, machines and
money
 Its results should be sustainable and repeatable  No Politics
 No one-off effects
 It may mean doing short-term harmful things
76
In this section we will talk about 5 topics that will serve as an
introduction and give you a flavor of how to manage the business
What you should do

Typical day of a
The role of the CEO and what you should
badass CEO
not do
Personal team of a
Tips for a badass CEO
badass CEO
77
The role of the CEO
78
The badass CEO has 3 main things that he constantly tries to achieve. In
later sections I will show you how to do it in details
Understand the
Improve & Grow the Make it strategically
business and the
business sustainable
customers
79
What you should do and what you
should not do as a badass CEO
80
As a CEO you have to decide what to do and what NOT to do. What you
do should have significant impact on EBITDA 81
The easiest way to approach your subject it to have some threshold value
that helps you decide should you be the one to deal with a certain subject
or not
 EBITDA of the business
 Time you spend as a CEO of the

business
82
If your company generates USD 24 M EBITDA and you spend on average
2 400 hours a year it means that every hour of your engagement should
generate on average USD 10 K
 USD 24 000 K
= USD 10 K / hour
 2 4000 hours
83
If this is not enough below some tips of things to do and NOT to do as a CEO
Avoid doing
Things you should
Manage current issues do instead
React to (potential) crises
directly
Look for threats &
Analyze things in person
opportunities
Manage directly big teams Manage your personal

or a whole area team
Question what and how

Provide answers
you do things
Educate and spread your

Manage projects
values
84
Typical day of a badass CEO
85
For every day you should set up a calendar with slots. As you see you
concentrate on observing and having impact on the whole business
 08:00 - 09:00 Managing by walking around

 09:00 - 10:00 Read
 10:00 - 12:30 Meetings (Projects / Directors)
 12:30 - 13:00 Lunch
 13:00 - 14:00 Managing by walking around
 14:00 - 16:00 Meetings (Projects / Directors)
 16:00 - 17:00 Meetings with your team
 17:00 - 18:00 Talk to the owners / COO / VP
86
4 out of 5 working days you should try to repeat this order. One day
should be solely devoted to understanding the customer and reading
Monday Tuesday Wednesday Thursday Friday
Managing by walking around Managing by walking around Managing by walking around Managing by walking around
Meet / Observe
Read Read Read Read
customers esp.
Meetings (Projects / Meetings (Projects / Meetings (Projects / Meetings (Projects / using your /
Directors) Directors) Directors) Directors) competitors
Lunch Lunch Lunch Lunch products
Managing by walking around Managing by walking around Managing by walking around Managing by walking around
Meetings (Projects / Meetings (Projects / Meetings (Projects / Meetings (Projects /

Directors) Directors) Directors) Directors)
Meetings with your team Meetings with your team Meetings with your team Meetings with your team
Read
Talk to the owners / COO / Talk to the owners / COO / Talk to the owners / COO / Talk to the owners / COO /
VP VP VP VP
87
If you stay more time in the same firm more and more time should
be devoted to thinking where to move the business strategically
Monday Tuesday Wednesday Thursday Friday
Managing by walking around Managing by walking around Managing by walking around
Meet / Observe
Read Read Read
customers esp.
Meetings (Projects / Thinking time Meetings (Projects / Meetings (Projects / using your /
Directors) Directors) Directors) competitors
Lunch Lunch Lunch products
Managing by walking around Managing by walking around Meet / Observe customers
Meetings (Projects / Meetings (Projects /

Thinking time
Directors) Directors)
Meetings with your team

Read Meetings with your team Meetings with your team
Read
Talk to the owners / COO /

Thinking time Thinking time
VP
88
Personal team of badass
CEO
89
Your personal team will help you implement things you want to happen
fast. They will also help you search for potential to improve the business
Business Project
Assistants
Analysts Managers
Small Firm 1-2
Medium Firm 1 1-4 1
Big Firm 1-2 4-8 2-3
90
There are a lot of benefits of having such a personal team at
your service
You drastically increase Strategic reserve / Your

your efficiency special forces
It helps you deal with the Instrumental to instill your

bottlenecks in the firm values
It helps you focus and The team gets to different

deliver fast value levels of employees
The team helps you find Helps you find and

the lies that you are served implement the big things
91
Tips for a badass CEO
92
Just to finish off this section a few tips that will help you at
your work as a badass CEO
Make your own coffee Be informal
Talk to different people on Follow your own rules and

different levels values
Talk and observe the

Avoid politics
customers
Respect other people’s

Use your product
time
Use competition’s product

93

manager & CEO
$190
$10
94
How to understand the business
as a badass CEO
95
How to understand the business
as a badass CEO – Introduction
96
Understanding the business seems a pretty daunting task as everything
seems to change so fast. In this section I will show you how to make
sense of your business and customers 97
In this section I will talk about 5 ways to try to understand your business
Business model in
Value Chain KPIs and main drivers
Excel
How to compare Other useful tips to

Organizational Chart yourself with the understand the
competition? business
98
Value Chain – Introduction
99
Value chain helps you understand the connections between you and the
rest of the firms to see where you create and loose value. Use the value
chain to see the big picture happening in your industry
Supplier 1
Producers of
Supplier 2
raw materials Transport and
Producer Retail Chain
and Warehousing
Supplier 3
components
Supplier 4
100
You can use the value chain to map all sort of things i.e. %EBITDA,….
% EBITDA
In percentage
15%
12%
10%
8%
5% 5% 5% 5%
Raw Material 1 Raw Material 2 Supplier 1 Supplier 2 Producer Transport Warehousing Retail Chain
101
… number of players or….
Number of players
In #
50
40
20 15
4 10 8 10
102
… assets ….
Assets involved
In millions of USD
300
200 200
90 100
40 50 50
103
… and total revenues per stage ….
Revenues per stage

In millions of USD
2 500
1 500
1 000
500 200 300 20 30
104
Value Chain – FMCG
105
First let’s have a look at the overall value chain of FMCG
Elements of value chain
that you want to take over
Supplier 1
Producers of
Supplier 2
FMCG producer Retail Chain
and Warehousing
Supplier 3
components
Supplier 4
106
Going down the value chain / downstream usually means
getting closer to the customer Elements of value chain
Supplier 1
Producers of
Supplier 2
and Warehousing
Supplier 3
components
Supplier 4
107
Going up / upstream means going closer to the source of
materials that you use Elements of value chain
Supplier 1
Producers of
Supplier 2
and Warehousing
Supplier 3
components
Supplier 4
108
Value Chain – Fitness Club
Operator
109
Let’s see how this technique was applied by Benefit System – an operator
of Fitness Card that gives you access to different fitness clubs. It is partly
covered by employers
110
They have been constantly increasing the number of users…
Number of active sports cards users in Poland

In thousands of people
865
744
614
2015 2016 2017
111
…which helped them growth 2x revenues and almost 3x EBITDA in
4 years
Revenue of Benefit Systems S.A.

In millions of PLN
742
581
383 452
320
2012 2013 2014 2015 2016
EBITDA of Benefit Systems S.A.

In millions of PLN
119
55 70
40 38
2012 2013 2014 2015 2016

112
Let’s have a look at the Benefit System value chain…
Elements of value chain
where Benefit System is
present
Developers
Producers of
Landlords
raw materials Operator of the
Fitness Clubs HR Managers
and Equipment fitness card
components Producers
Others
Financing Fitness Clubs
113
Benefit System has managed to enter other elements of the
value chain Elements of value chain
where Benefit System is
present
Developers
Producers of
Landlords
raw materials Operator of the
Fitness Clubs HR Managers
and Equipment fitness card
components Producers
Others
Financing Fitness Clubs
114
The most heavily involved Benefit System is in the top fitness
clubs via capital investments
Vertical integration Horizontal Integration
# of gyms Share in Share in

basic basic
capital capital
44 33% 48%
9 30%
17 27%
1 20%
115
How you create value
internally?
116
Let’s have a look at the value creation in the Fashion Retailer
Get & open new stores
Sourcing / Shipping the Putting the Selling the

Develop &
Purchasing products to the products on the products in the
design products
Products stores shelves stores / website
Create new store formats
Maintain / Renovate stores
Recruit & Train
117
Let’s have a look at the value creation in a consulting firm
Make customer Acquire a Produce the Deliver /

aware of your customer & sell product / Implement the Get the money
product & brand him a product service product
Recruit & Train
R&D new products
Building knowledge base

118
Let’s have a look at the value creation in a plywood producer
Acquire a
Ship the
customer & Get the Produce & Produce Get the
products to
sell him a wood repair veneer plywood money
customers
product
Recruit & Train
R&D new products
Maintain machines and build new ones

119
How you can use the value
creation map?
120
Let’s have a look one more time at the value creation at the
Fashion Retailer firm

Develop &
design products
Recruit & Train
121
We can use it to map resources that we have allocated. We
can i.e. show number of people
30

Develop &
design products
20 40 200 1000 1500

10

10
Recruit & Train

30
122
…or to map shares in total personal costs, or….

2%

Develop &
design products
1% 3% 10% 29% 51%

1%

1%
Recruit & Train

2%
123
…to map their share in total costs

5%

Develop &
design products
1% 44% 4% 5% 36%

1%

2%
Recruit & Train

1%
124
KPIs and main drivers –
Introduction
125
To understand and analyze business you have to identify the drivers / KPIs
that a key for specific business and translate it into a model in Excel
Cost of traffic
x
Rent
Ratio of visitors +
to searches
Total searches % conversion
People
Average cost of 1
x visit
Development
# transactions
x Total revenue Total Costs

Average
revenue per
transaction
-
% Fee of the Average

Total margin
marketplace transaction value
126
Imagine that you have to estimate typical family spending's. You can take
into account countless number of factors…..
127
…or you can limit yourself to the most important ones i.e. number of kids,
size of house, main repetitive spending like food.
128
To measure the selected factors you have to use some sort of KPIs
Spending per 1
person per month
per category
# of people in
average family
Average size of the

house in sq. m
Average rent per

sq. m
129
In the next lectures I will show you how to define and use
KPIs and business drivers
How to improve the results of

the Cinema
130
KPIs and main drivers
example – Cinema business
131
Imagine that you were responsible for managing the cinema. What KPIs
metrics you would look at to see whether you are doing a good job?
132
Let’s see what KPIs you should look at
# of People
Rent
Total capacity in
% Utilization
tickets Average wages x
People +
x
# sold tickets
Total revenue Total Costs

x
Average revenue
per Ticket
-
+
Average price per Average additional

Total margin
ticket purchase per ticket
133
KPIs and main drivers
example – Retailer
134
The retail business model is driven by some basic KPIs
# of sq. m Others
# of Visitors % Conversion Fee per sq. m x Rent

+
x # of People
x People
# Transactions Average wages
x
Total store revenue % Gross Margin Total store costs
Average Value
Transaction
x -
+
Average Value Average Value
Gross Margin generated
Transaction of basic Transaction of Store EBITDA
by the store
purchase additional purchase 135
Business model in Excel –
Introduction
136
Another great tool to understand the business you are managing is
to have your team build a business model in Excel
Cost of traffic
x
Rent
Ratio of visitors +
Total searches % conversion to searches
People
Average cost of 1
x visit
Development
# transactions
x Total revenue Total Costs

Average
revenue per
transaction
-
x
% Fee of the Average

Total margin
marketplace transaction value
137
Example of business model
in Excel – E-commerce
138
Before we go to Excel let’s talk about the logic we used to
build the e-commerce Excel model
# of
Visits Revenues
 Conversion rate
transactions  ATV
 % Gross
Margin
Operating  Fixed Costs  Cost of traffic Gross
Net Margin  Cost of logistics
Profit Margin
 Transaction fees
139
Example of business model in Excel
– Restaurant – Basic model
140
Let’s have a look at the simple model
 Number of meals per # of  ATV - average

Restaurant day Revenues
 Number of days
transactions
 % Gross  % Food
Margin ratio
Operating  Fixed Costs  Cost of marketing Gross

Net Margin  Franchising Fee
Profit Margin
 Other Variable costs
141
In the part about the using store checks for location analysis
we were
Taking away
Engaged / stopping In store

Passing by
Leaving
142
Before we go to Excel let’s talk about the logic we used to
build the Excel model
 Conversion rate to # of  ATV for both

Visits consumption at the subgroups Revenues
restaurant
transactions
 Conversion rate into
 % Gross  % Food
takeaways
Margin ratio
Operating  Fixed Costs  Cost of marketing Gross

Net Margin  Franchising Fee
Profit Margin
 Other Variable costs
143
Organizational Chart –
Introduction
144
Organizational structure shows you how the firm is organized.
Below example for a consulting firm
Partner
Executive
Director
Director
Project Project
Director
Manager Manager
Project Project
BA BA BA BA BA
Manager Manager
BA Senior BA BA BA BA
Assistant BA
145
It is crucial to look at the organizational structure to
understand the business for number of reasons
Organizational structure
You can spot conflicts
defines how you run business
You can see what to change to

You can spot inefficiencies
achieve positive domino effect
Easy to identify bottlenecks You can see the big picture
You can map how the One of the tools to set

information flows priorities
146
Check my online course to see 2 cases studies that will help
you understand and use this tool in practice
Cosmetics producer (FMCG) Consulting Firm (B2B Services)
147
Organizational Chart – FMCG
Example
148
Below you can see the organizational structure of cosmetics producer
CEO
Sales Director 1 Marketing Director 1 R&D Director 1 Operations 1
Regional Directors
5 Brand Manager A 1 R&D Specialists 8
Brand A Finance & IT 15
Marketing
Sales Force Brand A 30 10
Specialists A
HR 10
Regional Directors
5 Brand Manager B 1
Brand B
Investor Relations 3
Marketing
Sales Force Brand B 30 15
Specialists B
Admin 5
Sales Planning 3
Customer Service 20
149
Below you can see the organizational structure of cosmetics producer
CEO
Sales 1 Marketing 1 R&D 1 COO 1
Production Director 1 Logistics Director 1 Purchasing Director 1
Production Warehouse
150 60 Buyers 15
Employees Employees
Maintenance Coordination Purchasing

50 8 7
Employees Center Planning
Production
7
Planning
150
Organizational Chart –
example of a consulting firm
151
Consulting companies operate using pretty flat structure…..
Partner
Director Director
Project Project Project Project

Manager Manager Manager Manager
BA A A BA BA BA BA A BA BA
Market Research Department
Visual Department
Knowledge Base Department

152
Some of them even the Business Analyst and Associate keep
in a pool without fixed assignment to specific director or PM
Partner
Director Director
Project Project Project Project

Manager Manager Manager Manager
Business Analyst and Associate Pool

Market Research Department
Visual Department
Knowledge Base Department
153
Obviously bigger company tend to overcomplicate the
structure
Partner
Executive
Director
Director
Project Project
Director
Manager Manager
Project Project
BA BA BA BA BA
Manager Manager
BA Senior BA BA BA BA
Assistant BA
154
What is the role of business analyst?
Consulting companies
Business Senior
Associate Director Partner
Analyst Associate (PM)
McKinsey
Business Senior Business Senior Engagement Associate
Associate
Analyst Analyst Associate (PM) Manager Principal
Director Principal
155
Customer Point of View
156
I recommend in comparing yourself to competition to use 7 ways to
achieve it
Typical day of the

customer and where NPS Radar graph Snake graph
the product exists
157
Let’s have a look at the typical day of the customer
Typical day of the

the product exists
158
Typical day
 6-7 AM  7-8 AM  8 AM-2 PM

Home: wake up, washing Transport : going to the University: classes at the
up, dressing up, breakfast university (by bus, train, tram university
or subway)
 2-5 PM
Cafe: meeting with
friends from the
 6-8 PM university;
 5-6 PM
 8-11 PM Home: free time, determine what needs to
Transport: homecoming
Home: doing homework, relaxing at home be done in projects and
projects dividing responsibilities
159
Additional activities
What When How long Why
M T W T F S S  2, 3 times a  money
Babysitter month
Dance M T W T F S S  once a week  health and fun
Driving licence M T W T F S S  10-12 times a  Personal

month development
Travel M T W T F S S  once a quarter  relax
Student group M T W T F S S  once a week  learn, experience, fun
M T W T F S S  once every two  fun

Party weeks
160
Perfect place for students advertising
fitness cafe billboard newspapers
club
subway bulletin board at the
university
161
Let’s move to NPS
Typical day of the

the product exists
162
One of the ways to see how the customer values your product or brand
is to look at the NPS. Below an examples of NPS of 3 companies
xx% NPS
Competitor 3 19% 38% 44% 25%
Competitor 2 6% 34% 60% 54%
Competitor 1 18% 44% 38% 20%
You 3% 34% 63% 60%
Total 19% 34% 47% 28%
Detractors Passives Promoters
163
It is good to look at the NPS for subgroups / segments
By products By sales / distribution channel
By customer group (spending,

age, behavior, etc.)
By markets
164
Let’s move to radar graph
Typical day of the

the product exists
165
One of the ways to compare yourself to competitors is to use the radar
(pentagram) graph. Below example
Evaluation of players by customers Price
5
4,5
4
3,5
3
2,5
2
Convenience 1,5 Quality
1
0,5
0
Design Service
Ideal Competitor 1 Competitor 2 You

166
Let’s move to snake graph
Typical day of the

the product exists
167
The snake graphs helps you understand how and where different you
are in the eyes of the customer
Performance of players according to customers by criteria
6
0
Used to the shop Wide range cross Affordable cheap Clear display of Offers advertised Convenient location Loyalty program Value for money Accessible dressing
categories products products brands rooms
Competitor 1 Competitor 2 You
High Low
Importance of the criteria according to customers

168
How to compare yourself with
the competition – Introduction
169
I recommend in comparing yourself to competition to use 7 ways to
achieve it
Value Chain Value creation map KPIs and main drivers
Business model in
Comparison metrics Organizational Chart
Excel
Customer Point of
view
170
Comparison metrics
171
I recommend in comparing yourself to competition to use 5 dimensions
 Revenues, market share, quantity sold

Size
 % EBITDA, % EBIT, ROA

Profitability
 Growth of revenues, growth of quantity sold, opened new stores

Pace of growth
Cash  Cash to EBITDA ratio, Cash position, Net Debt
generation
 Debt to EBITDA ratio
Debt level
172
Other useful tips to understand
the business
173
Just to finish off this section a few tips that will help you
understand your business
Talk and observe the See what happened on

customers more advanced markets
See what happened in

Use your product
more advanced industries
Look at wide pool of

Use competition’s product
potential substitutes
Spend once a week 1-4 Look at complimentary

hours on customer service products
Read esp. science & science

Travel to other countries
fiction
174

manager & CEO
$190
$10
175
How to improve the business as
a badass CEO
176
How to improve the business as a
badass CEO – Introduction
177
As a CEO you want to grow and improve your business. In this section I will talk about
ways how to create the drive for constant improvement in the organization 178
In this section I will show you how you can find areas for improvements and
we will have a glimpse at how to instill improvements in the organization
How to map areas for How to set priorities How to deliver blitz
improvements for improvements? improvements
Useful techniques for

Keep it simple How to 10x results?
small improvements
Why proper culture

How to create proper
matters for
culture
improvements?
179
Mapping the areas for
improvements – Introduction
180
Tom find potential area for improvements you can use 7 sources
Value Chain Value creation map KPIs and main drivers
Business model in
Comparison metrics Organizational Chart
Excel
Customer Value Map
181
Mapping is just the beginning that enables you to generate potential ideals
for improvements. This later on should be turned into action plans
Value KPIs and main

Value Chain
creation map drivers
Comparison Business Organizationa

metrics model in Excel l Chart
Customer
Value Map
182
improvements – Value Chain
183
The first source of potential improvements is looking at the value chain.
Below the value chain of consumer goods producer
Supplier 1
Producers of
Supplier 2
Producer Retail Chain
and Warehousing
Supplier 3
components
Supplier 4
184
If we look at % EBITDA and the # of players by value chain stages it looks that there
is a room to negotiate better conditons with supplier 2. It may also suggest that
there is something unique they do that can be implemeneted at your stage
% EBITDA
In percentage
15% 20%
10% 12% 8%
5% 5% 5%
Number of main players

In # of firms
50
40
20 15
4 10 5 10
185
improvements – Value Creation
186
Let’s have a look one more time at the value creation at the
Fashion Retailer firm

Develop &
design products
Recruit & Train
187
We can use it to map resources that we have allocated. We
can i.e. show number of people
30

Develop &
design products
20 40 200 1000 1500

10

10
Recruit & Train

30
188
…to map their share in total costs

5%

Develop &
design products
1% 44% 4% 5% 36%

1%

2%
Recruit & Train

1%
189
Mapping the areas for improvements
– Organizational Chart
190
Let’s go back to the organizational chart for cosmetics producer
CEO
Sales 94 Marketing 27 R&D 9 Operations 301
Finance & IT 15
HR 10
Admin 5
191
If you want to use it to map potential area for improvements try to
determine level of competence and required changes
CEO
Sales 94 Marketing 27 R&D 9 Operations 301
Finance & IT 15
HR 10
World class
Admin 5
Improvements needed
Drastic changes required
192
If you want to use it to map potential area for improvements try to
determine level of competence and required changes
Number of people
Operations
Big
Sales
Finance & IT
Marketing
R&D
Admin
small Investor Relations HR Development level
193
It is a good idea to map this on a matrix that will define your priorities
Number of people
Big
2 1
 Potential small improvements in those area can  Those departments are underdeveloped
have a big impact  Due to their size require fast and drastic actions
OK 3
 Potential pool of talents  Drastic changes needed

 Low impact on the whole organization due to the
low number of people
Small Development level
194
– KPIs & main drivers
195
Below examples of KPIs that you can use to spot the potential for
improvements in Retail
KPIs Dimension against which you can analyze
Average By markets /
Sales per sq. m Change in time
Transaction Value countries
Items per By different

Margin per sq. m By cohorts
transaction managers
Inventory in Days
Traffic growth
of Sales
Sell-through in 1st
% Conversion
price
Average Selling
Price
196
You can analyze a retail chain by following cohorts / segments
Vintage (which year it was open) Type of city
Format type Type of traffic
Format evolution phases Others
Location
197
– Comparison Metrics
198
Just as a reminder you have 5 main areas around which you can
compare yourself with competitors
 Revenues, market share, quantity sold

Size
 % EBITDA, % EBIT, ROA

Profitability
 Growth of revenues, growth of quantity sold, opened new stores

Pace of growth
Cash  Cash to EBITDA ratio, Cash position, Net Debt
generation
 Debt to EBITDA ratio
Debt level
199
Let’s assume that you are a Retailer and you have 2 competitors. Let’s
see what the comparison will tell us
You Competitor 1 Competitor 2
 Revenues  USD 2 000 M  USD 1 000 M  USD 3 000 M

Size
 % EBITDA  8%  15%  12%

Profitability
 # of new stores  30  10  100

Pace of growth
 Cash to EBITDA  50%  55%  40%

Cash ratio,  140  90  120
generation  Inventory in DOS
 Debt to EBITDA ratio  5.5  1  2

Debt level
200
How to set priorities for
improvements?
201
First let’s look at the process of deciding which improvements
to make
Once the
Rank & Select a few Set-up teams to improvement is
Generate Ideas Supervise the teams
ideas implement the ideas achieved pick next
one
 Have meetings with  Use your personal  For every idea for  Meet every 2 weeks  Do only a limited
different groups and team to evaluate the improvements with the team and number of ideas at
show them the areas ideas and prepare allocate sufficient the supervisor to see the same time
for potential ranking of those idea resource (people and where you are with  Once the
improvements (potential, required money) implementations improvements is
 Generate ideas to resources, time  In each and one of  Separately, do a finished pick next one
improve those area required to them there should be meeting with your from the list
with the groups implement them) a person from your man in the project
 Meet with your Board personal team every week
and pick limited  Every idea should
number of ideas for have a supervisor it
implementation does not have to be
 Always look at the you
bottlenecks. They will
define how many and
which project you can
handle
202
As you can see you also have to set-up the pace at which you
want to produce improvements
Once the
one
200 150 4 4 4
203
Once you know how many improvements you can do at the same time you
have to decide which ones. For this I recommend the low hanging fruit
Impact
frameworks
High
2 1
 Things with big impact yet  Things with big impact that
expensive, time consuming require little work
No 3
 Easy but with low impact
Low Resources needed
Big Small 204

How to deliver blitz
improvements
205
In order to deliver fast improvements it is good to follow
some rules
Keep more people than you

Focus
need
Decision making on the team

Decentralize supervision
level
2 pizza team rule 80/20 rule
Good enough now is better

Put sufficient resources
than perfect tomorrow
Build-in flexibility in your Build the firm for speed and

firm create sense of urgency
206
Going back to our example it would mean that we would work
on 4 things at any given moment
Once the
one
200 150 4 4 4
 For every idea put no  Every team is  Once the goal is

more than 6 people. supervised by only 1 achieved the team
 A person cannot be Board Member gets a new project or
on more than 2 is disbanded and
projects at the same becomes part of
time other teams
 You give them a sum
of money they spend
at their own
discretion
 Every team member
spends at least 30%
on the project
 1-2 person should be
devoted 100% of their
time to the project
207

manager & CEO
$190
$10
208
Useful techniques for small
improvements
209
There are plenty of tools & techniques that will help you achieve constant
improvements. Below some of the most useful ones
Process analyses &

Lean Manufacturing Theory of constraints
improvements
Lean Startup & Lean

A/B Testing Automation
Analytics
Software Productivity Hacks
210
For more check my presentation
Essential Lean Manufacturing

for Management Consultants
Practical guide how to cut costs
presentation
211
Management Consulting Tools,

Techniques and Frameworks
A practical guide
presentation
212
How to become world class

analyst
A practical guide
presentation
213
How to 10x results?
214
You should also make your team and the whole firm be open to ways to 10x
your results. This requires totally different approach than just looking form
small improvements
Make the
Transform into much
improvements 10x Expand 10x faster
bigger market
faster or 10x more
Disrupt Yourself Blue Ocean Strategy
215
Why proper culture matters for
improvements?
216
This funny thing called culture is actually very important if you
want to constantly improve the firm
You cannot have procedures for Culture unleashes the potential

everything of the whole organization
You are not almighty and It will help you use 100% of the
omnipresent potential in your people
A strong culture is durable People will rotate less
Common culture unifies the It is a magnet that will help you

firm attract the best
217
How to create proper culture
218
Creating and maintaining the proper culture requires from you actions on
3 levels
Create profiles of
Create structure
Define Values the ideal
for cooperation
employees
Allocate time to
Teach
teaching
Provide
Rotate people in opportunities for Control the flow of Assimilate the
the firm cross department the new people new people
work
219

manager & CEO
$190
$10
220
How to make your business
strategically sustainable
221
How to make your business strategically
sustainable –Introduction
222
As said in the previous section as a CEO you want to find ways to create the drive for
constant improvement in the organization 223
However, in the long-run this may be not sufficient. You have to make your business
sustainable also in the long run. This is what we will explore in this section 224
Revenue streams
Financial Model Working Capital Optimization
SWOT
Lean Analytics Competitive Advantage
Jobs to be done
Value Driver Tree
Balanced Scorecard
Porter’s 5 forces Value Chain The strategic control
map
Lean Canva Blue Ocean
Canva Model
3Cs
McKinsey 7S Matrix M&A
Lean Analytics The GE-McKinsey Nine-Box
BCG Matrix Matrix
Porter’s 5 forces
Business Model Customer journey
Performance Lean Manufacturing
Improvement Lean Startup
KPIs
The three horizons of growth Low Cost Model
Strategic groups Industry cost curve 225
Do what you do
Expand Go niche Transform Disrupt yourself
but better
226
Do what you do
but better
Penetrate Target new

Change the Change the
Improve existing customers Upstream
Pricing business business
processes markets / with existing niche
model model
products products
Enter new New

Optimize markets for products Low cost Build add-on Intrapre-
Operational
Working existing within old player business neurship
Excellence
Capital products categories
New
Go up / Build M&A
Cross-selling Sell non- products
down the Blue Ocean entirely new potential
Up-selling core assets expanding
value chain businesses competitors
brand
Copy
Review Capitalize on Sell some
Renegotiate competitors
what and business M&A business
the deals that may
why you buy assets units
disrupt you
227
Do what you but better – Overview
228
In business you have to make a lot of important decisions
Quite often you are satisfied with the size of the business but you still want to somehow
improve your business. You want to do the same things you are already doing but better 229
Do what you do
but better
230
Do what you do
but better
Improve
Pricing
processes
Optimize
Operational
Working
Excellence
Capital
Cross-selling Sell non-

Up-selling core assets
Review
Renegotiate
what and
the deals
why you buy
231
Check my online course to see 2 cases studies that will show you how to
use this tool in practice
Operational Excellence - Low Sell non-core assets - cosmetics

cost carriers producer
232
Expand – Overview
233
In business you have to make a lot of important decisions
At some point what you have may not be enough. You will be tempted to develop, scale,
expand your business 234
Do what you do
but better
235
Do what you do
but better

existing customers
markets / with existing
products products
Enter new New

markets for products
existing within old
products categories
New
Go up /
products
down the
expanding
value chain
brand
Capitalize on
business M&A
assets
236
Check my online course to see 2 cases studies that will show you
how to use this tool in practice
Expansion of fashion retailer Going up and down the value

into new countries chain – Fitness & Zara
237
Go niche – Overview
238
Do what you do
but better
239
Do what you do
but better
Upstream
niche
Low cost
player
Blue Ocean
240
Going niche is a strategy that you can follow for 2 main
reasons
Move to a more defendable position

Create an insurance just in case your
where you have a better competitive
current business model will collapse
advantage
241
If you consider going niche you have 3 options on the table
Go up with the price
Low-cost player
Blue ocean
242
This strategy can help you fight incumbent mainstream players. There are
too big to go up with the price and too invested in current set-up to lower
the price
Price level
Luxury
player
High
Mainstream player
Low cost
players
Low
Growth rate
0 243
In the next lectures I will show you 3 examples of using the Blue
Ocean Strategy
Starbucks
Citizen M
Zappos
244
Transform – Overview
245
We have seen many businesses transforming drastically their
business model. It resembles the transformation of a caterpillar
into a butterfly
246
Do what you do
but better
247
Do what you do
but better
Change the
business
model
Build add-on
business
Build
entirely new
businesses
Sell some
business
units
248
My dear, here we must run as fast as we can,
just to stay in place. And if you wish to go
anywhere you must run twice as fast as that.
Alice in the Wonderland
249
A very good examples is Amazon that has drastically
transformed its business
Vertically integrated
Online store for Online marketplace Online & offline
Online book store FMCG producer and a
many categories for many categories marketplace
full marketplace
Integrated content
Content provider in
producer and
all forms
provider
250
In the next few lectures I will show you the transformation of
the Netflix business model
Netflix business model

transformation
Key Key Value Relationshi Customer
Partners activities proposition ps segments
Key Channels
resources
Cost Structure Revenue structure
251
If you build an add-on business it means that you do not replace elements
of the business model but rather add. Below the usual suspects – where
most likely you would play with go add a new business
Customer segment Value Proposition – Product
Revenue structure Key Partners esp. suppliers
Channels Totally different business model
252
Disrupt yourself – Overview
253
Do what you do
but better
254
If you have a nice cash generating business you are unfortunately running
the risk of being disrupted by some new comer operating in different
business model
How the businesses were disrupted?
 Mailing the DVD

 No late fees
 Streaming
 Better value proposition

Taxi / Cabs  Lower Price
 No friction in usage
 Totally new design from a scratch

Combustion  Value proposition pretty close to the existing
car producers solutions
 Emotional value appealing to certain segments
 Self-driving feature
 Software that helps you constantly improve the
product
 Infrastructure that supports electric cars 255
You can immune yourself against disruption by….disrupting yourself. This
however may have dire consequences
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
256
In short term you may be loosing a lot of money
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
257
Once you find the new business model you not only gain what you have
lost…..
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
258
… but you also start taking more and more market share from competitors
that did not adjust to new business model
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
259
Do what you do
but better
Change the
business
model
Intrapre-
neurship
M&A
potential
competitors
Copy
competitors
that may
disrupt you
260
In the next lectures I will show you 3 examples firms that were
intentionally disrupting themselves
M&A - Altassian
M&A - Adobe
Copying competitors – Lufthansa
261
Which strategic direction you should
chose?
262
Do what you do
but better
263
Do what you do
but better

Change the Change the
Improve existing customers Upstream
Pricing business business
processes markets / with existing niche
model model
products products
Enter new New

Optimize markets for products Low cost Build add-on Intrapre-
Operational
Working existing within old player business neurship
Excellence
Capital products categories
New
Go up / Build M&A
Cross-selling Sell non- products
down the Blue Ocean entirely new potential
Up-selling core assets expanding
value chain businesses competitors
brand
Copy
Review Capitalize on Sell some
Renegotiate competitors
what and business M&A business
the deals that may
why you buy assets units
disrupt you
264

manager & CEO
$190
$10
265
Subscribe to our channels:
Badass
Consultants
Blog
266
For more information on Strategy check also my other presentation
Strategy for Management

Consultants & Business Analysts
Practical Guide
presentation
267
Check also my other presentations
FMCG for Management

Consultants & Business Analysts
Practical Guide
presentation
268
For more information on Supply Chain check also my other presentation
Supply Chain for Management

Consultants
Practical Guide
presentation
269
Essential Excel for Business

Analysts and Consultants
A practical guide
presentation
270
Top 10 courses that every

Management Consultant should
take
My super objective view
presentation
271
Top 25 books that every

Management Consultant should
read
My super objective view
presentation
272
Management Consulting Tools,

Techniques and Frameworks
A practical guide
presentation
273
How to manage a consulting

project?
A practical guide
presentation
274
Business modeling of offline

businesses in Excel
A practical guide
presentation
275
Supply Chain for Management

Consultants
Practical Guide
presentation
276
Sales Analysis for Business

Analysts and Consultants
A practical guide
presentation
277
Retail for Business Analysts and

Management Consultants
A practical guide
presentation
278
productivity hacks
presentation
279
Market research
Practical guide for startups and entrepreneurs
presentation
280
5 examples of business /
financial models in Excel
Practical guide how to check whether the business makes
sense
presentation
281
Essential Lean Manufacturing

for Management Consultants
Practical guide how to cut costs
presentation
282
What is an issue tree and how

to use it?
Practical guide with examples
presentation
283
Excel shortcuts for Management

Consultants and Business
Analysts
Practical guide how to work fast in Excel
presentation
284
Financial Modeling for Business

Analysts and Management
Consultants
Step by step guide
presentation
285
Management Consulting
Presentations
Practical guide how to prepare a great presentation
presentation
286
How to get into consulting

Practical guide how to pass the case part
presentation
287
How to become world class

analyst
A practical guide
presentation
288
Management Consulting
Presentations
Practical guide how to prepare a great presentation
presentation
289
Production for Management

Consultants
Practical guide
presentation
290
Business models
Practical guide for startups and entrepreneurs
presentation
291
How to create management

consulting presentations?
A practical guide
presentation
292
productivity hacks
presentation
293
Start and run consulting

company
A practical guide
presentation
294
How to open a successful

restaurant
A practical guide
presentation
295
On-line Business Models

A practical guide
presentation
296
MVP – how to test your

business idea without building
the product
A practical guide
presentation
297

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How to be a badass

manager & CEO

Personal productivity Effective manager Effective Director / CEO

How to improve the How to make your

How to become a badass

Click here to check my course

Personal productivity Effective manager Effective Director / CEO

Select (do the right

Go for low hanging

Right down issue

Use the right tools

Remove bottlenecks Avoid multitasking Avoid emails

Create universal Talk and write in a Standardize

Create templates and Guess and prepare

Consulting Firm (B2B Services)

Business Analyst / Project Manager

Managing the Identifying Collecting

170 170 x # of BAs

 Sell new projects

Inspire / suggests analyses

Ask for data

Profile of the Structure for

You buy ready-

Independent Smart lazy

Creates value Efficient

Support the team Despise politics

Tools Skills Areas of expertise

Start x (1+10%)^10 = 2,6 x Start

Tools Skills Areas of expertise

 25 points  24 months  10 hours per training  0.5 hour per day

170 170 x # of people

Managing the Identifying Collecting

To be done Monika Project A Startup A

Recurring items Michael Project C Startup C

Master list Lisa Project D Startup D

Managing the teams Managing the projects

Task 11 Task 13 Task 15

Managing the teams Managing the projects

Task 14 Task 1 Task 11 Task 13 Task 15

Check the teams assigned  Daily – 1-2 times a da for 15-30

Check projects status – for  Weekly – 30 minutes updates

Set aggressive deadlines Be lazy

Create fast Minimal Viable Create the to-do list and

 9:00-10:00 Status Update

 10:00-11:00 Doer time

 15:00-17:00 Analyzing & Checking

Communication with the

 9:30-10:00 Status Update

 10:00-15:00 Meetings with customer team

 15:00-17:00 Analyzing & Checking

Weekly update with the Transfer end-products to

Internal Deadlines very Educate the customer how

Double check integrity of

 Creating the product using critical  Fine tuning

Make team members more Apply the critical chain

Monitor people and Use tools to help people in

Get the deliverables from Make the team members

Rotate the people from the

Make the teams prepare Go to some meetings to

Make the teams create Create tools that capture

How to become a badass

Click here to check my course

Under the management of a badass CEO the business