TegBooks

8 The Workshop Flow 1. Review the Gap Analysis • Take the me to discuss current state vs. long-term goals. Discuss any surprising results. • Remember, this isn't an exercise in finger-poin ng. It's a fully transparent view of what's working and what's not, with the ul mate goal of helping to fill gaps through addi onal support, modified infrastructure, and/or improved tools. 2. Define the next 12 to 18 months • Examine the longer term organiza onal and team goals. This helps keep discussions on track and individual projects poin ng towards a larger goal. • Start wide and track all team inputs to see how team goals align across the organiza on. Don't be surprised if some par cipants haven't seen beyond their silo. Having everyone par cipate will ensure alignment, buy in, and accountability. 3. Conduct Red Light/Green Light Thinking Exercises • Red Light Thinking iden fies blockers that prevent being efficient, slow the growth the business, and inhibit achieving goals. These may be restraints ( me, budget, resources), processes, technology or anything else. 8 teg p: Nothing should be off the table Red Light/Green Light exercises should be interac ve but anonymous to give teams the freedom to provide honest feedback. • Green Light Thinking iden fies opportuni es for improvement and growth. • Discussion: Focus on issues that come up frequently, but don't ignore the outliers. Quite o en, only a few people feel a par cular painpoint, however, that painpoint could be a significant roadblock to achieving desired business results if it affects a key player or process. • Group Items: Look for overlaps between painpoints and growth opportuni es. For example, the team may iden fy a cri cal painpoint of having outdated data in the marke ng automa on pla orm, while an iden fied opportunity could be ge ng a CRM system. Count these 2 items as a single project, as an integrated CRM system will solve the data issue.

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