First 100 Days
Transcript: First 100 Days at Tradies Success Academy Vanessa Goodall Days 1-30 Days 1 - 30 Connect and Discover Connect and Discover Introduce myself to the members of the Academy and start building relationships, trust and respect Get to know other members of the leadership team and gain information in regards to their divisions' current strengths, growth areas, challenges and future aspirations Understand the competitve landscape (desktop anaylsis) and needs of the Academy's members (customer survey) Connect and Discover Undertake an internal business audit by systematically reviewing procedures and systems to help discover gaps and areas for improvement Map out a strategic framework that will create a unified vision, common goals and increased operational efficiencies across the Academy Identify key documentation that needs to be developed and any immediate organisational structure or procedural changes required Days 31-60 Days 31 - 60 Create the Foundations Create the Foundations Facilitate strategic planning discussions with the Director and leadership team to inform the Academy's foundational framework of governance, finance and risk, ensuring the right priorities are set, time and resources are allocated to the right areas, innovation is encouraged and rewarded, and there is flexibility to change when change is required Draft the Academy's 3-5 year strategic plan, annual business plan (supporting budget) and risk management plan, and present to the Director and leadership team for feedback and approval Schedule with the Director and leadership team quarterly reviews of corporate reporting to ensure accountablity and progress in the right direction Create the Foundations With the strategic plans in place, work with the leadership team to identify required divisional specific subset plans/strategies: The Growth Engine - Marketing Strategy, Communications Plan The Value Delivery Engine - Coaching Curriculum Plan The Strategy and Innovation Engine - Growth Strategy, Innovation Strategy Assist Heads of Growth and Value Delivery Engines to develop role descriptions and performance plans (with KPIs) for their team members Days 61-100 Days 61 - 100 Start the Growth Start the Growth Commence drafting the Growth Strategy (including innovation): Product Development (sell more services to existing members i.e. Academy app and access to VR community), Gain Market Share (referral reward program, increase advertising), International Expansion (SWOT analysis, cost projections, business planning (1,3, 5 & 10 years)) Explore options and undertake a cost benefit analysis to determine best approach for deliverying program of innovation (run tender for IT services versus creation of internal capabilty) Start the Growth Work with the Academy's financial officer to develop a cost management plan that will support the desired growth Provide weekly updates to the Director and leadership team on the progress of the Growth Strategy (Innovation Strategy) and Cost Management Plan, seeking advice and guidance as required Beyond Beyond Finalise and deploy the Growth Strategy (Innovation Strategy) and Cost Management Plan Provide strategic and innovation leadership to enable the Academy to translate its business objectives into solutions via strategies Hold regular meetings with the heads of each division, and act as an intermediary, to make sure that operations are running smoothly and that any issue is addressed immediately Continue to look for ways to optimise the existing business and help achieve long-term success