“If you do not get a return on your investment within 90 days of an Ownership Thinking implementation, we will refund your fee. This has been our guarantee for 15 years and over 900 clients, and no one has ever asked for a refund.”
~Brad Hams, President

The goal of Ownership Thinking (OT) is to create an organization of employees who think and act like owners toward creating wealth (which of course creates opportunity). It’s not only about making money, however. OT is also an excellent cultural model, reflected statistically by the fact that companies practicing OT retain employees at a 200% better rate than companies that don’t.

As shown in our model above, there are four components of Ownership Thinking:

• The Right People: Ownership Thinking creates an environment that promotes learning and development, while at the same time increasing visibility and accountability. Your best people will excel, and your poorest performers are generally self-selected out by their peers.
• The Right Education: Employees are taught the fundamentals of business and finance, so that they are better equipped to make decisions that are financially sound.
• The Right Measures: Rather than focusing only on lagging financial measures, an emphasis is placed on identifying the most critical leading, activity based measures (Key Performance Indicators, or KPIs), and utilizing those KPIs to forecast results on a regular, formal basis.
• The Right Incentives: The process of employee education and focusing on the right measures in an environment of high visibility and accountability will increase your organization’s profitability – guaranteed. We can now design and implement a broad based incentive plan, because it is self funding.

THE IMPLEMENTATION PROCESS:

At Ownership Thinking, we take pride in the fact that we assist our client organizations in implementing OT quickly and effectively – usually in only a few days. Our process consists of the following:

• Prior to coming on site, we administer an appraisal, consisting of the following:
• A written survey for all employees, which provides us with a baseline of information around the three core components of Ownership Thinking - Business Acumen, Information Sharing and Keeping Score, and Incentive Compensation - as well as employees’ views on the key, critical people, financial, and operational issues in the organization.
• A simple review of five years of year-end financials (balance sheets and income statements), which is utilized to create a trend analysis that will identify strengths, weaknesses, and opportunities in the organization.
• After compiling the information noted above, we will tailor your materials and come on site. A typical implementation consists of the following:
• Day One: Management (full day):
• Overview of Ownership Thinking
• Financial training, including exercises focused on real issues identified from the surveys and financial analysis.
• Identification of the organization’s Key Performance Indicators.
• Identification of critical action items to insure a successful implementation.
• Incentive plan discussion, and identification of key measures for the plan (threshold, stretch goal, % share to incentive pool, etc.).
• Development of tools:
• Upon completion of day one, we will design all of the tools and document the information from the management team work:
• Scoreboard design and construction.
• Incentive plan design and construction, including all related tables for incentive pool and distribution of pool.
• Documentation of all notes, action items, responsibilities, and timelines.
• First year “roadmap” of Ownership Thinking implementation.
• Day Two: Management (half day):
• Forecasting training (huddling):
• Huddle video and discussion.
• Huddle session simulation
• Review of huddle session guidelines
• Review of scoreboard and identification of KPI “owners” who will forecast each KPI.
• Notes and Action Items review:
• Review all action items, timelines, and responsibilities.
• Identify timelines for huddles, Rapid Improvement Plan (RIP) rollout, OT kickoff meeting, incentive plan rollout, etc.
• Identification of OT steering committee.
• Review first year roadmap.
• Review incentive plan and discuss goals and objectives.
• NOTE: The incentive plan will typically be analyzed for a week or two before it is communicated to employees, and the final approval of the plan will generally lie with ownership.
• Rapid Improvement Plans:
• Review RIP guidelines.
• Review and discuss examples.
• Breakout sessions to identify the organization’s first few RIPs.
• Ownership Thinking overview and “Money Matters” financial training for employees:
• The remaining onsite work with the client will consist of half day training sessions for all (typically) employees, up to 50 employees in each session.
• Overview of the Ownership Thinking process.
• Basic financial training toward understanding Income Statements, Balance Sheets, and Cash Flow Statements.
• Exercises based on real issues being faced at WSC.
• Training on the design and implementation of Rapid Improvement Plans (RIPs).

All services offered in both English and Spanish

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