Jonny Adams

You shouldn't have told me that. That is that sticking. That is that's going to go across our global consultancy team. Very quickly. Great thing about Teams is you can just pump it in there. News to all. Awesome, Matt. Thank you for raising this point. And working with you, you have a fantastic approach towards the operational side of the job that you do.

You shouldn't have told me that. That is that sticking. That is that's going to go across our global consultancy team. Very quickly. Great thing about Teams is you can just pump it in there. News to all. Awesome, Matt. Thank you for raising this point. And working with you, you have a fantastic approach towards the operational side of the job that you do.

But not only that, you support clients with the account management and the customer success process. So I can see that within you as a consultant. What operational rigor means to me, quite simple, is about discipline. And you've got to be aware if you're a middle manager or a leader that some of the work that we do is monotonous.

But not only that, you support clients with the account management and the customer success process. So I can see that within you as a consultant. What operational rigor means to me, quite simple, is about discipline. And you've got to be aware if you're a middle manager or a leader that some of the work that we do is monotonous.

So be conscious around how you deal with monotony because every day, every week, every month, it's the same thing. Check the stats, check your people, check your process. use your tools and technology to help you. And every single week, what we want to be able to see is that you're doing your one-to-ones, you're doing your activities, and it should be all about inputs drive the outputs.

So be conscious around how you deal with monotony because every day, every week, every month, it's the same thing. Check the stats, check your people, check your process. use your tools and technology to help you. And every single week, what we want to be able to see is that you're doing your one-to-ones, you're doing your activities, and it should be all about inputs drive the outputs.

And importantly, if your operational rigor is successful, your employee net promoter score should be fantastic. Your attrition in terms of the people being regrettable should reduce and ultimately productivity, i.e. revenue should improve. Those three clear metrics should be the basis of all of that great operational rigor and discipline. What about you, Matt? best efficiency?

And importantly, if your operational rigor is successful, your employee net promoter score should be fantastic. Your attrition in terms of the people being regrettable should reduce and ultimately productivity, i.e. revenue should improve. Those three clear metrics should be the basis of all of that great operational rigor and discipline. What about you, Matt? best efficiency?

And Matt, just conscious around it, because you're absolutely right. And thank you for keeping me in check because obviously I've got to be in my bonnet about that. And I've used maybe some of those particular words. We work in, we live in the world of growth. Okay. So you're thinking about,

And Matt, just conscious around it, because you're absolutely right. And thank you for keeping me in check because obviously I've got to be in my bonnet about that. And I've used maybe some of those particular words. We work in, we live in the world of growth. Okay. So you're thinking about,

If targets are being set for businesses for 2024 at the moment, they're likely to be an elevation of growth. Targets increase, but we know that comes with that is some of the key principles like operational rigor. If the target's going to increase in a business by 10% each year, why is operational rigor so important for you to continue to hit those 10% growth goals each year?

If targets are being set for businesses for 2024 at the moment, they're likely to be an elevation of growth. Targets increase, but we know that comes with that is some of the key principles like operational rigor. If the target's going to increase in a business by 10% each year, why is operational rigor so important for you to continue to hit those 10% growth goals each year?

Yeah, I think that's a great point. And I think the white paper you're talking about is the Roots and Shoots paper, if I'm not mistaken. Something actually that we work with a great marketing partner. And funnily enough, when we're talking about the alignment between sales and marketing, the first instance, they're hugely passionate about that is that everyone owns the number.

Yeah, I think that's a great point. And I think the white paper you're talking about is the Roots and Shoots paper, if I'm not mistaken. Something actually that we work with a great marketing partner. And funnily enough, when we're talking about the alignment between sales and marketing, the first instance, they're hugely passionate about that is that everyone owns the number.

So how do you drive the awareness of marketing producing the number as well as sales rather than this sort of finger pointing motion approach? I think for the last 10 years, that's been thought of, but businesses have tried to deal with that with the evolution of CROs. But I guess what we're talking about here is commercial alignment. How do we align all key functions together?

So how do you drive the awareness of marketing producing the number as well as sales rather than this sort of finger pointing motion approach? I think for the last 10 years, that's been thought of, but businesses have tried to deal with that with the evolution of CROs. But I guess what we're talking about here is commercial alignment. How do we align all key functions together?

And the quote that you talked about there is actually from one of my favorite books. And if you've never read it or ever been on a training course, it's from Patrick Lencioni, The Five Dysfunctions of a Team. And this was also shared in the keynote as I was talking about before. So I shared to the audience, if you could get

And the quote that you talked about there is actually from one of my favorite books. And if you've never read it or ever been on a training course, it's from Patrick Lencioni, The Five Dysfunctions of a Team. And this was also shared in the keynote as I was talking about before. So I shared to the audience, if you could get

All the people in an organization rowing in the same direction, you could dominate any industry in any market against any competition at any time. As I said, that was by Patrick Lencion. That's a pretty profound, pretty punchy statement. What's your thoughts on that, Matt?

All the people in an organization rowing in the same direction, you could dominate any industry in any market against any competition at any time. As I said, that was by Patrick Lencion. That's a pretty profound, pretty punchy statement. What's your thoughts on that, Matt?