APEX helps organizations achieve peak performance through developing their market, operating, and people performance. They use proven tools and methods to accelerate change, build skills, and align strategy, culture, and talent for profitable results. Their approach focuses on identifying strengths, building trust through goal-driven work, and strategic thinking to shift landscapes and build sustainable organizational capacity. APEX has added value for clients through outcomes like cost savings, leadership development, efficiency gains, and accelerated revenue generation.

1. www.apex4growth.com Columbus • Boston • NYC • Washington
CAPABILITIES OVERVIEW
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2. 2
We help organizations
achieve peak performance.
Creating competitive value that makes a difference
Our Mission

3. Why does performance matter?
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Execution capability is one of
the top three concerns of
CEOs.
Product life-cycles are
accelerating at an
exponential rate. This
creates an ever greater
demand for both market
“know how” and a
committed, high speed,
agile workforce.
50% of all employees are
“merely putting their time
in” and 20% are acting out
their discontent in counter-
productive ways.
(Costing $.5Trillion to the US
economy per year)
Source: State of the American Workforce Report, Gallop, 2014 Source: Accenture Global 1000 Survey, 2012 Source: Mark Sullivan as Featured Guest at Harvard Business Publishing
Media Channel, 2014

4. Organizational Challenges
What organizations are facing today…
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©PLHerrera/iStockphoto LP.
Talent and Customer Churn:
Effort and commitment are fluid and
fleeting, often leading to sub-optimal
performance.
Integrity:
Less black and white; what is ground truth;
organizations, markets and people have
different realities; what is real and
meaningful; what is sustainable?
Uncertainty:
Live in a VUCA (Volatile–Uncertain-
Complex-Ambiguous) world; increased
decision risk.
Increased Competition:
Lower barriers to entry; more alternatives
for customers; greater need for speed and
enhanced value.

5. What happens when you're not
organizationally aligned?
5Source: KatesKesler LLC
Strategy PeopleRewardsProcessStructure
If the structure
is not aligned to
the strategy
If the development
of coordinating
mechanisms is left
to chance
If the metrics
and rewards
don’t support
the goals
If people aren’t
enabled and
empowered
you get
If strategy is
missing, unclear
or not agreed
upon
Confusion Friction Gridlock
Internal
Competition
Low
Performance
you get you get you get you get

6. Expertise that delivers: Drawing upon a global network of
resources
Mark Sullivan, Ph.D.
30 years of leading
organization, strategy and
human capital practices
Former Dow 30 Chief
Learning Officer and Global
VP-Talent Management
Harvard Business Publishing
featured media talent
Growth incubator and
talent/organizational
development expert
APEX’s Founder
Jeff Bennett
Former Booz, Allen &
Hamilton strategy partner;
founder, Amphora
Consulting
Extensive global board
level consulting on
business growth
Recent articles in HBR,
Strategy & Business
publications, et al
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Ron Ashkenas, Ph.D.
Co-led organizational change
team for Jack Welch
Original co-author of “Work-
Out” (getting cross-functional
work done fast and well)
Popular HBR contributor and
blogger focusing on speed
and simplicity.
Managing Partner with
Shaeffer Associates
Kurt Southam, Ph.D.
A former colleague and
protégé of Stephen Covey
Prominent expert in influence
management, change
management and (how to
conduct) crucial
conversations
Founder, owner of Southam
Associates
Leveraging extended faculty, managing partners
and experts with a proven record

7. Market Performance
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Operating Performance
People Performance
Our Core Capabilities

8. Performance Fly-Wheel:
Three big questions that power sustainable
performance
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People
Performance
Operating
Performance
Market
Performance
Market Performance:
How do you create unique,
competitive value in a
sustainable fashion?
(Economic Value)
Operating Performance:
How do you create efficient,
innovative, agile practices
that get the right
things done the right
way?
(Functional Value)
People Performance:
How do you develop and
sustain superior competence
and effort as an individual
and team contributor; and as
leader and follower?
(Human Capital)

9. -- Market Performance –
Strategic Value Creation
& Execution Capability
-- Operating Performance --
Organizational Strategy
& Structural Fitness
Approach To Growing Capacity and
Effectiveness
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Capabilities Tied Together
(Strategy, organization and talent eco-system
integrated for speed and value )
Builds Disciplined, Cross-Functional Alignment
(Ties purpose, with high speed process and practice)
Closing the Knowing-Doing Gap
(Develops targeted capabilities for impact)
Links to Profitable Market-Back Opportunities
(Accelerates internal growth engine with key BD skills)
-- People Performance –
Team & Talent
Skill Building

10. 10
Strategy
TalentOrganization
STRATEGY
Making It Real and Relevant
(Market Performance)
ORGANIZATION
Improving Speed, Quality and Value
(Operating Performance)
TALENT
Develop Skills That Make a Difference
(People Performance)
What
We Do

11. Key Competencies
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Growing Market Performance
Teaching/coaching competitive growth & business development skills with
strategic talent
Identifying profitable, new value-driven, high-margin opportunities
Incubating targeted 100-day action learning growth teams for value capture
Creating a workforce that thinks and acts market-back (not product-forward)
Link to Profitability?
“Using the growth tools in the APEX program, we were able to take price up three times in 18 months while
significantly growing margins through re-crafting our value proposition and business model with a key customer.”
Source: General Manager of a medical device supplier for the world’s largest 501C3 health care research institution, Columbus, OH; May 3, 2012.
Accelerating Operating
Performance
Developing People
Performance
Growing Market
Performance

12. Develop a blended mix of strategy, BD and
executive leadership skills while on a part-
time, strategic, income-generating 100-day
market-facing action learning project team
Extensive “hands-on” coaching and real-
time practice on the problems at hand
Cultivate accelerated value delivery
“know-how” in complex cross-boundary
settings
106 five-day sessions
Over 2,500 people trained
Over $700 million in recognized bottom-
line impact
Building a ‘culture of innovation’
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SMART Growth Lab:
Strategic Marketing And Rapid Talent Growth Lab
For our biggest client – a fivefold increase in the rate of organic growth, 60 percent
increase in revenue and more than 100 percent increase in operating profit
Introducing an Award-Winning 100 Day Growth Accelerator:
The Concept The Results
Dow 30
Chairman’s
Award
©APEX
Accelerating Operating
Performance
Developing People
Performance
Growing Market
Performance

13. Key Competencies
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Accelerating Operating Performance
Building 100-day road maps: big goals and commitments
Benchmarking value steams, risk-zones and accelerators
Securing matrix, cross-functional hand-offs and accountability mechanisms
Mapping resource and talent pipelines; sandbox simulations
Re-tooling operating models and governance frameworks
Link to Profitability?
Organizations that are operationally fit based on well integrated structures and processes can
have a 3-5% competitive advantage in net sales-to-inventory, working capital or asset turnover.
Source: Warren Buffet on business valuation in his Berkshire Hathaway Annual Meeting; May 3, 2014.
Toward High Speed Value Delivery and Value Capture:
Developing People
Performance
Growing Market
Performance
Accelerating Operating
Performance

14. Activity & Value Mapping: Streamlining Hierarchy
Blue Ocean Leadership Practices
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Key
Activities
• Enforce established
ways of doing
things
• Solve operational
problems and put
out fires
• Monitor and coordinate
middle management
initiatives
• Deal with administrative
matters and answer e-mails
• Conduct meetings for
operational improvements
• Deal with poor performance
• Coach and motivate direct reports
• Communicate the company’s vision and what it
means to people
• Create a compelling strategy
• Explain the strategy clearly
• Analyze future trends
and their implications
for the company
• Develop an agenda for
change
• Remove bureaucratic
blockages
HIGH
LOW
TO-BE PROFILE
IN CHARTING THE
FUTURE
AS-IS PROFILE
FOCUS ON THE
DAY-TO-DAY
ELIMINATE REDUCE RAISE CREATE
From the Day-to-Day to the Big Picture
Current activities of leaders vs. the activities employees think they should be doing (Aspirational Mapping: One Stakeholder Group)
TIME & EFFORT
Source: HBR, Blue Ocean Leadership, May 2014; For Illustrative Purposes Only
Developing People
Performance
Growing Market
Performance
Accelerating Operating
Performance

15. Key Competencies
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Developing Team & Talent Performance
Team Play Book & Profiler;* Culture Map
Executive Workshops & Coaching Labs
Customized Motivational Talks
Korn Ferry Leadership Architect
Change Management ProSci Tools
Talent Link to Contribution Margin?
By enabling talent to have the right competitive skills, the organization can have a 40%
increase in employee performance and a 4.5x multiplier in financial results.
Hay Group, Normative data base from global research and assessment, 2012.
Provides measurable improvement in
cost, quality, speed, safety, and value*
• 50% reduction in error rate in select hospitals
• Development groups improve cycle time by
50-80%
• Productivity of knowledge workers by 50-80%
* As measured in over 50 large-scale, cross-industry global change
initiatives by Vital Smarts Training Company
Building skills that help to grow talent and teams via performance coaching and workshops
* An APEX Offering by VitalSmarts and Southam Associates
Growing Market
Performance
Accelerating Operating
Performance
Developing People
Performance

16. Team Play Book: Leveraging Common Patterns
and Practices For High Performance Roadmap
The “Profiler” tool further
aligns performance styles to
roles to optimize individual
and team practices
Measure individuals (People
Profiler) as a way to look for
patterns, explain challenges,
and make the best business
decisions
19-May-15
©2011 Talent Analytics, Corp. | www.talentanalytics.com
An APEX offering as an Agent of Talent Analytics Corp
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Growing Market
Performance
Accelerating Operating
Performance
Developing People
Performance

17. Shaping Operating Cultures:
Anchoring Core Practices between Talent and Teams
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17-Minute Culture Survey
Operating Culture Practices: Thematic Analysis
Change Resistance Mapping: Gap Analysis
100 Day Culture Incubators: Innovating the Future
Why Does Culture Matter?
Change management fails as much as 70% of the time with the operating culture being a critical factor.
Strong cultures will improve productivity by at least 10%. Done well, unit productivity can as much as double
in six to twelve months.
Source: Developing Your Company Culture, Barry Phegan, Ph.D. January 1, 1995.
Stability and control
Flexibility and freedom to act
Internalfocus
andintegration
Externalfocusand
differentiation
Clan
Hierarchy Market
Adhocracy
50
40
30
20
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*OAIC Culture Survey designed and validated by
Professor Kim Cameron, University of Michigan, 2011.

18. Framework:
The New Korn Ferry 4D Leadership Platform
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An APEX licensed Korn Ferry tool

19. Growing Market
Performance
Accelerating Operating
Performance
Developing People
Performance
Influence Management Skills (i.e. creating common interests)
Provides skills needed to change the behavior of others. Also highly effective for those
without formal authority, as well as emerging leaders.
Crucial Conversations (i.e. straight talk)
Teaches skills for creating alignment and agreement by fostering open dialogue around
high-stakes, emotional, or risky topics—at all levels of the organization.
Crucial Accountability (i.e. walk-the-talk)
Teaches a step-by-step process for enhancing accountability, improving performance, and
ensuring execution. By learning how to talk about violated expectations in a way that solves
problems while improving relationships, you’ll improve individual, team, and organizational
effectiveness.
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Two-Day Award Winning Skill Building Seminars
A VitalSmarts Certification Asset in Partnership with APEX
Developing Talent to Thrive in
High Change

20. Signature Speaking Engagements
(Key messages and stories aligned to change and engagement efforts)
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Symposiums
(Structured, scalable dialogue sessions with panel prepped for impact)
Facilitated Fire-Side Chats
(Skillfully guided, highly interactive sessions addressing issues and opportunities)
Growing Market
Performance
Accelerating Operating
Performance
Developing People
PerformanceCustomized Motivational Talks

21. Our
Approach
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We believe each client has the inherent
tools and capability to step up to superior
performance, in spite of hurdles
constraining success.
We help to shift the landscape and build
people and organizational capacity to
make a sustained difference that matters.
We do this by:
Work
Smart
Build
Trust
Think
Hard

22. Our Approach
Work
Smart
Build
Trust
Think
Hard
Identifying what is working well
Creating a supportive, respectful,
accountability-driven
environment to do challenging,
meaningful work requiring trust,
skill, standards and stamina
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23. Our Approach
Using rapid-results methodology
and metrics as both a means and
ends to performance
improvement.
We link compressed, goal-driven,
action-learning efforts and guided
images/milestones with on-going,
peer-client feedback for mapping
progress against measurable
outcomes.
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24. Our Approach
Providing developmental
environments to safely experiment
with new behaviors and practices
for enriching talent and teams for
profitable results.
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25. Where We Have Added Value
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26. Cost Savings
Talent-Powered Leadership
Competitive Differentiation
Strategic Alignment: Less Re-Work
Operational Efficiency
Accelerated Revenue Generation
Accelerated Through-Put: Cross-Functional Expertise
High Performing Teams
Speed-To-MarketChange That Works
Market-Back Culture: Focused on Value
Why APEX?
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Proven, senior-level practitioners with many years of client
experience applied throughout the full-length of the engagement.
(Unlike some of the larger consulting houses, our seasoned talent is present
through the entire process.)
Our high quality services are provided at a cost significantly
less than the major consulting houses.
We bring expertise and value without the overhead.
We use seasoned tools, honed from years of practice to ‘move
the needle’ where it matters.
We work fast, in a targeted fashion, to accelerate change that
makes a material difference for you and your organization.
Expertise
Cost
Results

27. Follow-up
Contact:
Mark J. Sullivan, Ph.D.
Managing Partner
Accelerating Performance Excellence, LLC
c: 201.290.5317
msullivan@apex4growth.com
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28. Tools and Practices
(Social and Organizational Innovation for Profitable Results)
APEX uses proven tools, interview guides, assessment,
diagnostic reports, and skill-building seminar
products with best-of-class licensed assets from the
McKinsey, Korn Ferry, ProSci Change Management,
Talent Analytics, KatesKesler, Vital Smarts Training,
Southam Associates, Minds at Work, and
OCAI companies.
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T: 201.290.5317; O: 150 East North Broadway Street, Columbus, OH 43214