Corporate Governance Tools

phases. However, if an understanding and/or solution cannot be reached, consider removing the individual from their role.  Replace legacy management that resists change. Some legacy management might not change, and it is important that this resistance does not pull down the overall performance of the company. Make it clear that managers will be trained and motivated to stay on board under the new strategy. If a manager is not willing or able to perform their role in six months (despite one-on-one coaching and/or mentoring sessions, per the bullet point above, and after being put on a corrective action plan), then consider removing them from their role.  Use strong delegation skills during the operate step. Delegation is a simple process but hard for many to follow. It begins with communicating the “why” and “what good looks like” for whatever is being delegated, training on the “how” via SOPs, and then giving the delegate time to implement. SGS should offer check-in meetings to help the local manager feel supported and to answer questions. Much of this is done during the apprenticeship stage.  Focus on a few critical disciplines and implement them rigorously. Always fall back to the core disciplines of the Playbook, and if they are not being done right, stop and go back until they are being done right. Do not let anyone on the SGS team stray from the

Playbook. Every single SGS team member should be committed to implementing the

Playbook or it will not work. Remember that 80% of the results are going to come from 20% of the work. Focus on building the few critical business disciplines outlined in this

Playbook, memorize them and do not overdo it. Note to Reader: RENEW believes these are disciplined use of: 1) The OKR system to manage planning and implementation, 2)

The weekly Legend and “I Musts” (or equivalent in-house project management plan/software) as the most tactical plan to drive projects forward, 3) Calendars to increase management’s ability to plan and get things done, 4) A 13-week cash flow to track and forecast cash flow; 5) A weekly and monthly KPIs dashboard to get the team focused on measurable performance; 6) A system to close the books every month by the 10th and send the financial statements and a TvA analysis to the Exec and SGS team by the 15th; 7) Meeting disciplines and purpose, outcomes and agenda (POA), all of which include gender-smart considerations.  Pay special attention to change management. For many on the management team, it will feel like there is a lot of change occurring. SGS should have regular, informal and formal check ins with the management team to help them manage the change they are experiencing so it doesn’t overwhelm them and burn them out. Explain that the goal of the changes SGS is making is to support the company’s growth.  Stick with the process. The SGS team may try to “win over” the legacy management team and employees, and in so doing entertain one-off requests. Do not do this. Be kind but stick with the policies in the employee manual. The SGS team should be familiar with the HR policies. Never stray from the policies, unless all the fund manager’s partners agree.

SCOPE

The scope of value addition begins before the closing (T minus 180 days), and for three years after the investment closing. It is broken into four activities: 1) prepare (pre-investment), 2) build, 3) operate and 4) transfer. The first 180 days involves building the management systems of the company by implementing a number of checklists across the management departments of the company.

TARGETS

 Within the first 180 days of an investment, all checklist items have been completed by the SGS team and status report has been shared with the IIC.  SGS has fully transitioned management to a gender-balanced executive team by month 36.  The company reaches $[TARGET USD VALUE] EBITDA by month 60.  Other growth, impact and financial targets are created for each company and platform company and are reflected in the company’s CIM.

TOOLS

Project Management Tools

NAME LINK USE

Master Planning SOP

Executing Battle Rhythms SOP

Tool - Master Planning SOP This comprehensive tool provides a framework to develop a company's: 1) 20Year Guiding Statements, 2) Five-Year Strategic Plan, and 3) Annual Management Plan (AMP). Further, it explains how to translate the company’s SMART Objectives and Key Results (OKRs) of their AMP into actionable projects and then use the AMP in their monthly and weekly meetings.

Tool - Executing Battle Rhythms SOP An accompanying tool to the Master Planning SOP, the Executing Battle Rhythms SOP, provides a detailed overview of the meeting cadence that SME executives and managers should follow in pursuit of implementing the