Add Value

       "I believe wholeheartedly that a new form of capitalism is emerging.
More stakeholders (customers, employees, shareholders, and the larger
community) want their businesses to.have a purpose bigger than their
product."

Mats Lederhausen
Inventor and former McDonald's Executive

Thank you,
Rebecca
Rebecca Litwin
Down Etc
228 Townsend St.
San Francisco, CA 94107
415-348-0084 Phone
415-348-0085 Fax
www.downetc.com

-----Original Message-----
From: list-manager@stagen.simplelists.com
[mailto:list-manager@stagen.simplelists.com] On Behalf Of Jason Eckenroth
Sent: Thursday, January 29, 2015 07:53
To: buffett@stagen.simplelists.com
Subject: Re: Eckenroth 2x2

I shared my 2x2 early this month.  One of the tough realizations was that my
key project for the Quarter: Deliverability Delivered (a new product
capability that's been a pet project of mine), found itself in the "work in"
category.  Here are my WWHWW for Deliverability:

Why

*	If ShipCompliant were a winery we would be tracking our customers'
satisfaction with our products (which most wineries probably do). We would
probably use NPS. We would also want to measure, control and optimize the
D2C experience (which begins with the order and ends with receiving of the
wine). Our own experiences, those of D2C wine buyers we've spoken to and our
data suggests few wineries have the capabilities to track/control the D2C
"deliverability" experience and in-general customers find the experience
unpredictable/not transparent to frustrating. The sub-optimal "delivery
experience" is costing wineries a) directly through returns/damages and b)
indirectly through loss of repeat business due to poor customer experience.

*	Deliverability meets our Purpose: Build Solutions People Love and
Use.  Deliverability will be used EVERY DAY, and has the opportunity to
delight our clients at every interaction.  It is also the epitome of SCALE,
tapping into the largest unit of scale ShipCompliant deals in, packages
(plus the dozens of valuable data points per package relevant to delivering
on the WHY mentioned above.

	What:

	1.	System of truth

		1.	The information presented in Deliverability is
always accurate and up to date.  The user finds it equivalent to going
directly to UPS / FDX, and therefore finds value in seeking out the info in
one place.

		2.	Missing information (tracking), is easily diagnosed
and the user is empowered to do something about it (e.g. get tracking info
faster from a 3PL)

	2.	Constant / Daily Engagement & Delight

		1.	The key capabilities are enough to lure users into
the system everyday. not for maintenance, but to delight their customers and
increase re-order rates and NPS (loyalty)

	3.	Easy onboard / setup

		1.	Fully automated activation and setup - even for
first time SC customers

	4.	International / Easily spun out

		1.	Architected to be easily spun out of the SC
mothership

		2.	Architected to easily add new international and
regional carrier types

How, Who, When
		Champion	Team	When
Specifications and Usability
	Gather user stories, validate assumptions	EK	EK, SS
8/1/2014
	Iterate designs	JE	JE, EK, SF	8/31/2014
	Finalize broad specs	EK	EK, SC	9/15/2014
Implementation
	Backend optimization to meet core values	SC	SC, BO, PV
1/19/2015
	Front end implementation for customer validation	SC	SC,
BO, PV	2/5/2015
	Customer validation trip and beta launch	EK	EK, SC
2/5/2015
	Communication bus and final front end	SC	SC, BO, PV
2/20/2015
	Complete phase 1 handover to core product group	EK	SC, BO, PV
2/27/2015

-----------------------------

Jason Eckenroth
ceo / founder

o. 303.996.2342| jason@shipcompliant.com
1877 Broadway, Suite 703 | Boulder, CO 80302

 <http://www.shipcompliant.com/media/img/logo2.png>

On Thu, Jan 15, 2015 at 6:50 AM, Jason Eckenroth <jason@shipcompliant.com>
wrote:

	What I learned putting together my 2x2 based on our existing company
goals for Q1 2015, is there isn't a lot of perceived, "low value", "low
effort" tasks.  Everything is high effort! (relatively).  I think this is
going to force me to go back to the team and brainstorm more ideas that are
closer to us accomplishing.

	My other surprise was how many "pet projects" of mine actually fit
into the Delay / Ignore category.  Some of these have already been
communicated to the company, so I'm working through where they should
actually go.  But on first pass, that's what happened.

Task	Champion	Team	When	% Complete	Relative value
Relative effort
Taxify rev - $25k	Pawel	Taxify	3/31/2015		10	8

Product Marketing - $200k	Jeff	Product	3/31/2015		10
7
SCD Bookings - $300k	Kent	Sales	3/31/2015		10	6

SCW Bookings - $200k	Kent	Sales	3/31/2015		10	6

Taxify connectors	Pawel	Taxify	3/31/2015		9	6

Account mgmt program	Kent	Sales	3/31/2015		8	8

PRO sales	Kent	eGov	3/31/2015		8	6
IL lawsuits	Jeff	eGov	3/31/2015		8	6
Obeer integration	Jeff	Product	3/31/2015		8	4

Taxify scalability - 45 clients	Pawel	Taxify	3/31/2015		7
8
SCW pricing project	Kent	Finance	3/31/2015		7	7

Taxify onboarding	Pawel	Taxify	3/31/2015		6	7

Deliverability delivered	Jason	Product	3/31/2015		5
9
Taxify completness	Pawel	Taxify	3/31/2015		5	9

Hiring metrics	Kent	Finance	3/31/2015		5	4
AF scalability	Pawel	Product	3/31/2015		4	6
Hire more devs	Pawel	Development	3/31/2015		4	4

KB	Luke	Support	3/31/2015		3	6

	-----------------------------

	Jason Eckenroth
	ceo / founder

	o. 303.996.2342| jason@shipcompliant.com
	1877 Broadway, Suite 703 | Boulder, CO 80302

	 <http://www.shipcompliant.com/media/img/logo2.png>

	On Wed, Jan 14, 2015 at 5:04 PM, Nathanael Chawkin
<Nathanael.Chawkin@stagen.com> wrote:

		Hi All,

		Our first teleclass of the quarter is tomorrow, at 10:00
a.m. Central.  We will focus on the topics of Making Deliberate Tradeoffs,
using the 2x2 and the "Power of a Positive NO!".  We will also practice
Recalibration.  To prepare, we suggest you reflect on the following
questions (about the 2x2):

		*             What are we intending to accomplish in 2014,
beyond operating the business?  In other words, what are we doing to work ON
vs. simply working IN our business?  Where and how             are these
projects and initiatives talked about and recorded?

		*             How do I currently prioritize my projects and
initiatives?

		*             What are some examples of things that got
'crowded out' by less significant activities in 2013?   How valuable would
it be if I got better and more consistent at prioritizing? ...at     saying
NO to good stuff so the best stuff gets done?  What makes this hard?

		Please post your first draft of your 2x2 (permission to be
messy).  See if you can do a Half year 2x2 - what will be complete approx.
within the first quarter (Do First)? What will take longer than a quarter?
How do you have to break things down into manageable projects vs. roll
things up into larger initiative categories?

		As usual, we will especially look forward to hearing stories
from those who have posted a draft or those who have already been using this
tool in their organization.

		In the spirit of leading the way, we have attached a real,
live Stagen Coaching Team 2x2.

		Best,

		Nathanael, Lisa, Rick, and Justin

		Nathanael Chawkin, M.A. | Executive Coach
		nathanael.chawkin@stagen.com
<mailto:nathanael.chawkin@stagen.com>  | p: 214.484.7192 | c: 214.531.0129

		Stagen | 3535 Travis Street | Suite 100 | Dallas, TX 75204
		p: 214.744.9255 | f: 214.744.0094 | www.stagen.com
<http://www.stagen.com>

Thinking about end of year reporting?  Get a head start with our prep video
and slides. <http://shipcompliant-1.hs-sites.com/vs_2014_attendees>