www.chrisroebuck.net
Entrepreneurial Leadership :Entrepreneurial Leadership :
new way of working to drivenew way of workin...
www.chrisroebuck.net
Who is Chris Roebuck ?Who is Chris Roebuck ?
www.chrisroebuck.net
The economic challengeThe economic challenge
 With the global economic problemsWith the global econo...
www.chrisroebuck.net
The organisational challengeThe organisational challenge
 Most organisations could perform up to 30%...
www.chrisroebuck.net
The leadership challengeThe leadership challenge
 Complex customer needs and changing environmentCom...
www.chrisroebuck.net
What is your greatestWhat is your greatest
challenge ?challenge ?
As an organisation ?As an organisat...
www.chrisroebuck.net
But there is an answer..But there is an answer..
And you, as leaders and professionals canAnd you, as...
www.chrisroebuck.net
Must we have great leaders ?Must we have great leaders ?
ENGAGING LEADERSHIPENGAGING LEADERSHIP
IS EN...
www.chrisroebuck.net
The basics we often forgetThe basics we often forget
 Organisations objective : MaximisingOrganisati...
www.chrisroebuck.net
Is bad leadership a risk ?Is bad leadership a risk ?
 A Swedish study from 2009 of over 3000 men sho...
www.chrisroebuck.net
The key leadership levelsThe key leadership levels
MACH 1 - ENGAGING LEADERSHIP ;
discretionary effor...
www.chrisroebuck.net
What you, as leaders, mustWhat you, as leaders, must
do for successdo for success
 Mach 1 - Maximise...
www.chrisroebuck.net
Mach 1 :Mach 1 :
Maximising effort fromMaximising effort from
employees at all levels.employees at al...
www.chrisroebuck.net
The facts - it works !The facts - it works !
 Companies with high engagement are 71% more likely to ...
www.chrisroebuck.net
It works for real..It works for real..
A story of customer service from aA story of customer service ...
www.chrisroebuck.net
Its really simple to do !Its really simple to do !
Counter productive 10%
Less than engaging
60% (NOT...
www.chrisroebuck.net
But you know all this already..But you know all this already..
Think about the best boss you have eve...
www.chrisroebuck.net
What made you give yourWhat made you give your
best ?best ? Kept me informed about what was going on...
www.chrisroebuck.net
The importance of leadershipThe importance of leadership
balancebalance
TASK TEAM
INDIVIDUAL
x
ORGANI...
www.chrisroebuck.net
Its so simpleIts so simple !!
 Roughly 25% of staff in most organisations are engaged, roughlyRoughl...
www.chrisroebuck.net
But don’t forget emotion is keyBut don’t forget emotion is key
 Purchase decisions :Purchase decisio...
www.chrisroebuck.net
Mach 2 :Mach 2 :
Being entrepreneurialBeing entrepreneurial
and focusing effort onand focusing effort...
www.chrisroebuck.net
What is entrepreneurialWhat is entrepreneurial
leadership ?leadership ?
Entrepreneurial leadership (E...
www.chrisroebuck.net
Entrepreneurial overview isEntrepreneurial overview is
vitalvital
Entrepreneurial
leader
Entrepreneur...
www.chrisroebuck.net
Building theBuilding the
entrepreneurial systementrepreneurial system
System leaders must :System lea...
www.chrisroebuck.net
Foundations forFoundations for
Entrepreneurial LeadershipEntrepreneurial Leadership
Great functional ...
www.chrisroebuck.net
Key elements to enableKey elements to enable
and drive better businessand drive better business
perfo...
www.chrisroebuck.net
Why HR is criticalWhy HR is critical
SENIOR LEADERS
HR LINE
MANAGERS
INDIVIDUALS
CUSTOMERS
“THE WAY
F...
www.chrisroebuck.net
Key elementsKey elements
 Inspirational visionInspirational vision
 Clarity on responsibilityClarit...
www.chrisroebuck.net
Developing future leadersDeveloping future leaders
 Engaging othersEngaging others – getting things ...
www.chrisroebuck.net
Keep it simple and practicalKeep it simple and practical
Examples you can deliver now:Examples you ca...
www.chrisroebuck.net
Entrepreneurial TeamEntrepreneurial Team
EventEvent Practical 2 hour team event you can run to start...
www.chrisroebuck.net
India – a real opportunity to leadIndia – a real opportunity to lead
 Geographic location : spans Eu...
www.chrisroebuck.net
Now you personally...Now you personally...
Decide now and write down 1 actions for :Decide now and wr...
www.chrisroebuck.net
Never forget leaders canNever forget leaders can
change lives !change lives !
www.chrisroebuck.net
QUESTIONSQUESTIONS
www.chrisroebuck.net
FOR ADDITIONAL IDEAS &FOR ADDITIONAL IDEAS &
CASE STUDIES SEE :CASE STUDIES SEE :
WWW.CHRISROEBUCK.NW...
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NASSCOM HR Summit 2013: Keynote 2: Entrepreneurial Leadership - New way of working to drive success

Published on: Mar 3, 2016
Published in: Business      Education      
Source: www.slideshare.net


Transcripts - NASSCOM HR Summit 2013: Keynote 2: Entrepreneurial Leadership - New way of working to drive success

  • 1. www.chrisroebuck.net Entrepreneurial Leadership :Entrepreneurial Leadership : new way of working to drivenew way of working to drive successsuccess Nasscom - 23Nasscom - 23rdrd July 2013July 2013 Chris RoebuckChris Roebuck Visiting Professor of Transformational Leadership,Visiting Professor of Transformational Leadership, Cass Business School, LondonCass Business School, London
  • 2. www.chrisroebuck.net Who is Chris Roebuck ?Who is Chris Roebuck ?
  • 3. www.chrisroebuck.net The economic challengeThe economic challenge  With the global economic problemsWith the global economic problems continuing organisations are in two groups :continuing organisations are in two groups :  Doing less of what they normally do andDoing less of what they normally do and waiting for things to get better – often resultingwaiting for things to get better – often resulting in failure after 2 – 3 years.in failure after 2 – 3 years.  Changing the way they work to reflect the newChanging the way they work to reflect the new world through engaging entrepreneurialworld through engaging entrepreneurial leadership.leadership.  You cannot keep hoping the crisis will endYou cannot keep hoping the crisis will end tomorrow – it won’t you have to change.tomorrow – it won’t you have to change.
  • 4. www.chrisroebuck.net The organisational challengeThe organisational challenge  Most organisations could perform up to 30%Most organisations could perform up to 30% better by maximising the performance of theirbetter by maximising the performance of their people through engaging leadership.people through engaging leadership.  Most organisations could perform 10% - 20%Most organisations could perform 10% - 20% better by reducing over complexitybetter by reducing over complexity  Most organisations do not focus as effectively onMost organisations do not focus as effectively on the customer as they could.the customer as they could.  All of the above are due to a lack of effectiveAll of the above are due to a lack of effective leadership – engaging and entrepreneurial at allleadership – engaging and entrepreneurial at all levels.levels.
  • 5. www.chrisroebuck.net The leadership challengeThe leadership challenge  Complex customer needs and changing environmentComplex customer needs and changing environment require leaders need to take a new and holistic view ofrequire leaders need to take a new and holistic view of whole organisation:whole organisation:  Driving integrated customer service and quality experienceDriving integrated customer service and quality experience  Developing their own leadership as well as functional skillsDeveloping their own leadership as well as functional skills  Minimising complexity where possibleMinimising complexity where possible  Understanding, leveraging the whole organisation, buildingUnderstanding, leveraging the whole organisation, building networksnetworks  Look at external best practiceLook at external best practice  Having a consistent approach across organisation, eg efficiencyHaving a consistent approach across organisation, eg efficiency and good risk management .and good risk management .  Being entrepreneurialBeing entrepreneurial  Everyone working as an aligned, networked and mutuallyEveryone working as an aligned, networked and mutually supportive team utterly focused on being one team to thesupportive team utterly focused on being one team to the end customerend customer
  • 6. www.chrisroebuck.net What is your greatestWhat is your greatest challenge ?challenge ? As an organisation ?As an organisation ? As a leader ?As a leader ?
  • 7. www.chrisroebuck.net But there is an answer..But there is an answer.. And you, as leaders and professionals canAnd you, as leaders and professionals can help your organisation survive and beathelp your organisation survive and beat the competition to become the best..the competition to become the best.. It is about SIMPLE new ways of workingIt is about SIMPLE new ways of working things that can be started NOW, at LITTLEthings that can be started NOW, at LITTLE or NO COST, that will bring benefitor NO COST, that will bring benefit RAPIDLY. These are PROVEN to work inRAPIDLY. These are PROVEN to work in the real world.the real world. So how can this work inSo how can this work in youryour world andworld and how can you make it happen ?how can you make it happen ?
  • 8. www.chrisroebuck.net Must we have great leaders ?Must we have great leaders ? ENGAGING LEADERSHIPENGAGING LEADERSHIP IS ENOUGH !IS ENOUGH !
  • 9. www.chrisroebuck.net The basics we often forgetThe basics we often forget  Organisations objective : MaximisingOrganisations objective : Maximising organisational performanceorganisational performance  Individuals objective : Meeting their needs andIndividuals objective : Meeting their needs and achieving their aspirationsachieving their aspirations  The leaders challenge : Enable employees toThe leaders challenge : Enable employees to meet their needs and achieve their aspirationsmeet their needs and achieve their aspirations as they deliver the organisations objectives.as they deliver the organisations objectives. Don’t let the system get in the way.Don’t let the system get in the way.  Do this by being one single, integrated andDo this by being one single, integrated and aligned team – that’s what the customer expectsaligned team – that’s what the customer expects and needs.and needs.
  • 10. www.chrisroebuck.net Is bad leadership a risk ?Is bad leadership a risk ?  A Swedish study from 2009 of over 3000 men showedA Swedish study from 2009 of over 3000 men showed that those with bad bosses suffered 20 to 40% morethat those with bad bosses suffered 20 to 40% more heart attacks than those with good ones.heart attacks than those with good ones.  A study of UK hospitals showed that those with poorA study of UK hospitals showed that those with poor leadership systems had higher mortality ratesleadership systems had higher mortality rates  The current and historic issues in major organisationsThe current and historic issues in major organisations where things have gone wrong the primary cause is poorwhere things have gone wrong the primary cause is poor leadership creating poor culture leading to errors. Egleadership creating poor culture leading to errors. Eg financial crisis, Gulf of Mexico, LIBOR and many more.financial crisis, Gulf of Mexico, LIBOR and many more.
  • 11. www.chrisroebuck.net The key leadership levelsThe key leadership levels MACH 1 - ENGAGING LEADERSHIP ; discretionary effort maximised – performance in top 15% BASIC LEADERSHIP : status quo thinking, minimal change, “just good enough is good enough” – the rest ! MACH 2 - ENTREPRENEURIAL LEADERSHIP : the new world, alignment to critical deliverables – TOP 5 %
  • 12. www.chrisroebuck.net What you, as leaders, mustWhat you, as leaders, must do for successdo for success  Mach 1 - Maximise performanceMach 1 - Maximise performance  Build Core Capability: everyone can do their job wellBuild Core Capability: everyone can do their job well  Engage Employees: everyone wants to do their job wellEngage Employees: everyone wants to do their job well  Clear Responsibilities: who does whatClear Responsibilities: who does what  Mach 2 - Become More EntrepreneurialMach 2 - Become More Entrepreneurial  Total focus on end customerTotal focus on end customer  Efficiency and simplicity (including existing systems)Efficiency and simplicity (including existing systems)  Optimise riskOptimise risk  Innovate and constant improvementInnovate and constant improvement  Take personal responsibilityTake personal responsibility  Inspiration and drive for successInspiration and drive for success
  • 13. www.chrisroebuck.net Mach 1 :Mach 1 : Maximising effort fromMaximising effort from employees at all levels.employees at all levels. Tell me and I forget, show me and ITell me and I forget, show me and I remember, involve me and Iremember, involve me and I understandunderstand
  • 14. www.chrisroebuck.net The facts - it works !The facts - it works !  Companies with high engagement are 71% more likely to outCompanies with high engagement are 71% more likely to out perform their peers in sector.perform their peers in sector.  Can produce an Earnings per share 2.6 times higher thanCan produce an Earnings per share 2.6 times higher than competitors with low engagement (Gallup)competitors with low engagement (Gallup)  Could increase revenue by up to 43% (Hay)Could increase revenue by up to 43% (Hay)  Companies with greater than 10% profit growth had 39% moreCompanies with greater than 10% profit growth had 39% more engaged staff and 45% few disengaged staff than those with lessengaged staff and 45% few disengaged staff than those with less than 10% growth (Hewitt)than 10% growth (Hewitt)  Bank branches with high employee engagement achieved 16% highBank branches with high employee engagement achieved 16% high profit margin growth than those with lower scores (Standardprofit margin growth than those with lower scores (Standard Chartered)Chartered)  Accenture managed to increase net revenue by 21.6% in 6 monthsAccenture managed to increase net revenue by 21.6% in 6 months by implementing an engagement initiative.by implementing an engagement initiative.  Companies with high engagement scores improved operatingCompanies with high engagement scores improved operating income by 19.2% compared to a decline of 32.7% in those with lowincome by 19.2% compared to a decline of 32.7% in those with low scores in a 12 month period (Towers Perrin)scores in a 12 month period (Towers Perrin)  Engagement can halve days lost though sickness (CBI)Engagement can halve days lost though sickness (CBI)
  • 15. www.chrisroebuck.net It works for real..It works for real.. A story of customer service from aA story of customer service from a British car company...British car company... They seek excellence in everythingThey seek excellence in everything they do....this is their 100they do....this is their 100thth year.year. But first a very short video aboutBut first a very short video about themthem
  • 16. www.chrisroebuck.net Its really simple to do !Its really simple to do ! Counter productive 10% Less than engaging 60% (NOT getting discretionary effort from majority) Engaging 20% Good 10% Good 30% (gets discretionary effort from employees) Engaging 60% (gets discretionary effort from employees) Less than engaging 10% Note : % of total leaders at each ability level NOW - Basic AIM – Engaging
  • 17. www.chrisroebuck.net But you know all this already..But you know all this already.. Think about the best boss you have everThink about the best boss you have ever had and what they did day to day thathad and what they did day to day that made them the best and made you wantmade them the best and made you want to give them maximum effort…to give them maximum effort… Write down 3 – 4 things they did.Write down 3 – 4 things they did.
  • 18. www.chrisroebuck.net What made you give yourWhat made you give your best ?best ? Kept me informed about what was going onKept me informed about what was going on  Set realistic but challenging targetsSet realistic but challenging targets  Making me part of a successful organisation with good cultureMaking me part of a successful organisation with good culture  Respected me as a professional and a personRespected me as a professional and a person  Backed me up when requiredBacked me up when required  Developed my skills and careerDeveloped my skills and career  Acted with integrityActed with integrity  Led by exampleLed by example  Listened to what I said and my ideasListened to what I said and my ideas  Genuinely cared about meGenuinely cared about me  Didn’t blame me for genuine mistakesDidn’t blame me for genuine mistakes  Let me get on with things and didn’t interfere – empowered me.Let me get on with things and didn’t interfere – empowered me.  Was fair and treated be decentlyWas fair and treated be decently  Inspired me with their enthusiasmInspired me with their enthusiasm  Built trust and transparencyBuilt trust and transparency  Praised me and encouraged mePraised me and encouraged me TASK PEOPLE BOTH
  • 19. www.chrisroebuck.net The importance of leadershipThe importance of leadership balancebalance TASK TEAM INDIVIDUAL x ORGANISATI ON
  • 20. www.chrisroebuck.net Its so simpleIts so simple !!  Roughly 25% of staff in most organisations are engaged, roughlyRoughly 25% of staff in most organisations are engaged, roughly 65% just do the job, and 10% negatively impact on colleagues.65% just do the job, and 10% negatively impact on colleagues.  The 65% can give you 30% more discretionary effort if they want !The 65% can give you 30% more discretionary effort if they want !  Actions you could do tomorrow that would improve performance :Actions you could do tomorrow that would improve performance :  Tell people what they do contributes to bigger picture + 28%Tell people what they do contributes to bigger picture + 28%  Fair & accurate feedback day to day + 39%Fair & accurate feedback day to day + 39%  A good development plan supported by the line manager + 38%A good development plan supported by the line manager + 38%  Showing employees you genuinely care + 25%Showing employees you genuinely care + 25%  A good leader can reduce the risk of talent loss by up to 87%A good leader can reduce the risk of talent loss by up to 87%  A line manager impacts 17 of the top 20 drivers of high performance.A line manager impacts 17 of the top 20 drivers of high performance.  Good on boarding can increase first year performance by 25%Good on boarding can increase first year performance by 25% Overall …. a good line manager who inspires and develops peopleOverall …. a good line manager who inspires and develops people can increase an individuals performance AND potential by at leastcan increase an individuals performance AND potential by at least 30%30% Corporate Leadership Council N = 50,000Corporate Leadership Council N = 50,000
  • 21. www.chrisroebuck.net But don’t forget emotion is keyBut don’t forget emotion is key  Purchase decisions :Purchase decisions :  Up to point of buy : 80% logic 20% emotionUp to point of buy : 80% logic 20% emotion  At point of buy : 80% emotion 20% logicAt point of buy : 80% emotion 20% logic  Decision to give high performance is 57% rationalDecision to give high performance is 57% rational / 43% emotional/ 43% emotional  Line manager accounts for 80% of the emotionalLine manager accounts for 80% of the emotional decision !decision !  Line managers must “inspire” and “build trust” toLine managers must “inspire” and “build trust” to be effective – driving performance withoutbe effective – driving performance without emotion loses nearly 50% of the chance ofemotion loses nearly 50% of the chance of achieving success.achieving success.
  • 22. www.chrisroebuck.net Mach 2 :Mach 2 : Being entrepreneurialBeing entrepreneurial and focusing effort onand focusing effort on what really matters.what really matters.
  • 23. www.chrisroebuck.net What is entrepreneurialWhat is entrepreneurial leadership ?leadership ? Entrepreneurial leadership (EL) applies the key skills of theEntrepreneurial leadership (EL) applies the key skills of the entrepreneur in the organisation to :entrepreneur in the organisation to :  Total focus on end customerTotal focus on end customer  Efficiency and simplicity (including existing systems)Efficiency and simplicity (including existing systems)  Optimise risk not minimiseOptimise risk not minimise  Innovate and constant improvementInnovate and constant improvement  Take personal responsibilityTake personal responsibility  Inspiration and drive for successInspiration and drive for success
  • 24. www.chrisroebuck.net Entrepreneurial overview isEntrepreneurial overview is vitalvital Entrepreneurial leader Entrepreneurial leader Aligned entrepreneurial strategy Entrepreneurial leader Entrepreneurial leader Entrepreneurial leader Entrepreneurial leader Example & direction Co-ordination & support Delivery and inspiration
  • 25. www.chrisroebuck.net Building theBuilding the entrepreneurial systementrepreneurial system System leaders must :System leaders must :  Understand and leverage the wholeUnderstand and leverage the whole organisationorganisation  Be a strategy and brand ambassadorBe a strategy and brand ambassador  Role model integrity and partnershipRole model integrity and partnership  Drive alignment and integration - simplicityDrive alignment and integration - simplicity  Give permission to everyone to beGive permission to everyone to be entrepreneurial and listen to them.entrepreneurial and listen to them.  Create a focused and inspired community clearCreate a focused and inspired community clear on what needs to be done to deliver excellenceon what needs to be done to deliver excellence to customersto customers
  • 26. www.chrisroebuck.net Foundations forFoundations for Entrepreneurial LeadershipEntrepreneurial Leadership Great functional knowledge Entrepreneurial mindset Market / environment knowledge Strategic business understanding Operational understanding Core business/ project/ financial knowledge AND FOR ENTREPRENEURIAL SUPPORT FUNCTIONS !
  • 27. www.chrisroebuck.net Key elements to enableKey elements to enable and drive better businessand drive better business performance.performance.
  • 28. www.chrisroebuck.net Why HR is criticalWhy HR is critical SENIOR LEADERS HR LINE MANAGERS INDIVIDUALS CUSTOMERS “THE WAY FORWARD” FACILITATION DEVELOPMENT & MINDSET
  • 29. www.chrisroebuck.net Key elementsKey elements  Inspirational visionInspirational vision  Clarity on responsibilityClarity on responsibility  Take the employees viewTake the employees view  Consistent simple messagesConsistent simple messages  Develop the leaders of the futureDevelop the leaders of the future  Give permission toGive permission to  Review the legacyReview the legacy  Create the futureCreate the future  Customer focused systemsCustomer focused systems
  • 30. www.chrisroebuck.net Developing future leadersDeveloping future leaders  Engaging othersEngaging others – getting things done through other– getting things done through other people and establishing effective rapportpeople and establishing effective rapport  Learning abilityLearning ability – learning from experience to– learning from experience to improve performance in self and others. Proactivelyimprove performance in self and others. Proactively seeking feedback.seeking feedback.  Managing changeManaging change – being effective in any fast moving– being effective in any fast moving situation and to consider implications for the future assituation and to consider implications for the future as well as present.well as present.  Strategic Understanding –Strategic Understanding – understanding,understanding, leveraging and improving the whole organisationleveraging and improving the whole organisation  ResilienceResilience – ability to withstand pressures of– ability to withstand pressures of challenging environmentschallenging environments and enabling other to do theand enabling other to do the samesame  Entrepreneurial mindsetEntrepreneurial mindset – adding the entrepreneur– adding the entrepreneur on top of engaging leadershipon top of engaging leadership
  • 31. www.chrisroebuck.net Keep it simple and practicalKeep it simple and practical Examples you can deliver now:Examples you can deliver now: Team meeting :Team meeting :  The inspirational vision for the team ?The inspirational vision for the team ?  How do we contribute to the big picture ?How do we contribute to the big picture ?  How could we do better ?How could we do better ? Individually (everything on the best boss list)Individually (everything on the best boss list)  Development planDevelopment plan  Listen and ask for ideasListen and ask for ideas  Show you careShow you care  EmpowerEmpower
  • 32. www.chrisroebuck.net Entrepreneurial TeamEntrepreneurial Team EventEvent Practical 2 hour team event you can run to start thingsPractical 2 hour team event you can run to start things moving.moving.  What is Entrepreneurial Leadership and for non leaders beingWhat is Entrepreneurial Leadership and for non leaders being entrepreneurial ? – Youentrepreneurial ? – You  What is the business case ? – YouWhat is the business case ? – You  How do the team think they are doing at present ? – ThemHow do the team think they are doing at present ? – Them  How could they be better in the key areas ? - ThemHow could they be better in the key areas ? - Them  What specific things could they do as a team and asWhat specific things could they do as a team and as individuals ? – You and them.individuals ? – You and them.  Remember the idea that EL underpins all actionsRemember the idea that EL underpins all actions  Can you review and improve legacy systems and process ?Can you review and improve legacy systems and process ?  Get them to agree a team plan to become more entrepreneurialGet them to agree a team plan to become more entrepreneurial that focuses on delivering critical objectives ? – You and them.that focuses on delivering critical objectives ? – You and them.  Get them to agree individual targets ? ThemGet them to agree individual targets ? Them  Can your more experienced help the less experienced people orCan your more experienced help the less experienced people or can people outside the team help ? You and them.can people outside the team help ? You and them.
  • 33. www.chrisroebuck.net India – a real opportunity to leadIndia – a real opportunity to lead  Geographic location : spans Europe, Asia and USAGeographic location : spans Europe, Asia and USA  Natural entrepreneurial mindset and cultureNatural entrepreneurial mindset and culture  Top quality education and technical trainingTop quality education and technical training  English as major languageEnglish as major language  Excellent IT and communications infrastructureExcellent IT and communications infrastructure  Leading edge technologiesLeading edge technologies  So great functional expertise is in place but……..So great functional expertise is in place but……..  Next critical success factor is development of competentNext critical success factor is development of competent leaders:leaders:  For all organisationsFor all organisations  For all undergraduates UniversitiesFor all undergraduates Universities  With Masterclass level leadership development at BusinessWith Masterclass level leadership development at Business SchoolsSchools
  • 34. www.chrisroebuck.net Now you personally...Now you personally... Decide now and write down 1 actions for :Decide now and write down 1 actions for :  You - PersonallyYou - Personally - what will you- what will you personally to develop your ability as anpersonally to develop your ability as an entrepreneurial leader ?entrepreneurial leader ?  Your team -Your team - how will you work togetherhow will you work together and become both better and moreand become both better and more entrepreneurial to improve businessentrepreneurial to improve business performance ?performance ?  Now go back and make a difference !Now go back and make a difference !
  • 35. www.chrisroebuck.net Never forget leaders canNever forget leaders can change lives !change lives !
  • 36. www.chrisroebuck.net QUESTIONSQUESTIONS
  • 37. www.chrisroebuck.net FOR ADDITIONAL IDEAS &FOR ADDITIONAL IDEAS & CASE STUDIES SEE :CASE STUDIES SEE : WWW.CHRISROEBUCK.NWWW.CHRISROEBUCK.N ETET