About Us

SMT is a sole proprietorship and divided into four divisions: Organizational Genetics, Homebuilders Performance Research, Master Planned Community Advisors, and Finding Your Natural Career Path. For 26 years, I have been researching, developing, and marketing leading edge strategy management technology to all businesses with special emphasis on those involved in production homebuilding and master planned community development. Along the way, the technology lead me to the identification of the paradigms which produced superior results in the areas of product development strategy formulation, sales team development, and master planned community programming. The discovery of these paradigms and there supporting technology lead to the development of over 250 residential development strategies, 35 master planned community programming strategies, and the building of two of the nation’s leading sales teams.

A quick way to understand what I do for my customers may be best answered through the question I am most frequently asked of my work with organizational genetics. That question is; As a result of your study of hundreds of companies’ genetic codes, what have you found in top performing companies DNA that you don’t find in non-top performing companies?

Through the sequencing of organizational genetic codes, I have found, like in human beings, there are no two identical organizational genetic codes. The collective quality of the strategies on which an organization operates dictates its results. And while there are many different organizational genetic structures that produce superior results, I have consistently found seven (7) things in top performing companies' genetic codes that I do not find in non-top performing companies. The following is a list of those seven things and SMT’s solution for companies who do not have them.

1) Clear, aligned, and communicated business model: Top performing companies have them non-top performing companies do not. Business models are often confused with business plans. Business plans define the “What” a company will do where as business models define the “How” a company will do it. All organizations operate on a business model, unfortunately most are in the mind of the owner or CEO, not aligned for optimal performance, and not clearly understood by team members.

The five primary differences between top performing company’s business models and the rest are:

The strategies of which they are comprised are in alignment with what the owner wants to create and their personal value orientation.
Each strategy of the organizations’ DNA is in alignment with the degree of market competitiveness in which the company is operating, non-, low, moderate or high.
Strategies do not conflict with each other or inhibit the performance of other strategies.
They are written and not in the head of the owner or CEO.
Every employee is well oriented on the model, their component, and its impact on the success of the company.

Written business models contain all of the company’s strategies and include the owners’ vision, value proposition, and principles, a strategy map (listing of all of the company’s core strategies), life of the company growth strategy, company’s business plan, departmental operating models and absolutes, processes and the strategy management technology it will deploy. Written business models are considered the leading navigational instrument in corporate America today.

SMT Solution: Creating a business model is no small task and can require three to five years. However, through my standard business modeling program called, Perfect Flight it can now be done in half the time and for 1/5th the cost. Perfect flight is a program that allows companies to download their business model in a fraction of the time through a Fortune 500 level business model template. It memorializes the owner’s vision, value proposition, and principles, allows the ownership and leadership see and quantify the quality of their DNA, reengineer it for the production of superior results, align workgroup thought, processes, structure, and personnel, and keep the organization and its products positioned on the sweet-spots of the markets in which it competes and avoid the icebergs in its future.

2) Sweet-spot products: Top performing companies consistently have products positioned on the sweet-spot of their market segments and value orientation. Sweet-spot products are those products in a market segment and value orientation consumers vote for the most with their dollars. Their value is unmistakable. Sweet-spots are measured by a combination of unit sales and dollar volume. Sweet-spots are found at the convergence of the three rings of sweet-spot products, location/easy of purchase, and packaging.

SMT Solution: A sweet-spot product development strategy management technology called, (you guessed it) Sweet-Spot. It allows companies to consistently identify sweet-spots in their market and produce products with the most performance potential within a segment and value orientation.

3) Workforces largely comprised of developed Naturals: Naturals are the highest performing class of employees and are individuals whose talents are aligned with the core skills of the position they are executing. They tend to produce results in excess of 1.5 times the market average and their competency levels in the core areas of a position are visibly superior. As opposed to most companies, top performing companies tend to have a higher percentage distribution of developed naturals, talented, highly skilled, and skilled employees than under skilled, not yet skilled, or employees who are new to the position or business.

SMT Solution: After decades of research, I discovered through a new area of psychological profiling called adaptive unconscious profiling, a way for companies to identify and build teams of Naturals. Through a combination of the leading psychology profiling technology and most recent neurological discoveries, I found all human beings are born with five natural or innate performance capabilities, which are in perfect alignment with each other and an innate career path. When an employee’s natural performance profile is in alignment with a job requiring the same profile the employee tends to consistently perform at substantially higher levels and produce superior results. Superior results are defined as results which exceed 1.5 times the average for like experience.

The name of the program is The Natural Performance Profile and it identifies the six elements of an individual’s natural performance profile which include: Talents, personality type, intellectual profile, dominate communication channel, value orientation, and innate career path. The Natural Performance Profile reveals these five capabilities, an individual’s innate career path, and the industry, type of company, and position they are best suited. This profile combined with a Natural’s based hiring paradigm allows companies to build teams of Naturals.

4) Workforces largely comprised of individuals whose value propositions are in alignment and alignment with the company’s: Companies that tend to produce the best results also tend to have workforces largely comprised of individuals whose value orientations are in alignment with each other and their own. There are three value orientations: lowest total cost solution, best total solution, and best in class. All companies and employees have a value orientation. For companies they are the core customer group for which a company’s products and/or services are targeted i.e. the customer group that places price and/or the lowest total cost solution at the top of the list or best total solution as defined not by price rather a combination of price / performance / appearance, or best in class as defined as the highest quality, price, and appearance. For employees, their value orientation is the lens or frame or references through which they see the solutions to every issue. Employer/Employee value orientation alignment dictates the degree to which an employee will “Fit” into an organizations’ culture, play well with others, and relate to the customers core customer group. Employee “Fit” is responsible for over 75% of new employees not working out.

SMT Solution: Through psychology’s new frontier, adaptive unconscious profiling, I found a way in less than 10-minutes to determine a candidate/employees value orientation. The name of the profiling program is called “FIT.” It allows companies to profile their existing workforce and new candidates for value orientation. Fit is supported by a ½ day employee value orientation sensitivity training program. By empowering employees to understand where the company and their colleagues are coming from the better they will work together. And by empowering HR to hire more employees whose value orientations are in alignment with the company’s it will have less turnover.

5) Minimal employee problems: Companies that consistently produce superior results tend to have minimal employee related problems. According to a USA Today / Gallup Poll over 93% of the problems in the workplace are in part or whole related to employee’s personal problems. Personal problems are caused by inadequate or unaligned life management skills and emotional competencies and over 40% of the national workforce has inadequate sets of these skills and competencies. Everyone has a set of life management skills and emotional competencies. The completeness, quality, and degree of alignment of each individual’s set of these skills and competencies dictates the level and frequency of personal problems they will experience and cause employers. Historically, duration of employment with a company was an accurate indicator of these skills and competencies, but no longer. Changes in the business landscape have created the opportunity for employees to move more often and prohibited the termination of employees with inadequate and performance inhibiting life management skills and emotional competencies. As a result, the need for a new measure.

SMT Solution: Life management skills and emotional competencies are rooted in childhood programming and are largely a function of four variables: environment, programmer’s content, time with qualified programmers, and experience. The leading indicator of the level of an individual’s life management skills and emotional competencies is time with qualified programmers, i.e. parents and grandparents. By comparing the time spent with parents and grandparents to the traditional time allocation model, which historically and consistently produced near to complete sets of life management skills and competencies, employers can now quickly and accurately estimate the level of a candidate’s life management skills and emotional competencies. The program is called “Lucky.” It is named after the 15% to 20% of the national workforce who have a near to complete set of life management skills and emotional competencies. The program yields up to three indexes: Time with qualified programmers, emotional competency, and integrity. The first index is easily integrated into the interview process and requires less than five minutes to complete.

6) Great Sales Teams: One of the most outwardly visible characteristics of great company is the quality of their sales team. There is a point in business when the company’s product is purchased by a customer and passes from the company to the customer. The name of this process is called sales and individuals who execute all or part of this process are called salesmen. Virtually, every company that consistently produces great results executes this process and passes their product to the customer in ways that is superior to their competitors.

SMT Solution: There are five standard competencies in business: Acquisition of the business raw materials, product strategy, capital development and management, operations, and customer satisfaction. There are twelve standard departments that make the operational component of a company. Arguably, the most difficult department to consistently achieve superior results in is sales. The difficulty lies in the sales department’s dependency on other departments. There are 20 ingredients that go into creating a great sales team. Only 9 of these are in the sales department. The other 11 are controlled by and produced by other departments. SMT has a sales team strategy management program called “Cracking the Code.” It is a paradigm and sales team development program that provides executives and their sales team leaders with the paradigms and strategy management technology to pull it all together and create a great sales team that consistently produces superior results.

7) Customer satisfaction indexes in excess of 95%: Customer satisfaction indexes (CSI) are the third leading measure of organizational performance behind growth and profitability and one of the five core competencies in business. Regardless of their strategic path, top performing companies, across all industries, consistently post customer satisfaction indexes in excess of 95%.

SMT Solution: Overlays of customer satisfaction strategies of the companies that consistently achieve superior indexes reveal the best employ a different strategy than the rest. What the best know the rest don’t is that achieving superior customer satisfaction ratings is about more than great service, product quality, unconditional warranty, and several well timed CSI related events. They know you can nail all of these and only achieve good CSI scores. Because to produce superior scores, takes in addition to these four elements, sweet-spot positioned products, high performance oriented organizational culture, and CSI oriented sales principles and processes. It is the combination of these seven elements that empowers companies to consistently produce superior CSI scores. For companies that want to optimize their CSI capability, I developed a strategy management technology called, Winning the Customer Satisfaction Index Game. It offers a complete, different, and complimentary approach to achieving great CSI scores.

Strategy Management Technology is a consultancy that specializes in lowering risk and improving results through the empowerment of owners and executives with the concept of organizational genetics and leading edge strategy management technology. My experience teaches me there are many ways to achieve extraordinary success. There is no one way. There are only genetic codes that will make the road bumpy or smooth and accelerate or slow down the pace at which a company progresses towards its vision. As such, I do not advise owners and executives on which strategy is the best for them; rather I provide them with the tools and paradigms to see their internal and external environments with a level of clarity that makes the optimal strategy self-evident.

If you would like to learn more, call me Douglas Swallow at (702) 341-8500 or email me at doug@orggenetics.com



	About Us SMT is a sole proprietorship and divided into four divisions: Organizational Genetics, Homebuilders Performance Research, Master Planned Community Advisors, and Finding Your Natural Career Path. For 26 years, I have been researching, developing, and marketing leading edge strategy management technology to all businesses with special emphasis on those involved in production homebuilding and master planned community development. Along the way, the technology lead me to the identification of the paradigms which produced superior results in the areas of product development strategy formulation, sales team development, and master planned community programming. The discovery of these paradigms and there supporting technology lead to the development of over 250 residential development strategies, 35 master planned community programming strategies, and the building of two of the nation’s leading sales teams. A quick way to understand what I do for my customers may be best answered through the question I am most frequently asked of my work with organizational genetics. That question is; As a result of your study of hundreds of companies’ genetic codes, what have you found in top performing companies DNA that you don’t find in non-top performing companies? Through the sequencing of organizational genetic codes, I have found, like in human beings, there are no two identical organizational genetic codes. The collective quality of the strategies on which an organization operates dictates its results. And while there are many different organizational genetic structures that produce superior results, I have consistently found seven (7) things in top performing companies' genetic codes that I do not find in non-top performing companies. The following is a list of those seven things and SMT’s solution for companies who do not have them. 1) Clear, aligned, and communicated business model: Top performing companies have them non-top performing companies do not. Business models are often confused with business plans. Business plans define the “What” a company will do where as business models define the “How” a company will do it. All organizations operate on a business model, unfortunately most are in the mind of the owner or CEO, not aligned for optimal performance, and not clearly understood by team members. The five primary differences between top performing company’s business models and the rest are: The strategies of which they are comprised are in alignment with what the owner wants to create and their personal value orientation. Each strategy of the organizations’ DNA is in alignment with the degree of market competitiveness in which the company is operating, non-, low, moderate or high. Strategies do not conflict with each other or inhibit the performance of other strategies. They are written and not in the head of the owner or CEO. Every employee is well oriented on the model, their component, and its impact on the success of the company. Written business models contain all of the company’s strategies and include the owners’ vision, value proposition, and principles, a strategy map (listing of all of the company’s core strategies), life of the company growth strategy, company’s business plan, departmental operating models and absolutes, processes and the strategy management technology it will deploy. Written business models are considered the leading navigational instrument in corporate America today. SMT Solution: Creating a business model is no small task and can require three to five years. However, through my standard business modeling program called, Perfect Flight it can now be done in half the time and for 1/5th the cost. Perfect flight is a program that allows companies to download their business model in a fraction of the time through a Fortune 500 level business model template. It memorializes the owner’s vision, value proposition, and principles, allows the ownership and leadership see and quantify the quality of their DNA, reengineer it for the production of superior results, align workgroup thought, processes, structure, and personnel, and keep the organization and its products positioned on the sweet-spots of the markets in which it competes and avoid the icebergs in its future. 2) Sweet-spot products: Top performing companies consistently have products positioned on the sweet-spot of their market segments and value orientation. Sweet-spot products are those products in a market segment and value orientation consumers vote for the most with their dollars. Their value is unmistakable. Sweet-spots are measured by a combination of unit sales and dollar volume. Sweet-spots are found at the convergence of the three rings of sweet-spot products, location/easy of purchase, and packaging. SMT Solution: A sweet-spot product development strategy management technology called, (you guessed it) Sweet-Spot. It allows companies to consistently identify sweet-spots in their market and produce products with the most performance potential within a segment and value orientation. 3) Workforces largely comprised of developed Naturals: Naturals are the highest performing class of employees and are individuals whose talents are aligned with the core skills of the position they are executing. They tend to produce results in excess of 1.5 times the market average and their competency levels in the core areas of a position are visibly superior. As opposed to most companies, top performing companies tend to have a higher percentage distribution of developed naturals, talented, highly skilled, and skilled employees than under skilled, not yet skilled, or employees who are new to the position or business. SMT Solution: After decades of research, I discovered through a new area of psychological profiling called adaptive unconscious profiling, a way for companies to identify and build teams of Naturals. Through a combination of the leading psychology profiling technology and most recent neurological discoveries, I found all human beings are born with five natural or innate performance capabilities, which are in perfect alignment with each other and an innate career path. When an employee’s natural performance profile is in alignment with a job requiring the same profile the employee tends to consistently perform at substantially higher levels and produce superior results. Superior results are defined as results which exceed 1.5 times the average for like experience. The name of the program is The Natural Performance Profile and it identifies the six elements of an individual’s natural performance profile which include: Talents, personality type, intellectual profile, dominate communication channel, value orientation, and innate career path. The Natural Performance Profile reveals these five capabilities, an individual’s innate career path, and the industry, type of company, and position they are best suited. This profile combined with a Natural’s based hiring paradigm allows companies to build teams of Naturals. 4) Workforces largely comprised of individuals whose value propositions are in alignment and alignment with the company’s: Companies that tend to produce the best results also tend to have workforces largely comprised of individuals whose value orientations are in alignment with each other and their own. There are three value orientations: lowest total cost solution, best total solution, and best in class. All companies and employees have a value orientation. For companies they are the core customer group for which a company’s products and/or services are targeted i.e. the customer group that places price and/or the lowest total cost solution at the top of the list or best total solution as defined not by price rather a combination of price / performance / appearance, or best in class as defined as the highest quality, price, and appearance. For employees, their value orientation is the lens or frame or references through which they see the solutions to every issue. Employer/Employee value orientation alignment dictates the degree to which an employee will “Fit” into an organizations’ culture, play well with others, and relate to the customers core customer group. Employee “Fit” is responsible for over 75% of new employees not working out. SMT Solution: Through psychology’s new frontier, adaptive unconscious profiling, I found a way in less than 10-minutes to determine a candidate/employees value orientation. The name of the profiling program is called “FIT.” It allows companies to profile their existing workforce and new candidates for value orientation. Fit is supported by a ½ day employee value orientation sensitivity training program. By empowering employees to understand where the company and their colleagues are coming from the better they will work together. And by empowering HR to hire more employees whose value orientations are in alignment with the company’s it will have less turnover. 5) Minimal employee problems: Companies that consistently produce superior results tend to have minimal employee related problems. According to a USA Today / Gallup Poll over 93% of the problems in the workplace are in part or whole related to employee’s personal problems. Personal problems are caused by inadequate or unaligned life management skills and emotional competencies and over 40% of the national workforce has inadequate sets of these skills and competencies. Everyone has a set of life management skills and emotional competencies. The completeness, quality, and degree of alignment of each individual’s set of these skills and competencies dictates the level and frequency of personal problems they will experience and cause employers. Historically, duration of employment with a company was an accurate indicator of these skills and competencies, but no longer. Changes in the business landscape have created the opportunity for employees to move more often and prohibited the termination of employees with inadequate and performance inhibiting life management skills and emotional competencies. As a result, the need for a new measure. SMT Solution: Life management skills and emotional competencies are rooted in childhood programming and are largely a function of four variables: environment, programmer’s content, time with qualified programmers, and experience. The leading indicator of the level of an individual’s life management skills and emotional competencies is time with qualified programmers, i.e. parents and grandparents. By comparing the time spent with parents and grandparents to the traditional time allocation model, which historically and consistently produced near to complete sets of life management skills and competencies, employers can now quickly and accurately estimate the level of a candidate’s life management skills and emotional competencies. The program is called “Lucky.” It is named after the 15% to 20% of the national workforce who have a near to complete set of life management skills and emotional competencies. The program yields up to three indexes: Time with qualified programmers, emotional competency, and integrity. The first index is easily integrated into the interview process and requires less than five minutes to complete. 6) Great Sales Teams: One of the most outwardly visible characteristics of great company is the quality of their sales team. There is a point in business when the company’s product is purchased by a customer and passes from the company to the customer. The name of this process is called sales and individuals who execute all or part of this process are called salesmen. Virtually, every company that consistently produces great results executes this process and passes their product to the customer in ways that is superior to their competitors. SMT Solution: There are five standard competencies in business: Acquisition of the business raw materials, product strategy, capital development and management, operations, and customer satisfaction. There are twelve standard departments that make the operational component of a company. Arguably, the most difficult department to consistently achieve superior results in is sales. The difficulty lies in the sales department’s dependency on other departments. There are 20 ingredients that go into creating a great sales team. Only 9 of these are in the sales department. The other 11 are controlled by and produced by other departments. SMT has a sales team strategy management program called “Cracking the Code.” It is a paradigm and sales team development program that provides executives and their sales team leaders with the paradigms and strategy management technology to pull it all together and create a great sales team that consistently produces superior results. 7) Customer satisfaction indexes in excess of 95%: Customer satisfaction indexes (CSI) are the third leading measure of organizational performance behind growth and profitability and one of the five core competencies in business. Regardless of their strategic path, top performing companies, across all industries, consistently post customer satisfaction indexes in excess of 95%. SMT Solution: Overlays of customer satisfaction strategies of the companies that consistently achieve superior indexes reveal the best employ a different strategy than the rest. What the best know the rest don’t is that achieving superior customer satisfaction ratings is about more than great service, product quality, unconditional warranty, and several well timed CSI related events. They know you can nail all of these and only achieve good CSI scores. Because to produce superior scores, takes in addition to these four elements, sweet-spot positioned products, high performance oriented organizational culture, and CSI oriented sales principles and processes. It is the combination of these seven elements that empowers companies to consistently produce superior CSI scores. For companies that want to optimize their CSI capability, I developed a strategy management technology called, Winning the Customer Satisfaction Index Game. It offers a complete, different, and complimentary approach to achieving great CSI scores. Strategy Management Technology is a consultancy that specializes in lowering risk and improving results through the empowerment of owners and executives with the concept of organizational genetics and leading edge strategy management technology. My experience teaches me there are many ways to achieve extraordinary success. There is no one way. There are only genetic codes that will make the road bumpy or smooth and accelerate or slow down the pace at which a company progresses towards its vision. As such, I do not advise owners and executives on which strategy is the best for them; rather I provide them with the tools and paradigms to see their internal and external environments with a level of clarity that makes the optimal strategy self-evident. If you would like to learn more, call me Douglas Swallow at (702) 341-8500 or email me at doug@orggenetics.com






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