implementing strat final

16
Nearly There Company – Green Presented by : Pooja Tomar Date : 15 May 2010

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As part of the final course for Exec MBA am surveying my team on the model attached. Excited to see the results and develop action plan for improvement.

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Page 1: Implementing Strat Final

Nearly There Company – Green

Presented by : Pooja TomarDate : 15 May 2010

Page 2: Implementing Strat Final

Agenda

Objective Frame work Model – Overview Frame work Model – Detail Measures Implementation Plan Recommendation Questions

Page 3: Implementing Strat Final

Objective

The model serves as: A tool to achieve business excellence

by setting right guidelines. A tool to highlight areas of improvement

continuously. An organizational structure to achieve

business excellence. An approach to benchmark with world

class organizations.

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People

Process

Purpose

Business Excellence

Page 5: Implementing Strat Final

Clear Purpose

• Vision- Clear and Meaningful- Shared Understanding

• Strategy- Alignment- Cascading Strategy

• Leadership- Symbols- Empowerment- Role Modeling

Engaged People

• Culture- Values and Beliefs- Engagement- High Performance

• Learning- Mentoring/Coaching- Benchmarking- Skills

• Communication- Role Clarity- Accountability- Performance Management

Efficient Process

• Quality- Continuous Improvement- Control- Measurement

• Structure- Organization Design- Transparency

• System- Safety- Monitoring

Business Excellence

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Clear Purpose

Clear purpose outlines the objective of the organization and the reason for its existence, which is shared and understood by all people and steers strategic decision making.

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Clear Purpose•Cascading

Strategy – You will see people clearly understanding how their roles impact the overall goals of the organization because strategy filters through all levels. It provides meaning and substance to their roles in the overall context of the organization.

•Alignment – You will see the clock building elements and tasks are aligned to the overall strategy of the organization. This allows everyone to make a decision in the best interest of the organization.

VisionYou will see that vision sets the

future direction of the organisation and drives success

through shared values.

.

•Clear and Meaningful – You will see the vision is clearly defined and articulated to all employees. It also is meaningful, achievable and aligned with organizations purpose to be embraced by all employees.

•Shared Understanding – You will see that shared understanding of the vision provides employees a unified direction with guidance towards achieving the organizations goals and to fulfill its purpose.

StrategyYou will see the strategy is all pervasive at each level of the

organisation. It’s clearly defined, doable and linked to the

organisation’s vision.

•Role Modeling – You will see leaders living and embedding values by example which will inspire others to follow. This behavior will maximize productivity and encourage superior performance.

•Empowerment – You will see leaders empowering employees by delegating authority and accepting their inputs in designing the strategy of the organization. This boosts employee morale and confidence.

•Symbols - You will see symbols and signs which are aligned with the systems and behaviours. This is to constantly demonstrate and strengthen the purpose of the organisation.

LeadershipYou will see that visionary leadership will inspire and motivate others to achieve

organisational goals. They set clear direction and define

organisation purpose.

Page 8: Implementing Strat Final

Engaged People

You will see that this is the most valuable asset of the organization. Having the right people in the right role, two way communication, continual learning, passion and talents help the organization meet their objectives.

Page 9: Implementing Strat Final

Engaged People•Values

and Beliefs - You will see that the values and beliefs of staff are shaped by those exemplified by the leader of the organization. This is shown in the actions of positive actions of the staff.

•Engagement - You will see that employees have a natural enthusiasm and understand the obligations of and to the company.

•High Performance - You will see that staff have drive and a hunger for success and are clearly focused on achieving and exceeding KPI’s and goals. Their leaders support this behaviour.

CultureYou will see that staff are

connected and have a common purpose through the system of

shared values and beliefs of the people within the organization.

•Mentoring/Coaching - You will see job performance of junior personnel is enhanced by transferring knowledge and skills from senior experienced personnel to junior personnel.

•Benchmarking - You will see staff purposefully seek ideas for improvement as they compare themselves with world best practices.

• Skills - You will see that the staff have knowledge to perform their job at the required standard. This includes training which is provided to all staff and covers current and future needs in accordance with organizational strategy.

LearningYou will see that to identify and

reduce the gaps between strategic goals and identified skills, the need for constant skills development is

encouraged and promoted amongst staff.

•Role Clarity - You will see all staff have position descriptions that clearly articulate what their role is. Key Performance Indicators clearly describe the outcomes expected in the role, and staff are advised of these.

•Accountability - You will see that staff are encouraged to take responsibility for their actions by giving them the authority to make decisions relevant to how they do their jobs while providing clear boundaries within which this can occur.

•Performance Management - You will see that the comprehensive performance management system ensures regular reviews occur with the performance of all staff. The review is based on the person’s position description and KPI’s, and is therefore relevant to the development of each role.

CommunicationYou will see that the company and staff can be guided through certain

and uncertain times as, where necessary, there is two way

communications between all levels of the organization.

Page 10: Implementing Strat Final

Efficient Process You will see efficient processes which are not only documented and transparent but also naturally ingrained in the day to day work flow of the employees.

Page 11: Implementing Strat Final

•Continuous Improvement – You will see

published process which are demonstrated by employee actions, driven by data and valued throughout the organisation

•Control – You will see clear expectations of inputs and outputs, consistent and system to review to ensure excellence

•Measurement – You will see a published set of measures which are SMART and aligned to company purpose and understood by the employees

Quality – You will see all process are delivering to the standards expected to achieve the business goals

•Simplicity – You will see easy to understand structure which is unambiguous and reviewed in specific timeframes

•Organization Design – You will see a model which efficiently deploys the employees to execute the company purpose

•Transparency- You will see published structure to ensure clear understanding of purpose, objectives, reporting lines of all functions

Structure- You will see organisational structures are

clear, well designed and understood

•Safety – You will see formal systems and actions lived by employees to protect IP or Health and Safety of Employees

•Monitoring – You will see a formalised process for control which are reviewed on a determined timeframe to ensure efficiency in delivering purpose

Systems – You will see the method through work is

achieved are safe and reviewed in line with the

required delivery

Efficient Process

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Measure - StrategyFactor Poor Moderate Excellent

0-1-2-3-4 5-6-7 8-9-10

Cascading Strategy

Strategy doesn’t provide substantiation that it has flowed throughout the organisation. It lacks evidence of goals and tactics at all levels.

Strategy is flowed and identifies strategy and tactics at one level but doesn’t flow through the second level and hence lacks link to organisation strategy.

Strategy is flowed throughout the organisation. It identifies strategies and tactics at one level which become goals and strategies for another level.

Alignment Strategy doesn’t provide evidence of clock building elements at all levels , which identifies the lack of organisational vision across the company

Strategy identifies the plan to align all corporate levels but lacks in providing clearer communication flow

Strategy clear identifies the clock building elements and tasks are aligned to the overall organisational strategy. It allows all to make decision productively.

Nearly there

Company

Nearly there

Company

Page 13: Implementing Strat Final

MeasurementPoor Moderate Excellent

Scale 0 - 1 - 2 - 3 - 4 5 - 6 - 7 8 - 9 - 10

Purpose

People

Process

There is little evidence of a formal system to share reason for organisation’s existence and objectives across the organisation.

There is little evidence on alignment of organisational structure with the organisation objective.

There is little evidence in processes which align the activities performed and the required results.

There is evidence in some form which cascades the knowledge of existence and objective through systems and behaviours but is inconsistent and doesn’t flow through the organisation.

There is some evidence on alignment of organisation structure and objectives through informal and inconsistent learning and communication processes.

There is evidence in some form of processes that actions are followed up to align it with required results but it doesn’t exist for all actions across the organisation.

There is clear demonstration that knowledge of company’s objectives is cascaded across the organisations using various symbols and behaviours regularly.

There is clear demonstration of alignment of organisation ‘s structure with its objective through consistent communication and learning process for all employees.

There is a clear demonstration of processes wherein no gap exists between the espoused results and the real actions performed across the organisation.

Page 14: Implementing Strat Final

Implementation Plan Define

Define the elements required to change it to a clock building company.

Measure

Collect data through hard copy trail, existing systems, behaviours and symbols collate it into soft measurement tools( like matrices) as well as hard tools(like Pareto charts) to measure the current condition.

Analyse

Conduct a skills gap analysis between current and envisioned future and identify key priorities.

Improve

Develop an action plan for improvements

Implement

Implement the plan , with continuous monitoring of all factors..

Control

Reflect the action. Reinforce the positive changes and focus on continual improvement.

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Why this works ?? It’s a tool which identifies guidelines to ensure business

excellence.

It’s simple, useful and applies to all organisations aiming for robust success.

Identifies key clock building elements which ensure success for long term.

Identifies and encapsulates processes, measures required at various levels, continuously to ensure success.

All elements connected robustly with each other ensuring identification of required organisation structure to benchmark world class organisations.

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Questions ??