Organizational Strategies-Burke presentation -Xavier University
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Organizational Strategies-Burke presentation -Xavier University

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Recently George in partnership with Burke presented at Xavier University "The Path to High Performing Organizations"

Recently George in partnership with Burke presented at Xavier University "The Path to High Performing Organizations"

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  • HPO’s don’t get created in a vacuum – successful ones are part of the larger contextThey are not created as an end in themselves or as a project. The effort must integrated with the overall creation or life of the organization.As such the planning for such efforts must be part of the strategic plan of the organization.Robust organizations undertake serious study of themselves and take the time to research and reflect on their position in the marketplace. That is they know who they are and who they want to become. They develop thought out, broadly supported plans to achieve their goals.
  • Know who you are: Review with constituents, verify with outside sources, be honest with yourself – may be helpful to eliminate optionsMissions change or evolve slowly - rarely do they change drastically overnight.Example of mission creep – TVA – Mission – to provide economic development assistance to the seven states within the Tennessee Valley. Employee version – provide jobs for those in the valleyOriginally include fertilizer research to enrich the farming capability…in 1995 still had about 250 scientists conducting soil research.
  • Where would you like to see the organization in 3 to 5 years. How will you distinguish yourself? What will be your reputation? What will you emphasize in moving the mission forward? How will you behave in achieving these your goals? Will you be totally breakneck aggressive? Will you do it while respecting your staff?Will you leverage technology? What kind of culture do you feel would most optimally achieve your long term objectives?
  • Strategic Outcomes: example; Vision: We will be a leader in our industry – Outcome: we will be ranked in the top 10 providers of our type of servicesWe will do business will have business with most Fortune 500 companies. We will win more business than we lose.Strategies are the tactics and endeavors you will use to achieve the outcomes.
  • Measures can be numerical, yes – no, qualifications or meeting criteria.Valid, verifiable, reliable.

Organizational Strategies-Burke presentation -Xavier University Organizational Strategies-Burke presentation -Xavier University Presentation Transcript

  • Strategic Planning Steering Committee Kick-offOctober 20, 2009
    High Performing Organizations -- The Path
    George M. Langlois, Ph.D., President – Organizational Strategies, Inc.
    Diane Surette, EVP – Burke, Inc.
    March 29, 2010
  • Objectives of Today’s Discussion
    Provide the big picture/context for creating high performing organizations (HPOs)
    Provide real examples of how the principles of HPOs are applied
    Discuss how to begin the process of building a HPO
    2
  • Format of Today Presentation
    A Guided Discussion
    Presentation of concepts / examples
    Discussion
    Questions
    3
  • The Path – Providing the Context
    4
  • The Path - Mission
    5
  • The Path - Vision
    6
  • The Path – Strategic Plan
    7
  • The Path – Operational Plan
    8
  • The Path – Measure
    9
  • Success factors
    Brutal honesty
    Team approach
    All constituents or stakeholders have a voice
    Roles are clear
    Open system for input and review
    Outside confirmation
    Measurement
    Benchmarking
    Clear comprehensive communication
    5
    10
  • Operationalizing The Plan
    Developed and deployed:
    a “living” strategic plan with four areas of focus
    a robust program to find and retain the right people
    performance management and measurement systems
    systematic employee input and feedback programs
    Reward programs
    11
  • Burke Mission
    To provide superior decision support services that enable our clients to succeed.
    12
  • The Vision
    13
    ©2005 Burke Incorporated. All rights reserved.
  • Burke Commitments and Values
    We will:
    “Do what it takes” to meet our commitments to our clients
    Display honesty and integrity in all our endeavors
    Take a disciplined approach to our work, based on scientific standards and best practices
    Value smart people doing smart things
    Value seeking, sharing, and applying knowledge
    Organizational agility and flexibility
    14
  • Burke Commitments to Employees
    We will hire and train only the best people for all positions in the company
    Employees will have a work environment and tools needed to perform their jobs at maximum quality and efficiency
    Employees will be compensated fairly, based on standards of performance and contribution, and will share in the financial success of the company
    Employees will treat each other with respect and dignity, recognizing the worth, quality and importance of each individual
    We will foster an environment where open communication exists among all employees
    The work climate will be free of strict rules and structures, where our employees are empowered to take risks and affect change to achieve our common vision
    15
  • Operationalizing The Plan
    Finding the right people
    Defining critical competencies tied to your plan
    Developing a profile of the candidates sought
    Sourcing the candidates
    Screening the candidates
    Resumes
    Testing
    Structured individual interviews
    Presentation to Burke audience
    Preparedness
    Delivery
    Mastery of subject matter
    Discussion immediately following the presentation
    Rating by each observer
    Panel Interview with operating committee
    Synthesizing all input
    Coming to consensus
    16
  • Operationalizing The Plan
    Retain the right people
    On-boarding and assimilation
    Career planning and development
    Employee surveys
    Discussion Groups with CEO
    All Employee Meetings – quarterly
    17
  • Operationalizing The Plan
    Manage performance
    Mentoring
    Training
    Performance Audit system
    Customer Audit System
    18
  • Operationalizing The Plan
    Reward performance
    Competitive variable compensation
    Benefit plans
    ESOP
    Recognition programs
    19
  • Conclusions
    Plan well - customize
    Remain open and flexible
    Be inclusive of input
    Communicate openly
    Provide resources
    Select, develop and retain the right people
    20