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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"

Published in: Business, Technology

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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.
  • Transcript

    • 1. 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
    • 2. 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
    • 3. Format of Today Presentation
      A Guided Discussion
      Presentation of concepts / examples
      Discussion
      Questions
      3
    • 4. The Path – Providing the Context
      4
    • 5. The Path - Mission
      5
    • 6. The Path - Vision
      6
    • 7. The Path – Strategic Plan
      7
    • 8. The Path – Operational Plan
      8
    • 9. The Path – Measure
      9
    • 10. 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
    • 11. 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
    • 12. Burke Mission
      To provide superior decision support services that enable our clients to succeed.
      12
    • 13. The Vision
      13
      ©2005 Burke Incorporated. All rights reserved.
    • 14. 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
    • 15. 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
    • 16. 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
    • 17. 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
    • 18. Operationalizing The Plan
      Manage performance
      Mentoring
      Training
      Performance Audit system
      Customer Audit System
      18
    • 19. Operationalizing The Plan
      Reward performance
      Competitive variable compensation
      Benefit plans
      ESOP
      Recognition programs
      19
    • 20. Conclusions
      Plan well - customize
      Remain open and flexible
      Be inclusive of input
      Communicate openly
      Provide resources
      Select, develop and retain the right people
      20

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