Seam CMA 2011


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Seam CMA 2011

  1. 1. The fusion ofStrategic Thinking, Execution, Accountability, and Metrics in striving for Organizational Effectiveness<br /> The SEAM© Process for Organizational Effectiveness<br />Christian Management Association<br /> Australia<br />June 2011<br />
  2. 2. Main Thoughts …..<br />What is Organizational Effectiveness ?<br />Successful Strategic thinking<br />Execution of the strategy<br />Organizational Accountability<br />Metrics – Simple and Visual<br />
  3. 3. Organizational Effectiveness<br />"Vision without action is merely dreaming. Action without vision is only wasting time.” – Joel Barker<br />
  4. 4. Framework<br />
  5. 5. Framework<br />
  6. 6. Framework<br />
  7. 7. Framework<br />
  8. 8. Organizational Effectiveness<br />
  9. 9. Organizational Effectiveness<br />
  10. 10. Organizational Effectiveness<br />
  11. 11. Organizational Effectiveness<br />
  12. 12. Organizational Effectiveness<br />
  13. 13. Strategic Thinking<br />How do you create value for the stakeholders within your organization/ministry?<br />How would you communicate your value proposition? Can you do this in 30 words or less?<br />Does your organization/ministryunderstand and share it’s core identity in:<br />Vision<br />Purpose<br />Values<br />
  14. 14. Strategic Thinking<br />Are the three to five strategic priorities well understood by the organization?<br />Do they align with how the value proposition will be executed?<br />Is this available in the form of a strategic brief for clarity and communication?<br />Can this be articulated throughout the organization?<br />
  15. 15. The Core Attributes of Strategic Thinking<br />Clarity of the essentials<br />Collaboration in it’s development<br />Communication through message and action<br />Culture rather than event<br />Commonality of understanding<br />Commitment of the followers<br />
  16. 16. Strategic Brief Example<br />Strategic Brief for the IMT - 2001.doc<br />
  17. 17. Execution<br />The right set of strategies gives you the rights to play the game, execution keeps you successfully in the game!<br />Is there clarity and ownership of:<br />Goals<br />Objectives<br />Plans<br />
  18. 18. Successful strategy – Poor execution<br />UniTed – the “low cost alternative airline”<br />
  19. 19. It is not an either/or?<br />
  20. 20. What are the fundamentals for successful execution?<br />Decision making process/rights<br />Information flow<br />Knowledge Management (Learning)<br />
  21. 21. Decision Rights<br />Basically who isdelegated with accountability the authorityto make what types of decisions<br />“How effective an organization is at making high-quality decisions consistent with it’s strategy is a prime deterrent of it’s ability to compete in the marketplace”<br />
  22. 22. Information Flow<br />Does the appropriate information flow with currency and accuracy between the decision makers/stakeholders in the organization?<br />Does the information REALLY inform the decision making process? i.e. is it just not data? Does it add value?<br />
  23. 23. Knowledge Management<br />Data<br />Information<br />Knowledge<br />Wisdom<br />
  24. 24. Knowledge Management<br />Knowledge Management is taking information (data in a particular context) and applying people’s experience or opinion (generally tacit and intangible) in order to change positively the behavior and culture in the organization<br />
  25. 25. Accountability<br />"Doing the right thing consistently, day in and day out, in tasks and relationship interactions to fulfill or further the mission of the organization.”<br />
  26. 26. Accountability<br />Accountability is a systemic issue and must be understood in terms of a systems approach if it is to really work in any. It is a system of individuals, linked in a chain of mutuality, taking both individual and group responsibility to achieve significance– the purpose of the organization or entity. <br />
  27. 27. Accountability<br />Video<br />
  28. 28. Accountability<br />
  29. 29. Metrics - Benefits<br />Focus. Defining the metrics that are most important to yourpurpose. This enables you to tune out everything that isn’t related to those key measurements.<br />
  30. 30. Metrics - Benefits<br />Better Vision. Organizations that monitor metrics intentionally can spot threats and opportunities faster thanorganizationsthat don’t.<br />Metrics provide keen insights into what’s happening within the four walls of your organization, as well as overall trends in your industry (WOTS up!).<br />
  31. 31. Metrics Benefits<br />Better Decisions. Metrics provide a framework for making business decisions. With the numbers in black and white, you can make well-reasoned decisions on how to proceed. If it improves your key metrics, consider it. If not, move on.<br />
  32. 32. Example of a Metric<br />
  33. 33. Not for Profit Example<br />Sample Dashboard.xlsx<br />
  34. 34. S.E.A.M.<br />
  35. 35. Thank you.<br />This presentation is available at <br /><br />