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Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
Striving for True Excellence
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Striving for True Excellence

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How does one work on obtaining Excellence within an organization

How does one work on obtaining Excellence within an organization

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  • This simple model gives us complete control and power over these concepts of communication, excellence and leadership while generating access to the ability to create (with others) any world we desire. It may not be the “truth” but then what is. I have been studying the application of this model for the last 2 years and have grown to believe that it really approximates the truth. I have been studying “True Excellence” for the last 18 years, and have found nothing in this shorter model which is contradicted in the actual practices of organizations which have achieved a measure of excellence. This model simplifies the process dramatically and gets to the “net-net” of generating extraordinary results and accomplishments, So, How do we fine-tune our journey to excellence? By embracing the IDEAL management system. * Ontology - An ontology is a controlled vocabulary that describes objects and the relations between them in a formal way, and has a grammar for using the vocabulary terms to express something meaningful within a specified domain of interest. The vocabulary is used to make queries and assertions. Ontological commitments are agreements to use the vocabulary in a consistent way for knowledge sharing.
  • Transcript

    • 1. Striving for True Excellence From Consultants to Organizational Design Architects2705 Church Street, Suite 200 Atlanta, Georgia 30344 (404) 768-1313 Fax:768-0898
    • 2. True Excellence for You - What If?• If you get it right, how will your stakeholders (constituents, customers) and the markets perceive you?• What are the three most important opportunities for improvement that will get it right?• What immediate benefits would accrue if you started on the path to getting it right? HsG Blue Prints provide meaningful insights.…… in one day to achieve Excellence By Design.
    • 3. Striving for True Excellence (vs. Perfection) perfection Try not to Focus vision TRUE on this gap Excellence Focus on the current opportunity reality Strategy Map “Initiatives” past reality (Data-Driven Future Actions that “work”) Celebrate this progress (Trial/Error or Data-Driven Past Actions that “worked)Currentstate ofexcellence now Time
    • 4. Components of True Excellence 4
    • 5. Excellence Design Principles Strategic Leadership Execution Excellence Organizational Learning Managing Systems Agility ForPerspective Innovation Focus on Customer Org. &Focus on Visionary Results & Driven Personal Future Leadership Creating Excellence Learning Value Valuing Management Social Employees By Resp. & Partners Fact Lead the organization Manage the organization Improve the organization
    • 6. Business Excellence As A ProcessSystematic Full BusinessApproach Deployment Results Evaluation & Improvement
    • 7. Excellence Components as Sub-Systems 1 L e a d e r s h ip 5 H R Foc us 2 7 S t r a t e g ic B u s in e s s Wo rk C o re P l a n n in g Re s u l t s 6 Pr oc e s s 3 C u s t o me r & M a n a g e me n t Ma r k e t F o c u s 4 D r iv e r T r ia d I n f o r ma t io n & A n a l y s is
    • 8. Journey to True Excellence “Starter Questions” “To what extent is this statement true for my organization?”On a scale of 0 to 10 where :0=I know we do not do this 6=Customers / Employees / Partners Know we are among the Best at this1=I THINK we always do this (at least we’re supposed to) 7=We are Recognized by our Industry2=I Know we always do this 8 = We are Leaders in our Industry3= Employees Can Show you That we Do this 9 = We are recognized across industries4= Employee Can Prove we are Good at This 10 = We are Global thought contributors on this5=Employees and Customers Agree that we are Good at this Rate these Questions 1. I Know that our Organization’s values (beliefs and principles that influence our organization) are clearly defined, communicated and understood by all employees, customers and other KEY stakeholders (1-10) 2. We have a well developed and communicated, strategic action plan (and process to generate regular updates) which considered the following factors. a. Customer and market requirements(1-10) b. Our competitive technological and other key innovations environment(1-10) c.      Our human resources requirements and other strengths and weaknesses(1-10) 3. We have a systematic method to determine the relative importance of our customers requirements and preferences in their purchasing decisions. (and how well we are addressing them) (1-10) 4. We have measures or indicators to monitor all of our operations (ie; leadership, market place, financial, employee management, and process management) (1-10) 5. Our work systems are conducive to the promotion of cooperation, initiative, empowerment, innovation, the organizational culture, communication and skill sharing. (1-10) 6. Our new product/service design process specifically considers. a. Customer/market requirements(1-10) b. Efficiency/effectiveness factors /Technology(1-10) c. Operational performance requirements (1-10) Calculate Total _____
    • 9. Journey to True Excellence “Starter Questions” How to Interpret Your Score<10 = Sell it NOW10-30 = There is Hope- Act Quickly30-40 = Doing Great – Ready for the next level40-60 = Poised for Great Things (I am impressed . . Do you have any openings?)60-80 = I’ll bet you take your own water to meetings to walk on (Or perhaps you are delusional)80 -100 = Sure, Ok, Whatever you say. . . (This Planet is called Earth. . . Welcome!)
    • 10. Lets Get Real – Your Want Different Results…… You Don’t Have the Time To Learn All This Stuff.• In one business day, or eight hours, your best people can develop a blueprint for true excellence that will get you those immediate benefits.• True excellence is the organizing principle that empowers those that seek it to deliver world-class results that are replicable and scalable.• True excellence doesn’t just happen, it must be designed. HsG blueprints are the quickest, most economical, and least disruptive design of true excellence that exists. HsG Blue Prints provide meaningful insights.…… in one day to achieve Excellence By Design.
    • 11. Blueprints – What they Are and Are Not– They are designs for plans – They are not Plans– They Identify actions to take – They are not taking the actions– They show linkages to your different Results – They do not achieve the different results– They make it easy to use “world-class” templates - They do not install them in your organizations– They Identify process changes needed – They do no make the changes– They Leverage your Team’s Expertise – You put your team to work – using the Blueprint as a Guide.A Blueprint puts you on the path to being essential, compelling, and indispensable to your stakeholders A MAP itself, does not get you there… . . . But it clearly shows everyone the way.
    • 12. Striving for True Excellence (vs. Perfection) perfection Try not to Focus vision TRUE on this gap Excellence Focus on the current opportunity reality Strategy Map “Initiatives” past reality (Data-Driven Future Actions that “work”) Celebrate this progress (Trial/Error or Data-Driven Past Actions that “worked)Currentstate ofexcellence now Many, Many Years 3 Years Time
    • 13. We Provide a Set of “Blueprints” for Excellence The Business Offer Loop 3 Monitor Build a Model Monitor MAKE PREPARE OFFER OFFER ANALYZE OFFER Establish Conditions of Feedback for or Respond to Bid Satisfaction 1 Supplier Strategy Issues Customer Feedback for Effectiveness 5 2 - 10 Yrs Monitor - Markets - Financial Of the Business Progress Strategic Plan - Compliance Effectiveness START Executive w/Priorities & Initiatives Operational Issues 2 - Business Process 1mo - 2 Years - Skills Development Middle Management - Work Place FEEDBACK Operational - Project & Process Organize ResourcesManagement ACCEPT Measurements Bad Good LINE OFFER - Orders 4 Execution Issues (Mutual - Internal Transactions Execute - System Usage Issues 1 Mo. -1 Wk - Complaints Today Promise) The Perception Map Custo me rs “Charette” Customer Supplier 4 ASSESS 3 EXECUTE RESULTS High Use the Self Assessment Deliverables DELIVER Implement HSG Confidential © 1996 Hudson Strategic Group Self Assessment (404) 768-1313 (hudgroup@hudgroup.com) Implement Enthusiasm Voluntary Spending & Monitor “Reality Check” “Social” Pro-Active Goal < Those Expenditures which have little or & Monitor “Reality Check” no positive impact on the bottom line. n But you believe they are “The Right •Those Expenditures which Create • Competitive Advantage Scorecards Neutral Things to Do” •New Tech, Skills, Markets, etc. •Extraordinary ROI Scorecards  “Waste” Reactive Determine What •Those Expenditures which have little or •Expenditures made in Response to Negative Now • no positive impact on the bottom line. •Poor Quality Efforts, Rework, etc. • Competitive or Environmental Challenges 1 •Positive ROI •Requires forced Changes in Org/Culture Financial BSC Strategy Map Template Improve Shareholder Value Pure Expense (no valueadd) - Negative You Want Neutral Perceived ROI Strategic High Investment (high value -add) “Rendering” Shareholder Value Perspective Revenue Growth Strategy ROCE Productivity Strategy Build the Franchise Increase Customer Increase Customer Improve Cost Improve Asset Value Structure Utilization New Revenue Sources Customer Profitability Cost per unit Asset Utilization Customer Acquisition Customer Retention Product Leadership Build A Customer Intimacy IntBuildimacy Customer Value Proposition Operational Excellence Customer Perspective Product/Service Attributes Relationship Image Function - Relation - Price Quality Time ality Service ships Brand Game Plan “Build the Customer Satisfaction “Increase “Achieve “Be a Good 2 Internal Customer Value” Operational Franchise” Corporate Citizen” Perspective (Innovation (Customer Excellence” (Regulatory and “Floor Plan” Strategy Map Processes) Management (Operational Processes) Processes) Processes) A Motivated and Prepared Workforce Strategy Map Learning & Growth Perspective “Construction Plan” Strategic Competencies Strategic Technologies Climate for Action = = Themes Initiatives “Construction Specification” Source:Strategy Focused Organization - Kaplan & Norton To Re-position To Re-position 13
    • 14. Why HsG vs A Consultant? Consulting Strategy Canvas High HsGThousands of Customers (Maybe 10s of Thousands) 100s of Thousands Of Customers Thousands of Customers Consulting Industry (Maybe 10s of Thousands) Low Relationship Brand/ Special Insight Independence/ Speed Flat Complementary management Industry reputation expertise objectivity pricing coaching knowledge Competitive Factors (Factors on which we choose to compete)
    • 15. Business Architecture Blue Print 1 Architectural Device Description Results/OutputCHARETTE - SITE PLAN – Company, leadership or organization Ability to obtain critical understanding of(Assessment) assessment, when entity decides to current environment.The term “charette” evolved from a pre-1900 improve, re-tool, change or developexercise at the Ecole des Beaux Arts in something new. Tool: Baldrige Assessment ToolFrance. Architectural students were given adesign problem to solve within an allotted “AS-IS” environment, a current state, or Output: Foundational Design for Excellencetime. When that time was up, the students self assessment.would rush their drawings from the studio tothe Ecole in a cart called a charrette.Today it refers to a creative process akin tovisual brainstorming that is used by designprofessionals to develop solutions to a designproblem within a limited time frame. HsG Blue Prints provide meaningful insights.…… in one day to achieve Excellence By Design.
    • 16. Business Architecture Blue Print 2 Architectural Device Description Results/OutputSTRUCTURAL RENDERING Clarify and verify an objective, mission Render explicit the insight and capture,(Mission /Vision) and/or vision (visualization). reference able factors of unique qualities. Articulate buy-in. Tool: Strategy Canvas Goals and objectives are implied. Output: View of what excellence looks like in the marketplace Global or local design of the organization.•What do our customers/stakeholders receive from market offerings?•What are the alternatives, trends, appeals in our industry?•What offerings should be eliminated, reduced, raised, or created?•What is our portfolio’s potential for growth and profit?•What are the primary motivations for purchasers and non-purchasers?•What is the compelling reason for a new ocean of demand and the appropriate price range?•What can be done to reach the target cost?•How can we best engage stakeholders and the public?•What are the organizational hurdles? HsG Blue Prints provide meaningful insights.…… in one day to achieve Excellence By Design.
    • 17. Business Architecture Blue Print 3 Architectural Device Description Results/OutputFLOOR PLAN – The design format to Map of inter-related elements to Translation of the insight that buildsimplement change (Strategy Map) achieve an optimal environment. momentum for quick and efficient execution of your objectives. Tool: Strategy Map Output: Initiatives to create the Predictors of Excellence•What growth or productivity targets are we trying to reach?•What expectations must we meet to engage necessary stakeholders to meet our objectives?•At what must we be excellent in order to deliver on stakeholder expectations?•What are the necessary improvements to reach excellence? HsG Blue Prints provide meaningful insights.…… in one day to achieve Excellence By Design.
    • 18. Business Architecture Blue Print 4 Architectural Device Description Results/OutputCONSTRUCTION PLAN– (Balanced PLAN Identify how to make changes to Gain control through objective data onScore Card) implement the strategy canvas. strategic performance. Identify goals and objectives. Tool: Score Card/Dash Board Accomplish goals and objectives Output: Oversight of excellence implied by strategy canvas. Provides metrics and measures to track progress of plan.What objective data will we use to evaluate and monitor progress toward excellence? HsG Blue Prints provide meaningful insights.…… in one day to achieve Excellence By Design.
    • 19. Business Architecture Blue Print 5 Architectural Device Description Results/OutputCONSTRUCTION SPECIFICATIONS SPECIFICATIO Detailed steps for execution and alignment Insight put into action!– (Logic Model) of prior measures and metrics. Tool: Logic Model Identify specific resources needed to implement actions and to achieve measures Output: Implementation plan for identified in balance score card. excellence.What are the inputs, activities, and outputs that will bring about the necessary improvements? HsG Blue Prints provide meaningful insights.…… in one day to achieve Excellence By Design.
    • 20. The IDEAL Management System A comprehensive model for Managing for True Excellence Baldrige Quality Based, Systems Thinking Oriented, Work Team ImplementedIntentional – Focus on Intentionality – The organizational purpose and the deliberate engagement of organizational will to be an expression of that purposeDelivery of – Focus on the processes required to produce a set of deliverables, with all of the all of the attributes defined by the customer (internal and externalExcellence thru – Focus on quality as defined by the customer usability and satisfaction – excellence cannot be declared, it must be earnedAssessment and – Focus on Critical AnalysisLearning – Focus on Critical / Systems Thinking (causality)
    • 21. What is the Ontology Excellence? Including Communication and LeadershipLet’s say there are two ways to look at the world we find ourselves in.• View ONE – The world exists and we get our words from observing it. – If we embrace the this view, we get all of the classes, models, and justifications associated with everyone’s view of the world as they see it.• View TWO – The world exists only as our words declare it to exist. – If we take this second view, we can declare that excellence, leadership, and communication are all based on three fundamental components – Integrity, Responsibility, and Generosity
    • 22. The “DNA” Of Excellence• Integrity – Acting on the complete commitment to workability for all involved• Responsibility- Taking complete ( 100% ) ownership for what happens and how what happens is viewed by all involved – knowing what workability is for others and creating the communications and or actions to put in what is missing.• Generosity – accepting that it is not about oneself, it is about others – being generous in listening, sharing, and being of service

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