2. Pillars of Competency
Organizational Excellence
Professional Development
Internal Consulting
External Consulting
Team Building
Planning
Alliance Professional Group
Alliance Partners
2
3. What We Do
Going from Good to Great
Delighted
$ Customers $
Productivity
Close Performance and
Productivity Gaps.
Achieve Goals More Process
Often.
Client Subject Facilitated
Matter Expertise or
(SME) Consulting
Solutions
People
Managers
&
Employees
Executive Functional
Partnership
Leadership Departments
Organizational Cycle/Stage of Development
and/or Key Hurdle
3
4. Areas We Can Improve
Going from Good to Great
Strategic Planning
BASIC FOUNDATION
Business Philosophy
Values & Principles
Vision
EXTERNAL ASSESSMENT INTERNAL
Market Segments ASSESSMENT
Competitive Analysis Structure & Function
Trend Analysis Resources
Opportunities and Threats Strengths & Limitations
MISSION
What the Organization
will achieve at a defined
point in the future.
GOALS
MARKET PLAN
Critical Success SALES PLAN
Product Offering
Factors Territory Strategies
Segment Strategies
Business Goals Key Account Strategies
Market Communications
Action Plans
Organizational
Teamwork
SUPPORT
BUDGETING REVIEW PROCESS
DEPARTMENTS
Sales Volume Reports
What the departments
Costs Meetings
will achieve at a
Expenses Follow Up
defined point in the
Capital Requirements
future in supporting the
Organizational Goals.
4
5. What We Do
Going from Good to Great
Baldrige Criteria for Performance Excellence Framework: A Systems Perspective
Organizational Profiles
Environment, Relationships, and Challenges
2. 5.
Strategic Human Resource
Planning Focus
1. 7.
Leadership Business
Results
3. 6.
Customer and Process
Market Focus Management
4.
Information and Analysis
5
Source: National Institute of Standards & Technology (NIST)
6. Who We Do It With
Going from Good to Great
The Skills Curve
TOP MANAGEMENT
MID - MANAGEMENT
SUPERVISORS
INDIVIDUAL
CONTRIBUTORS
6
7. Our Goal
Going from Good to Great
To Align Resources
TRADITIONAL CONTINUOUS IMPROVEMENT
Finance
Finance
Sales
ns Operations
tio Management
p era
O
MIS
Sale
s
Marketing
Marketing
M
IS
• Long Term Vision Tied to Daily Execution
• Short Term Thinking • Entire Organization is a System
•“Silo” Functional Organizational • Continuous Improvement of Systems
Structure. Inconsistent Processes & Processes (Proactive-Preventive)
• Reactionary-Crises & “Fire Drills” • Employee Involvement
• Lack of Employee Involvement • Customer Focused
• Winners and Losers • Focus on Common Goals
• Internally Focused
• Lack of, or Inconsistent Goals Succession And/Or
7
8. Who We Associate With
Business Affiliations
• Professional Development
• Team-Building and Behavioral Development
8
9. Who We Associate With
Alliance Partner Solutions
• Project Management
• Strategic HRD and Organizational Development
• Financial Management and Sales/Acquisitions Strategies
• Professional Development and Team Building
• Special Strategic, Organizational, and Market Studies
• Management and Business Consulting
• Corporate and Business Law
• Business and Key Person Insurance Consulting
• Information Technology Business Solutions 9
10. When We Do It
The Organizational Lifecycle
At any Critical or Organizational
Stage (Cycle) of Development
AND/OR To Surpass a Key Hurdle 10
11. Where We Do It
And the
World !
From the Mid-Atlantic
States
11
12. Who We Work For
American Fire Equipment
Anning-Johnson
Army Community and Family Support Center (CFSC)/(MWR)
Army Materiel Command
Burgess & Niple, Limited
Backsoft Corporation
ChemReg International, LLC
Choice Mortgage
Comcast Cable Communications, Inc.
Didlake, Inc.
Fort Belvoir Federal Credit Union
Image Works
Intech Professionals, LLC
Integrated Control and Systems Engineering Who’s
Johnston & Associates Missing?
National Interiors
Northern Virginia Family Service
Palmer-Gosnell YOU!!!
Rockwall Interiors
Sexton Executive Security
Spexus, Incorporated
Virginia Credit Union (NOVA Chapter)
12
Wright and Sielaty, P.C.
13. Our Process Turns
IDEAS
Into Focused Action
IF YOU HAD 3 WISHES, WHAT
WOULD YOU CHANGE TODAY?
13
14. Consider The Multiples of Return From
Effective Assessments and Planning . . .
Assessment
• Manual or Web Based Surveys
• Focus Groups
• Is/Should Analysis
• Critical Incident Analysis
• Interviews and Observation
• Root Cause Analysis
Planning and Execution
• Strategic Planning
• Strategic Marketing
• Business Planning
• Annual Goal Setting and Management by Objective
• Action Planning
• Project Management 14
15. Consider These Value Added Performance
Enhancing Processes . . .
• Strategic Thinking & Business Planning
• Executive Leadership
• Management Leadership
• Management Development
• Supervisory Development
• Business Development
• Customer Service
• Time Management
15
16. . . . And Professional Development
Facilitation Benefits
• Facilitator Accountability
• Spaced Repetition to Achieve Internalization
• In House Facilitation Insures Application
• Closes the Gap Between Current & Desired
Performance
• Insures Internal Alignment & Increased Productivity
• 6,9,12 Month Reviews to Insure Goals of Program
are Being Achieved
• Minimum Targeted 600% ROI for the Private Sector
16
17. Consider These Value Added Personal and Team
Effectiveness Skills . . .
• Executive Coaching/Mentoring
• Team Building (Board, Executive, Work-Group)
• Process Improvement Productivity
• Creating Breakthrough Innovation Teams
• Dealing with Stress and Change
• Managing Diversity
• Three Levels of Active Listening
• Communications/Conflict Management
17
18. . . . And Their Benefits
• Reduce Rework
• Improve Implementations and Buy-In
• Decrease Costly Turnover & Absenteeism
• Increase Mutual Understanding and Effectiveness
• Increase Job Satisfaction and Improve Performance
• Improve Outlook and Positive Work Attitudes
• Transform Diversity to an Organizational Strength
• Transform Knowledge into Acceptance, Empathy and
More Productive Work Relationships
• Create and Sustain Productivity Gains
18
19. Consider These
Consulting Services . . .
External
• Business Planning
• Communications Audits
• Special Strategic and Enterprise Studies
• Market Studies, Feasibility Analysis, Surveys
• Malcolm Baldrige Performance Criteria Assessments
19
20. Consider These Consulting Services-
Internal Organizational
• Business Policies and Procedures
• Departmental Reorganizations
• Individual Training Plans (ITP)
• Balanced Scorecard Organizational Needs Survey
• Personal and Professional Development Planning (PDP)
• Key Employee Interviewing, Testing, Recruiting Advice
• Compensation Strategies and Job Descriptions
• Client Relationship Management (CRM) Database Strategies
• Malcolm Baldrige Performance Criteria Assessments
• Transition Management
Internal Financial
• Financing
• Financial Cash Flow Management
• Budgeting and Budget Management
20
21. . . . And Their Benefits
An Increase in:
• Proficiency
• Responsiveness
• Results
• Cash Flow
Adherence to:
• Cost Performance
• Schedule Performance
When Would You
Like to Begin?
21
22. Our Process Turns
IDEAS
Into Focused Action
IF YOU HAD 3 WISHES, WHAT
WOULD YOU CHANGE TODAY?
22
