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Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
Organizational velocity   improving speed, efficiency & effectiveness of business sample
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Organizational velocity improving speed, efficiency & effectiveness of business sample

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Lack of efficiency and effectiveness in an organization can have a significant impact on the overall cost of operation. …

Lack of efficiency and effectiveness in an organization can have a significant impact on the overall cost of operation.

Organizational Velocity - Improving Speed, Efficiency & Effectiveness of Business provides a framework for diagnosing, assessing and implementing to improve the speed at which the organization operates.

There are two main areas for focus:

1. Process Audits - a framework for assessing key processes within the different functions of the organization and detailing where improvements are to be had
2. Workload Analysis - based on a workforce survey to identity where and what time in the organization is spent doing, including the efficiency and effectiveness of Meetings

The outcome from using the PPT framework will be a prioritised list of initiatives for implementation to increase organizational speed and reduce the cost of operation.

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  • 1. Organizational Velocity Improving Speed, Efficiency & Effectiveness of Business (Sample)
  • 2. ORGANIZATIONAL VELOICTY A faster organisation is normally a better organisation Advantages + Money sooner + Anticipate competitors + Exceed customers expectations + Do more + Create new opportunities Reactive speed This Be only a and dynamic of the full presentation. For further details and download + is vibrant partial view please goto: www.straticx.com/store.html + Increase efficiency Proactive speed Cautions ― Rushing with no information ― Executing poorly ― Not waiting for situation to evolve ― Pushing too hard 1
  • 3. CONTENTS Contents Page Organizational Velocity 1 Improving your Speed, Efficiency & Effectiveness 4 • Process Audits 9 • Worked Example 20 This is only a partial Workloadof the full presentation. For further details and download view Analysis • 33 please goto: www.straticx.com/store.html • Benchmarking Becoming Faster – The Management Challenge 41 43 2
  • 4. IMPROVING YOUR SPEED, EFFICIENCY & EFFECTIVENESS Process Recommendations Dashboard contains a ‘menu’ of prioritised process improvement opportunities Process Recommendations ‘Dashboard’ BBFTB1 Process 1 2 Implement • … … Yes No Yes No Yes Yes No No Yes • Quick win Implement No • … Yes No • … Yes No Yes No This is only a partial• view of the full presentation. For further details and Yes No download 3 Yes No Yes No … • … Yes No Yes No please goto: www.straticx.com/store.html 5 6 • … • … • … Yes Yes No No Yes 4 No Yes No Yes No No … • … • … No Yes Yes • Yes No Yes No Yes No Yes Yes No No Notes: (1) ‘Big Bang For The Buck’ Opportunities 3
  • 5. IMPROVING YOUR SPEED, EFFICIENCY & EFFECTIVENESS Financial benefits are often be derived from the Process Audits and General Observations Benefits ‘Dashboard’ Benchmarking 164 5 General Observations EXAMPLE OUTPUT • BBFTB Opportunities ― Efficiency gains: ~ $x.xm (~x FTEs) ― Specific effectiveness gain of ~$x.xM for ‘Order to Cash’ process ― Additional significant effectiveness opportunities (sized as Low/Medium/High only) 17 • Quick Wins: ― Efficiency gains: ~$x.xM ― Additional effectiveness opportunities (sized as Low/Medium/High only) Process This is only a partial view of the full presentation. For further details and download Audits (inc. • General Observations review of best please goto: www.straticx.com/store.htmlfrom better meetings: ~$x.xM 66 ― Efficiency gains practise for each process) 131 4 30 32 Total Potential Opportunities Observed Focus Opportunities General BBFTB Process Quick Wins Process BBFTBs (~x FTEs) ― Significant effectiveness opportunities (sized as Low/Medium/High only) Total Impact of opportunities ― Efficiency gains: $x.xM ― Specific effectiveness gains: ~$x.xM (Order to Cash) ― Additional significant effectiveness opportunities 4
  • 6. PROCESS AUDITS A Process Audit consists of six steps Process Audit Steps Summary 1 Process Value Chain Overview 2 Description of Main Activities 3 Process Audit Results This is only a partial view of the full presentation. For further details and download please goto: www.straticx.com/store.html 4 Improvement Opportunities 5 Prioritisation of Opportunities 6 ‘BBFTB’ Opportunity 1 Pagers 5
  • 7. PROCESS AUDITS Step 2 involves interviewing the Process Owner (and team) to detail each step of the process, describe it and who is involved etc Step 2 1. Detail each sequential step of the process (through interview with Process Owner & Team) • • … • … • … • … • 2. Complete more detail for each step … … • … • … • … • … Description When? This is only a partial view of the full presentation. For further details and download please goto: www.straticx.com/store.html • … • … • … • … • … • … • … • … • … • … Who? How long? 6
  • 8. PROCESS AUDITS The efficiency and effectiveness of each process is rated according to the extent of improvement potential… Step Rating Criteria High level of improvement possible 3 • Each process is rated for each of the 10 audit questions across efficiency and effectiveness Moderate level of the full possible • ‘Worst’ rating across This is only a partial viewof improvement presentation. For further details and download the respective audit please goto: www.straticx.com/store.html drives the questions No action required overall rating for that process for each of efficiency & effectiveness 7
  • 9. PROCESS AUDITS Step 5 - Each opportunity is then ranked by both value and ease of implementation against set criteria Rating Criteria for Improvement Opportunities Step 5 Ease of implementation Easy • Easy implementation without major investment, limited effort, no risk and no global guideline restrictions Moderate • Implementation with some financial investment, medium implementation effort, some risks and/or some global guideline restrictions ThisDifficult a partial view• of the full presentation. For further details and effort, is only Difficult implementation with major financial investment, significant implementation download implementation risk and/or global guideline restrictions please goto: www.straticx.com/store.html Value of opportunity High • Frees up a large amount of time or resources to “do more” and/or increases the quality of the outcome (effectiveness) to a very high degree Medium • Frees up a significant amount of time of resources to “do more” and/or increases the quality of the outcome (effectiveness) significantly Low • Frees some but limited time of resources to “do more” and/or increases the quality of the outcome (effectiveness) 8
  • 10. PROCESS AUDITS Step 6 is to produce a one page description for each opportunity, redesigning the process Step BBFTB Opportunities Description of Opportunity • … Description of Benefit • … 6 Estimated Value • … This is only a partial view of the full presentation. For further details and download please goto: www.straticx.com/store.html Recommended Next Steps • … Risks / Considerations • … Investment Required • … 9
  • 11. CONTENTS Contents Page Organizational Velocity 1 Improving your Speed, Efficiency & Effectiveness 4 • Process Audits 9 • Worked Example 20 This is only a partial Workloadof the full presentation. For further details and download view Analysis • 33 please goto: www.straticx.com/store.html • Benchmarking Becoming Faster – The Management Challenge 40 42 10
  • 12. PROCESS AUDITS The value chain for Strategic Planning identifies six key process stages EXAMPLE Strategic Planning Create roadmap/ revise last year's roadmap Define issues and opportunities Process Owner Define detailed strategies (brands, departments, etc) Review detailed strategy and combine to corporate strategy Preparation of presentation deck Presentation and discussion of strategy Leadership Team J. Smith • Strategic roadmap from This is only a partial view of the full presentation. For further details and download previous year please goto: www.straticx.com/store.html roadmap Input • Market, competitor, product Output • Strategic analysis • Global strategy framework Process customer (internal, external) Leadership Team Process frequency Annual Involved parties (internal, external) MD, CFO, Leadership Team Main IT-systems, -tools 11
  • 13. PROCESS AUDITS The efficiency audit highlights lack of alignment of activities and the lead time it too long Priority Process Audit: Efficiency EXAMPLE Efficiency Questions Efficiency A Is there a need to completely redesign the process? • No B Are any steps in the process unnecessary? • No This is only a partial view of the full presentation. For further details and download C • Yes Are the steps in the right sequence? please goto: www.straticx.com/store.html D Are there large efficiency opportunities within any of the steps? • Lack of alignment in guidance provided, driving different activities E • Needs wider involvement to achieve objectives • Limited visibility of actual workload leading into strategy planning F Are too many people involved in the process? (Decision matrix) Does the process take too long? • Total lead time is too long for the strategic planning process • Condensed and precise process (clear perimeter, input/output, etc); best practice time frame: 4 weeks • Ability to drive out of the box thinking (challenge status quo). Strategy should be built outside in (not just based on where the business is at today) Shared understanding and buy-in from BU • 12
  • 14. PROCESS AUDITS There are three key improvement opportunities EXAMPLE Improvement Opportunities Efficiency 1. 1 Reorder the activities of strategy planning process Effectiveness 2. 2 Driving strategy understanding down in the organisation 3. 3 Stimulate “out of the box” thinking This is only a partial view of the full presentation. For further details and download please goto: www.straticx.com/store.html 13
  • 15. PROCESS AUDITS BBFTB #1 is to redesign the strategic planning process BBFTB OPPORTUNITY # S.P.1 Description of Opportunity • Redesign the strategic planning process with shorter timeline and 2step approach EXAMPLE Description of Benefit • The shorter timeline provides the opportunity to focus the planning effort during a specific period of time and base the strategic plan on the most current information Estimated Value • $100k 10% less rework due to most current information and 2-step approach (strategy alignment) • Do the strategic planning of supporting functions in the second step improves the alignment with the commercial strategy This is only a partial view of the full presentation. For further details and download Recommended Next Steps Risks / Considerations Investment please goto: www.straticx.com/store.html Required • Review proposed process and timeline • Implement new process for the next strategic planning process • Clear communication of deliverables as needed in order to perform on the compressed timeline • None, just communicate new process and design templates/ guidelines • Be aware of other activity during this time: ― Year-end closing ― Submission of annual budget 14
  • 16. PROCESS AUDITS Driving strategy understanding down in the organisation BBFTB Opportunity # S.P.2 Description of Opportunity • Improve the communication of the strategic roadmap and the department roadmaps EXAMPLE Description of Benefit • Improved understanding of company goals and improved decision making on lower levels of the organisation Estimated Value • Medium, especially better decision making and higher engagement of total organisation • Everyone in the organisation needs an understanding of how their work and outcome relates to the strategic goals and priorities This is only a partial view of the full presentation. For further details and download Recommended Next Steps Risks / Considerations Investment please goto: www.straticx.com/store.html Required • Implement communication concept • Management must be able to “translate” strategic goals to individual workplace • Low, time of management 15
  • 17. PROCESS AUDITS …and to the overall recommendations Process Recommendations ‘Dashboard’ Process 1. Strategic Planning 2 BBFTB EXAMPLE Implement S.P.1 Redesign strategic planning Yes No S.P.2 Communicate strategy Yes No • Yes Yes No No Yes Quick win Implement No … S.P.3 Stimulate out of the box thinking Yes No • Yes No … Yes No This is only a partial• view of the full presentation. For further details and Yes No download 3 Yes No Yes No … • … Yes No Yes No please goto: www.straticx.com/store.html 5 6 • … • … • … Yes Yes No No Yes 4 No Yes No Yes No No … • … • … No Yes Yes • Yes No Yes No Yes No Yes Yes No No 16
  • 18. WORKLOAD ANALYSIS In parallel to the ‘process audit’ work, a workload analysis will drive a clear understanding of how the organization spends its time Key Workload Analysis Activities Workload Analysis Meeting & Project Snapshot Workload Survey • Survey the team to evaluate: ─ which processes employees are working on ─ what activities they are undertaking to get things done ─ the autonomy of their role ─ general recommendations and comments on whether there is additional capacity in the business to ‘do more’ • Completed by key people in each department • Identifies key recurring meetings and standalone projects/ workstreams Meeting Quality Observations • Attended and evaluated key meetings This is only a partial view of the full presentation. For further details and download please goto: www.straticx.com/store.html Objective Measure and observe whether the organisation is running very ‘tight’ or whether there is room to capture efficiencies 17
  • 19. WORKLOAD ANALYSIS Importantly, a workload survey provides an assessment of the willingness of the organisation to speed things up and get more done EXAMPLE Workload Survey Findings “Do you believe there is additional capacity within the office to ‘do more’?” Comments from Respondents • “Using our tools correctly would save time to create time” [10%] • “We need to change our effectiveness and speed in decision making and be more risk taking versus need to validate and research everything versus making business decisions based on experience and judgement” [40%] No 45% 55% Yes • “Our plant is at about 70%, another at about 65%, one at about 80% and the last one at about 50-60%” This is only a partial view of the full presentation. For further details and download • “Everyone is busy and at capacity but not necessarily on the please goto: www.straticx.com/store.html right things” [0%] • Average of an additional 14% capacity by those employees that said “Yes” • The suggested additional capacity ranged between 5% (7 respondents) and 40% (3 respondents) • “We are already doing too much. We need to do less and focus on doing things properly instead of always rushing from one thing to another” [0%] • “In our dept we are fully busy so logical answer is "no" but we all find time for special projects/emergencies so the organisation does have some flex but suspect it is not sustainable the way we do it - we should plan it better and as a business agree things that won't be done in the future - that reprioritising could mean a better use of capacity rather than a more capacity” 18
  • 20. WORKLOAD ANALYSIS ..as well as a perspective on the ‘activities’ people are undertaking on a day to day basis EXAMPLE Time versus Employee Costs Spent for Key Work Activities Other (Training etc) Managing people 3% 8% Communicating externally 8% Communicating internally 11% 2% 11% 6% 11% 21% 24% Desk Work This is only a partial view of the full presentation. For further details and download please goto: www.straticx.com/store.html Meeting Related 46% 48% Time Spent Represents ~$20m in people cost. A 10% improvement in meeting efficiency across the board would release ~$2.0m in resource Employee Cost 19
  • 21. WORKLOAD ANALYSIS An audit of meeting quality will give an insight to the companies ‘meeting culture’ EXAMPLE Meeting Audit Heat Map Meeting 4 5 6 7 8 9 1 3 2 5 3 2 2 1 1 Pre-reading available 5 5 5 5 1 3 4 5 5 Pre-reading read 2 3 3 2 N/A 2 2 2 2 5 5 5 5 5 5 5 5 5 Length 3 4 2 3 1 2 4 3 3 Frequency 5 5 5 5 1 5 5 5 5 Decisions taken Yes No No No Yes Yes Yes Yes Yes Other - information Yes Yes Yes Yes No Yes Yes Yes Yes 5 3 5 5 5 5 5 5 5 Right info 1 2 3 3 1 4 3 3 5 Format 2 2 3 3 N/A 4 5 3 5 Minutes/ Actions Clear objective 3 Behavior Time 2 On time Hygiene 1 5 5 N/A 2 5 2 5 2 2 Follow up N/A N/A N/A N/A Yes Yes Yes Yes Yes This is only a partial view of the 3full presentation. For further details and download Right people? 3 3 3 1 5 4 4 5 Participants Actually there? goto: www.straticx.com/store.html Yes Yes Yes Yes Yes No Yes No No please Clear Agenda Document information quality Follow ups For a better understanding of how to increase meeting efficient and effectiveness see STRATICX document “Complete Toolkit for Improving Meetings” 5 = Very Good; 1 = Very Poor 20
  • 22. BENCHMARKING Whilst benchmarking needs to be contextualized, it can help identify improvement opportunities or areas of focus Benchmarking EXAMPLE Total FTES per HR FTE Marketing Spend/Net Revenue # $ # $ # $ $ ? ? This is only a partial #view of the full presentation. For further details and download please goto: www.straticx.com/store.html Benchmark Benchmark Benchmark Benchmark 1 2 3 4 Our Co. Benchmark Benchmark Benchmark Benchmark 1 2 3 4 Our Co. 21
  • 23. BECOMING FASTER – THE MANAGEMENT CHALLENGE Ultimately, the speed of an organisation is strongly influenced by its leadership, and their ability to inform culture and key processes Becoming Faster – The Organizational Challenge Priorities Lack of Speed Set, review This is onlyLackpartial view of the full presentation. For further details and download a of Speed Resources Calibrate, give please goto: www.straticx.com/store.html Will Lack of Speed Inform, incent, monitor, fine tune, excel 22
  • 24. This is only a partial view of the full presentation. For further details and download please goto: www.straticx.com/store.html 23

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