The Visioneering Operating System - A Framework For Execution


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The Visioneering Operating System - A Framework For Execution

  1. 1. The Visioneering Operating System A Framework For ExecutionCoach Davender GuptaStartup-Acadé
  2. 2. The Action Cycle WHY Idea Intellectual Capital Strategy WHAT Feedback Strategic Capital Before Plan After Plan HOW Execution Leadership Capital WHO Impact Relationship Capital © 2012 Davender Gupta - All rights reserved 2
  3. 3. What If? The cause of ALL fast-growth business failures is… the transition from strategy to execution. It is very difficult to transition from strategy phase to execution phase because in the execution:  Different way of thinking (result-focused instead of contingency-focused)  Assumptions are not controllable  Dealing with a chaotic situation  New people, partners, associates, customers brought into the process, each with their own view and assumptions What if transition risk could be reduced? © 2012 Davender Gupta - All rights reserved 3
  4. 4. Objective To provide a structured execution infrastructure to accelerate the transition from strategy to execution. Characteristics:  Standardized (based on best practice)  Customizable and extendable  Adaptable  Automatable © 2012 Davender Gupta - All rights reserved 4
  5. 5. The Visioneering Business OS A business operating system is a basic set of processes needed to run a business Coordinates the activities of all participants The “Engine” of the business  Without execution, a brilliant strategy is worthless Nothing gets done without a system to execute the strategy © 2012 Davender Gupta - All rights reserved 5
  6. 6. VOS Design Concept Conforms to the basic systems criteria of the Visioneering concept of Leadership Capital Can be automated, semi-automated or manual Provide a solid foundation for CMM Level 2 (Repeatable) or ISO 900x certification Expandable as the organization grows Provide a baseline organization for the processes:  standard, coding (reference), structure Customizable for different types of businesses and industries Customizable for individual workflow requirements Set up to capture develop and disseminate best practices © 2012 Davender Gupta - All rights reserved 6
  7. 7. Performance  Create high-quality product, fast  Improve product effectiveness and client satisfaction  Reduce wasted time, effort, energy and resources  Improve quality  Build a highly resilient organization • Focused on purpose • Quickly adapting to changes and learning  Reduce stress, burnout and turnover  Improve profitability  Accurate assessment of TCO (Total Cost of Ownership)  Improve ability to repeat success and learn from failure  Install a discipline of execution to ensure things get done right and well © 2012 Davender Gupta - All rights reserved 7
  8. 8. A Framework for Results Skills Systems the ability to the ability to direct and drive growth control and manage growth leadership capital communication collaboration congruence coordination control command intelligence commitment competence clarity Foundation the ability to initiate and support growth © 2012 Davender Gupta - All rights reserved 8
  9. 9. Systems: Characteristics Characteristics of a successful system:  Visibility: All activities and results are visible to all  Accountability: There is a specific person accountable for each activity and each result, and every activity is traceable  Predictability: There are ways to quickly detect deviations from the desired results and feedback to the rest of the team  Adaptability: New ideas, processes, objectives, knowledge, technologies and strategies can be quickly and effortlessly integrated  Simplicity: The system must have minimal overhead, and be intuitive, easy and natural to use  Quality: The system promotes the best efforts from each team member © 2012 Davender Gupta - All rights reserved 9
  10. 10. Basic Structure The Visioneering OS is grouped into four systems:  People Systems Collaboration: How people interact with people Supporting teamwork and individual productivity  Operations Systems Coordination: How people interact with resources Company-specific processes related to production (workflow)  Project Systems Control: How resources interact with ideas (intentions) Planning, resources and control of the direction of progress  Learning Systems Intelligence: How ideas interact with people Collection, dissemination and development of knowledge © 2012 Davender Gupta - All rights reserved 10
  11. 11. A System To Get Things Done Organization Generation Application Environment Performance Learning People Communication Development Visioneering OS Marketing Tracking & Oversight Sales and Customer Support Administration OperationsRequirements Project Quality Logistics Financial Production Development Stakeholders Planning © 2012 Davender Gupta - All rights reserved 11
  12. 12. People Management Processes to create, develop and grow a collaborative working environment that gets things done Consists of three subsystems:  Environment Processes that support teamwork  Performance Processes that support productivity  Development Processes that prepare for change and evolution © 2012 Davender Gupta - All rights reserved 12
  13. 13. People Systems Environment Performance  Indoctrination  Workforce Design  Culture  Training  Values  Compensation  Mission  Hiring  Vision  Recognition  Commitment  Retention  Physical Environment  Promotion  Social Environment  Assessment  Recruitment © 2012 Davender Gupta - All rights reserved 13
  14. 14. People Systems Development Leadership Personal  Management and Leadership Skills  Life Balance  Mentoring  Stress Control  Coaching  Fitness and Health  Family Career  Competency Development  Career Design  Continuing Education  On-Job Training © 2012 Davender Gupta - All rights reserved 14
  15. 15. Operations Systems Processes to provide repeatable production results  Marketing  Administration  Quality  Production  Development  Logistics  Sales and Customer Support © 2012 Davender Gupta - All rights reserved 15
  16. 16. Project Systems Processes for project planning, tracking and control Five subsystems:  Planning Management Task planning and sequencing (milestones, heartbeats)  Tracking and Oversight Management Making sure the plans are being met  Requirements Management RFPs, contracts, deliverable definition  Stakeholder Management Connections with all outside stakeholders  Financial Management Financial resources, including billing, accounts receivable, etc © 2012 Davender Gupta - All rights reserved 16
  17. 17. Project Systems Planning Financial  Tasking  Forecasting  Scheduling  Cash Management and  Coordination Flow  Resource Leveling  Billing  Work Breakdown Structure  Accounts Receivable  Task Allocation  Accounting  Task Documentation  Capital Sourcing  Risk Analysis © 2012 Davender Gupta - All rights reserved 17
  18. 18. Project Systems Tracking and Oversight Requirements  Tracking  RFPs  Measurement  Deliverables Definition  Feedback  Scope  Notification  Contracts  Performance Management  Estimation  Projection © 2012 Davender Gupta - All rights reserved 18
  19. 19. Project Systems Stakeholder Relations  Strategic Partners  Subcontractors  Consultants  Investors  Suppliers  Customers  Markets  Subsidiaries © 2012 Davender Gupta - All rights reserved 19
  20. 20. Learning Systems Processes to capture, synthesize and apply the lessons learned of the organization “The intelligence of the organization” Key competence needed to adapt and respond to change 4 subsystems:  Generation: how learning is captured and acquired  Organization: turning data into wisdom  Communication: communicating learning in the team  Application: making sure the learning gets used © 2012 Davender Gupta - All rights reserved 20
  21. 21. Learning Systems Generation Organization and Synthesis  Feedback  Capture  Data  Traceability  Information  Knowledge Communication  Wisdom Context Application  Internal  Access  External  Search Audience  One-to-one  Retrieval  One-to-many  Extraction  Many-to-one  Archiving and Backup  Many-to-many  Sharing © 2012 Davender Gupta - All rights reserved 21
  22. 22. Minors or Majors? Effective systems make the difference between being an amateur "Little League" team where everyone runs for the ball and ends up knocking heads, and a professional "Major League" team where every action is finely coordinated and focused for maximum results. Do you want to hit the ball out of the park every time? © 2012 Davender Gupta - All rights reserved 22
  23. 23. In conclusion… The Visioneering Business Operating System is a set of processes that enable individuals and teams to successfully transform a vision into powerful and tangible results through effective generation and management of time and energy. Although the approach is simple, the challenge is to develop the discipline to practice these competencies in daily actions. This is what the Visioneering Approach to Successful Results is all about. © 2012 Davender Gupta - All rights reserved 23
  24. 24. Please keep in touch Coach Davender Gupta, MSc. Venture Catalyst – StartupAcadémie Facilitateur certifié FastTrac TechVenture 418-948-1553 @coachdavender © 2012 Davender Gupta - All rights reserved 24