• Like
  • Save

Loading…

Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

Organizational Velocity - Improving Speed, Efficiency & Effectiveness of Business

  • 753 views
Uploaded on

Full document download here: …

Full document download here:
https://flevy.com/browse/business-document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482

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.
Got a question about the document? Email us at support@flevy.com.

More in: Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
753
On Slideshare
0
From Embeds
0
Number of Embeds
3

Actions

Shares
Downloads
0
Comments
0
Likes
1

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Organizational Velocity - Improving Speed, Efficiency & Effectiveness of Business
  • 2. Lack of Organizational speed is caused by multiple factors, but the most mportant one is “Organizational Will” ORGANIZATIONAL VELOICTY ypical Causes of Operational Lethargy Clarify priorities Review allocation Attitude/culture/incentive Lack of SpeedLack of Speed Lack of SpeedInsufficient Resources Lack of SpeedUnclear/Conflicting Priorities Lack of SpeedOrganizational Will This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482
  • 3. 1 2 3 4 5 6 Process BBFTB1 Implement Quick win Implement • … • … • … • … • … • … • … • … • … • … • … • … Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Yes No Process Recommendations Dashboard contains a ‘menu’ of prioritised process improvement opportunities MPROVING YOUR SPEED, EFFICIENCY & EFFECTIVENESS rocess Recommendations ‘Dashboard’ Notes: (1) ‘Big Bang For The Buck’ Opportunities This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482
  • 4. Contents CONTENTS Page Organizational Velocity 1 Improving your Speed, Efficiency & Effectiveness 4 • Process Audits 9 • Worked Example 20 • Workload Analysis 33 • Benchmarking 41 Becoming Faster – The Management Challenge 43 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482
  • 5. Description Who? • … • … • … • … • … • … • … • … • … • … Step 2 involves interviewing the Process Owner (and team) to detail ach step of the process, describe it and who is involved etc PROCESS AUDITS How long? When? • … • … • … • … • … • … • … • … • … • … 1. Detail each sequential step of the process (through interview with Process Owner & Team) 2. Complete more detail for each step Step This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482
  • 6. Improvement Opportunities Efficiency Effectiveness 1 2 …which will lead too Step 4 - identification of the key improvement opportunities PROCESS AUDITS Step This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482
  • 7. Description of Opportunity • … Description of Benefit Estimated Value • … • … Recommended Next Steps • … Risks / Considerations Investment Required • … • … Step 6 is to produce a one page description for each opportunity, edesigning the process PROCESS AUDITS BFTB Opportunities Step This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482
  • 8. For this example six key functions were selected along with the in- cope process to be audited PROCESS AUDITS In scope: Out of scope: Research & Technology Management/ Admin Marketing Sales Finance Process Leadership Other areas • Corporate Reputation • HR processes • Legal processes • IT processes • Consumer Services processes • Marketing material production • Public Relations • Agency relationship management • Field sales • Pricing Strategy • New business • Asset Mgt • Monthly Closing • KPI reporting • Tax • s404 • SAP • Cost Innovation • Nutrition • Supply Chain processes • Strategic planning • Brand Planning • Advertising planning • Promotions planning (Powerplays) • Account management • Trade Promotions • IBP • Order to cash • Purchase to pay • Annual Budgeting • Forecasting • Innovation EXAMPLEExample used in subsequent slides This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482
  • 9. The efficiency audit highlights lack of alignment of activities and the ead time it too long PROCESS AUDITS Efficiency Questions Efficiency Is there a need to completely redesign the process? Are any steps in the process unnecessary? Are the steps in the right sequence? Are there large efficiency opportunities within any of the steps? Are too many people involved in the process? (Decision matrix) Does the process take too long? • No • No • Yes • Lack of alignment in guidance provided, driving different activities • Needs wider involvement to achieve objectives • Limited visibility of actual workload leading into strategy planning • Total lead time is too long for the strategic planning process A B C D E F • 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 riority Process Audit: Efficiency EXAMPLE This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482
  • 10. Value of Opportunity High valueLow Medium Redesign of strategy planning process Driving strategy understanding down in the organisation BBFTB Opportunities Stimulate “out of the box” thinking Quick Wins Stimulate “out of the box” thinking Redesign of strategy planning process Driving strategy understanding down in the organisation 1 2 3 1 2 3 Easeofimplementation EasyDifficultModerate Each opportunity is ranked by both value and ease of implementation PROCESS AUDITS RIORITISATION OF IMPROVEMENT OPPORTUNITIES EXAMPLE This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482
  • 11. Description of Opportunity • Improve the communication of the strategic roadmap and the department roadmaps • Everyone in the organisation needs an understanding of how their work and outcome relates to the strategic goals and priorities Description of Benefit Estimated Value • Improved understanding of company goals and improved decision making on lower levels of the organisation • Medium, especially better decision making and higher engagement of total organisation Recommended Next Steps • Implement communication concept Risks / Considerations Investment Required • Management must be able to “translate” strategic goals to individual workplace • Low, time of management Driving strategy understanding down in the organisation PROCESS AUDITS EXAMPLEBFTB Opportunity # S.P.2 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482
  • 12. Contents CONTENTS Page Organizational Velocity 1 Improving your Speed, Efficiency & Effectiveness 4 • Process Audits 9 • Worked Example 20 • Workload Analysis 33 • Benchmarking 41 Becoming Faster – The Management Challenge 43 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482
  • 13. “Do you believe there is additional capacity within the office to ‘do more’?” Yes55% No 45% • 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) 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%] • “Our plant is at about 70%, another at about 65%, one at about 80% and the last one at about 50-60%” • “Everyone is busy and at capacity but not necessarily on the right things” [0%] • “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 re- prioritising could mean a better use of capacity rather than a more capacity” mportantly, a workload survey provides an assessment of the willingness of the organisation to speed things up and get more done WORKLOAD ANALYSIS EXAMPLEWorkload Survey Findings This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482
  • 14. • Weekly: 2 • Monthly: 56 • Other: 38 • Number of meetings: 119 • Weekly man hours: 364 Discrete meetings identified: 317 • Number of meetings: 198 • Weekly man hours: 553 • Weekly: 52 • Monthly: 53 • Other: 93 Cross functional meetings Individual department meetings • Weekly: 77 • Monthly: 109 • Other: 131 Total of 917 weekly man hours involved in meetings, or 16% of team time (not including preparing, arranging or following up meetings) A ‘meeting and project snapshot’ clarifies how well the business is using meeting and projects as tools to ‘get things done’ WORKLOAD ANALYSIS EXAMPLEime versus Employee Costs Spent for Key Work Activities This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482
  • 15. Whilst benchmarking needs to be contextualized, it can help identify mprovement opportunities or areas of focus BENCHMARKING Benchmarking Our Co.Benchmark 4 Benchmark 3 Benchmark 2 Benchmark 1 Our Co.Benchmark 4 Benchmark 3 Benchmark 2 Benchmark 1 Total FTES per HR FTE Marketing Spend/Net Revenue # # # # ? $ $ $ $ ? EXAMPLE This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482
  • 16. Continuous Process Improvement Organisation Speed Project This process is the first step towards a continuous process mprovement philosophy and a faster organisation BECOMING FASTER – THE MANAGEMENT CHALLENGE ontinuous Improvement This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/organizational-velocity-improving-speed-efficiency-and-effectiveness-of-business-482
  • 17. 1 Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com