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400+ Management models - theories, tools and ebook

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400+ Strategic Management models and diagrams for your powerful business presentations. …

400+ Strategic Management models and diagrams for your powerful business presentations.
These slides can provide you with a complete resource to communicate and educate managers, leaders, students.

This virtual management models ebook will have 99% of all the models you will ever need!

leadership, talent, change, psychology, consulting, organizational development, fully editable

100 models, 200 models 300 models ...
see more at http://rapidbi.com/products/

To download this slide set along with other trainers and managers resources go to http://rapidbi.com/products/

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  • 1. 400+ Fully Editable Management Models 400+ Management Models Models, Tools & Theories 400+ Slides less than $47 for all 400 for a limited time onlyThis is a summary of valuable tools, models and theories.No copyright is assumed.The presentation of these graphics are for educational use only – you are recommended to researchtheir origin.All original © respected and recognized. http://rapidbi.com/products/
  • 2. 400+ Fully Editable Management ModelsLicense and Usage Rights• RapidBI allows a paying customer a non-exclusive right to use the contents in your training, education and other communication needs• The slides contained in this pack can be copied, edited and saved by you for your personal and business use• You cannot sell this product or any product derived from these contents. You cannot publish more than 10 of these on the internet for free or paid for access.• All rights reservedPlease note there is no order to the way in which this set is presentedhttp://rapidbi.com/products/
  • 3. 400+ Fully Editable Management Models• From less than $47 for all 400+ slideshttp://rapidbi.com/products/
  • 4. 400+ Fully Editable Management ModelsOrganizational Development - KUA http://rapidbi.com/products/
  • 5. 400+ Fully Editable Management Models Urgent - v - Important Delegate a Fire fighting, competent crisis person HighUrgency Don‟t do this – Planned it‟s not your Low Activity job Low High Importance http://rapidbi.com/products/
  • 6. 400+ Fully Editable Management Models Trust - v - Risk Entrepreneur, Team PlayerAttitude to Trust Innovator High Evaluating Individualistic Low Low High Attitude to Risk http://rapidbi.com/products/
  • 7. 400+ Fully Editable Management Models Support - v - Challenge High Comfort Zone Performance HighSupport Apathy/Inertia Stress/Panic Low Low High Challenge http://rapidbi.com/products/
  • 8. 400+ Fully Editable Management Models Change Magnitude - v- Breadth FocusedMagnitude of Change Revolutionary Radical Change Change High Moderate Evolutionary Change – But Low Change Comprehensive Low High Breadth of Change http://rapidbi.com/products/
  • 9. 400+ Fully Editable Management Models Effectiveness - v - Morale Stabilizer Analyzer HighMorale Cheerleader Pathfinder Low Low High Effectiveness http://rapidbi.com/products/
  • 10. 400+ Fully Editable Management Models Innovations Paradigm Revolutionary Stage RadicalControl Culture Insights and Models/Step Discoveries Change Concealed Planned Rules Learning Implementation People/Subjective Task/Objective Focus http://rapidbi.com/products/
  • 11. 400+ Fully Editable Management Models Audience –v- Topic Culture Systems Group Organizational Structures Shared Values Work Processes EthicsAudience Policies & Procedures Morals Contracts Intention Behavior Individual Values Plans Attitudes Actions Commitment Decisions Responsibility Performance Subjective Objective Topic http://rapidbi.com/products/
  • 12. 400+ Fully Editable Management Models Business Funding VP VC Hands On Venture Venture VentureInvolvement Funding Philanthropy Capitalists Hands Off Trusts & Social Equity Banks Foundations Not for Profit For Profit Business Type http://rapidbi.com/products/
  • 13. 400+ Fully Editable Management Models Conceptual Model • Self Awareness •Social Awareness Awareness Actions • Self • Social Skills Management Self Othershttp://rapidbi.com/products/
  • 14. 400+ Fully Editable Management Models Boston MatrixBusiness Growth Large Cash Cow Star Small Dog Question mark Low High Market Growth http://rapidbi.com/products/
  • 15. 400+ Fully Editable Management Models Warm Change Quadrants Transform InnovateOrganization Cold Intervene Implement Cold Warm Change http://rapidbi.com/products/
  • 16. 400+ Fully Editable Management Models You are OK with me I‟m OK You‟re OK I am not OK I am OK You are OK You are OK One down position Healthy PositionOthers Get away from, Helpless Get on with, Happy You are not OK with me I am not OK I am OK You are not OK You are not OK Helpless position One-up Position Get away with, Helpless Get rid of, Angry I am not OK with me I am OK with me Self http://rapidbi.com/products/
  • 17. 400+ Fully Editable Management Models Personal Change Model The Tarzan Swing Acceptance/ Internal Denial CommitmentBehaviors External Resistance Exploration Time http://rapidbi.com/products/
  • 18. 400+ Fully Editable Management Models Stakeholder Mapping - BurgoyneLevel of influence High Low No Commitment On the fence Committed Reaction of Change http://rapidbi.com/products/
  • 19. 400+ Fully Editable Management Models FIRO-B You usually do not want You have some desire Wanted You are not comfortable others to include you in from others to act warmly, in social situations with their activities and groups share their feelings and few expectations and and do not like being encourage you depending intrusions noticed on the situation You control and influence Expressed You tend to include others You typically get close to others and situations to in some of your activities, people and are come to degree, organize join and belong to some comfortable expressing and direct others at times groups and interact with feelings and supporting and assume responsibility people some of the time others when appropriate Inclusion Control Affectionhttp://rapidbi.com/products/
  • 20. 400+ Fully Editable Management Models High Price - v- Quality Hit & Run Over-Pricing Premium Strategy Strategy Strategy MediumPrice Shoddy Goods Average Penetration Strategy Quality Strategy Cheap-Value Bargain Super Bargain Low Strategy Strategy Strategy Low Medium High Quality http://rapidbi.com/products/
  • 21. 400+ Fully Editable Management Models Project Cycle • Review •Focus • Do • Planhttp://rapidbi.com/products/
  • 22. 400+ Fully Editable Management Models The Deming Cycle • Act •Plan • Check • Dohttp://rapidbi.com/products/
  • 23. 400+ Fully Editable Management Models Services Management Capacity Management Availability Management Cost Management Workforce Management • SLA review Contingency Planning •Release Readiness Optimizing Changing Help Desk Change ManagementProblem Management Configuration Management Recovery Supporting Operating • Operations • Implementation Review System Administration Review Measure & Monitor Services Administration Security Administration Network Administrationhttp://rapidbi.com/products/
  • 24. 400+ Fully Editable Management Models Kolb‟s Learning Cycle • Abstract •Concrete Conceptualization Experience • Active • Reflective Experimentation Observationhttp://rapidbi.com/products/
  • 25. 400+ Fully Editable Management Models Debrief Cycle • The What? •Start With • What‟s the •Simulation learning? •The Experience • What action? • So What? • What happened • ..Does this • ..Facts mean.. Implications? • ..Observationshttp://rapidbi.com/products/
  • 26. 400+ Fully Editable Management Models Growth Model • Optimize •Acquire Business Transformation Intelligence Flexible Delivery Integrated Technology • Develop • Managehttp://rapidbi.com/products/
  • 27. 400+ Fully Editable Management Models Continuous Improvement Performance Support Tools Performance Measures Management Process Performance goal Setting • Performance •Commitment Process Mapping Competitive Awareness Process Analysis Shared Goals Process Bench-marking Empowerment Process Re-engineering CollaborationProcess Measures/Controls Open Communications Project Management • Process • Strategy Vision and Mission Deliverables Customer Goals Business Goals Core Processes http://rapidbi.com/products/ Project Teams
  • 28. 400+ Fully Editable Management Models Directed Creativity Cycle • Action •Preparation • Live with it •Analysis Observation Generation Implementation Enhancement • Development • Imagination • Evaluation • Harvestinghttp://rapidbi.com/products/
  • 29. 400+ Fully Editable Management Models Learning Model • Reflection •Paradigms Changing Supporting Operating Optimizing • Result • Behaviorhttp://rapidbi.com/products/
  • 30. 400+ Fully Editable Management Models Performance Model • Evaluation •Goals Refine Formulate Goals Actions Outcome/ Perform Feedback Actions • System • Executionhttp://rapidbi.com/products/
  • 31. 400+ Fully Editable Management ModelsLearning Cycle – Honey & Mumford Action/ Doing Activist (Apprehension) Pragmatist Reflector (Denotation) (Connotation) Theorist (Comprehension) Thinking/ Observinghttp://rapidbi.com/products/
  • 32. 400+ Fully Editable Management ModelsOrganizational Development Cycle Orientation Performance History Recipe Destinationhttp://rapidbi.com/products/
  • 33. 400+ Fully Editable Management Models Strategic Planning ImplementationPlanning to Plan and Review Contingency Values Check Planning Develop Integrated Action Mission/Goals Plan Business Planning Performance Audit Gap Analysis http://rapidbi.com/products/
  • 34. 400+ Fully Editable Management Models Scharmer Change Model Downloading EmbodyingPatterns of the Past Then new performance practice, infrastructures Suspending Embedding Seeing from Enacting strategic outside Open Mind microcosms Redirecting Prototyping Sensing Envisioning for the Open Heart future Opening Actualizing Crystallizing Letting go Open Will From Source http://rapidbi.com/products/ Stillness
  • 35. 400+ Fully Editable Management Models Organizational Effectiveness Organization without Strategic plan & Staff Strategic Plan aligned Strategic Plan where staff are not aligned with the planhttp://rapidbi.com/products/
  • 36. 400+ Fully Editable Management Models The S Curve INVESTMENT LAUNCH GROWTH MATURITY DECLINEhttp://rapidbi.com/products/
  • 37. 400+ Fully Editable Management Models McGregor‟s Theory X Theory Y THEORY THEORY X YTHEORY X THEORY YLack Integrity Have IntegrityAvoid Responsibility Work towards objectivesWork as little as possible Wants to achievePrefer direction Will make decisionshttp://rapidbi.com/products/
  • 38. 400+ Fully Editable Management Models Noelle – Neumann‟s InterpersonalOpinion SupportExpresses as for deviantdominant opinion Amount of people not openly expressing deviant opinion and/ or changing from deviant opinion http://rapidbi.com/products/
  • 39. 400+ Fully Editable Management Models Hertzberg Motivational Theory 50 40 30 20 10 0 10 20 30 40 50 Achievement Recognition Work Itself Responsibility Advancement Growth Co. Policy & Admin Supervision Relations with Supervision hip Working Conditions Salary Relationshipwith peers Personal life Relationships with subordinates Status Security 50 40 30 20 10 0 10 20 30 40 50http://rapidbi.com/products/
  • 40. 400+ Fully Editable Management Models Learning Delivery Complex/ lengthy Teaching Education Time Browsing C ontact Concise/ Brief Training Reference Linear Non-Linear Narrativehttp://rapidbi.com/products/
  • 41. 400+ Fully Editable Management ModelsPerformance Management System Performance Performance Standards Measurement Identify relevant standards Refine indicators and Select Indicators define Measures Set goals & targets Develop data systems Communicate expectations Collect data Performance Management System Reporting of Progress Quality Process Analyze data Use data for decisions to feedback to managers, improve policies, staff, policy makers programmes & outcomes Develop a regular Manage Change Create learning environment reporting cyclehttp://rapidbi.com/products/
  • 42. 400+ Fully Editable Management Models Business Maturity Stages Optimized CEO Team Managed The MBA General Manager Defined Entrepreneur Emerging Founder Start-Uphttp://rapidbi.com/products/
  • 43. 400+ Fully Editable Management Models Capability Maturity Model Promotion Project Feedback Standard Techniques Standard Project Management Crisis Mode/ Firefightinghttp://rapidbi.com/products/
  • 44. 400+ Fully Editable Management Models Change Management Continuum Internalization Commit Institutionalization Adoption Positive Educate Perception Understanding Awareness Contact Inform Time Unawareness Confusion Negative Decision not Support Compliance Commitment Perception to support withdrawn change after usehttp://rapidbi.com/products/
  • 45. 400+ Fully Editable Management Models Kotter – System Dynamics Formal Dominant organizational Coalition arrangements Social Employees & System tangible assets Technology External Environmenthttp://rapidbi.com/products/
  • 46. 400+ Fully Editable Management Models Kotter Change Unsustainable Sustainable Success Results/Success Only good short-term Good short-term results results with an effective, High with a weak vision satisfy aligned vision offer a highResults many organizations for a probability of sustained while success Stagnation Aborted Vision Poor results and weak A compelling vision that Low vision spell sure trouble produces few results for any organization usually is abandoned Weak Strong Vision http://rapidbi.com/products/
  • 47. 400+ Fully Editable Management ModelsKotter – 8 Steps toSuccessful Change Institutionalize the change Consolidate & build on the gains Create Short term wins Empower people to act on the vision Communicate the vision Develop a clear shared vision Create a guiding coalition Establish a sense of urgencyhttp://rapidbi.com/products/
  • 48. 400+ Fully Editable Management Models Talent Management – 2 ENIGMA GROWTH EMPLOYEE FUTURE LEADER High potential to advance Demonstrates high potential to Highest potential – best for High further although advance further senior succession underperforming Valued talent, challenge, Top talent, reward, recognize, Maybe in wrong job/wrong reward, recognize and develop promote, develop manager; needs interventionPotential Medium DILEMMA Likely to have scope to move HIGH IMPACT PERFORMER CORE EMPLOYEE one level/ challenge is Strong contributor, challenge, Motivate, engage and reward necessary as under-performing reward, grow and motivate Provide coaching TRUSTED PROFESSIONAL Low UNDER PERFORMER EFFECTIVE Specialized or expert talent Has reached job potential and Specialized or expert talent reached career potential is underperforming reached career potential Performance manage or exit Retain, reward, help with Engage, focus, motivate developing others Low Medium High Performance http://rapidbi.com/products/
  • 49. 400+ Fully Editable Management Models Whitelaw‟s Circle of Evaluation Reaction Reaction Objectives Evaluation Learning Level Learning Objectives 1. Reaction Evaluation 2. Learning 3. Behavior 4. Organization 5. Ultimate value (Hamblin) Behavioral Behavioral Objectives Evaluation Organizational Organizational Objectives Evaluationhttp://rapidbi.com/products/
  • 50. 400+ Fully Editable Management ModelsEmployee Engagement Satisfaction Survey Identify Set goals need Act on Setup EESS results survey Deliver Administer reports surveyhttp://rapidbi.com/products/
  • 51. 400+ Fully Editable Management Models Implementing Change Shareholder Involvement Led from the top Delivered from the bottom Measured and Monitoredhttp://rapidbi.com/products/
  • 52. 400+ Fully Editable Management Models Dimensions of Change Leader Driven Process Driven Improvement Organizational Renewalhttp://rapidbi.com/products/
  • 53. 400+ Fully Editable Management Models Balancing Power Personal Legitimate Expert Power Referent Coercive Position Rewardhttp://rapidbi.com/products/
  • 54. 400+ Fully Editable Management ModelsChange Formalize the need for change Identify issues and potential consequences Develop alternative solutions Choose appropriate vision Formalize the visionhttp://rapidbi.com/products/
  • 55. 400+ Fully Editable Management Models Stu Downes Unconsciously Collaborative Consciously Collaborative Consciously Insular Unconsciously Insularhttp://rapidbi.com/products/
  • 56. 400+ Fully Editable Management ModelsConscious Competence Knowing Consciousness Doing what you know Conscious ConsciousExplicit Competence Incompetence Knowing what You are doing Implicit Unconscious Unconscious Incompetence Competence Doing Competencehttp://rapidbi.com/products/
  • 57. 400+ Fully Editable Management Models Experiential learningExperience moves this way X Automatic Self Conscious The “Conventional Path” Cannot do Can do http://rapidbi.com/products/
  • 58. 400+ Fully Editable Management ModelsThe Conscious Competence Ladder Unconscious Mastery Competence Conscious Ouch! Learning/Change Competence Conscious Incompetence Aha! - Awareness Unconscious Incompetencehttp://rapidbi.com/products/
  • 59. 400+ Fully Editable Management Models Conscious Competence Incompetent CompetentResistance Unconscious Unconscious Incompetent Competent Conscious Conscious Incompetent Competent Time/Activity Unconscious Conscious Unconscious http://rapidbi.com/products/
  • 60. 400+ Fully Editable Management Models Who to Coach? Trade Average Top Talent Talent Talent 20% 40% 40%http://rapidbi.com/products/
  • 61. 400+ Fully Editable Management Models Who to Coach? Trade Top Talent Average Talent Talent 20% 60% 20%http://rapidbi.com/products/
  • 62. 400+ Fully Editable Management Models Up and Over the Learning-with-ICT Curve Late Early Novices Majority Early adopters Innovators Mavericks Majority Disconnected Create & Inventing publish web Collaborative creation & tools for Online pages, do others sharing of Global E-mail research up learning online & activities & Learning some web & download collaborative community projects Communities surfing of content interactionshttp://rapidbi.com/products/
  • 63. 400+ Fully Editable Management Models The Cycle of Resistance to Change Why change? Where do we want to be? Where are we Make it happen Sustain What do we need today? to change? Cognitive resistance Power-driven resistance Ideological resistance Psychological resistance Size of the shape indicates the intensity of the resistancehttp://rapidbi.com/products/
  • 64. 400+ Fully Editable Management Models The Traditional Learning Curve Capability Career spent learning one thing Timehttp://rapidbi.com/products/
  • 65. 400+ Fully Editable Management Models Blooms of Taxonomy Educational Objectives Expert Evaluation Synthesis Analysis Application Comprehension Knowledge Beginnerhttp://rapidbi.com/products/
  • 66. 400+ Fully Editable Management Models Environmental Time & Awareness Complexity Environmental declaration of the product & Expertise Competitive Advantage Management of product life cycle Environmental Management Quality Management Pollution control Leadershiphttp://rapidbi.com/products/
  • 67. 400+ Fully Editable Management Models The Quantum Learning Curve (More Interactivity = More Retention = More Productive Employee) Self Test Virtual Reality Certification Test Static Pages Degree of Effective Retention (Some user (User Controlled (More user controlled (Min Interactivity) controlled tests) Simulations) interactivity/tests) Competence Factor Confidence Factor Depth of Module Interactivityhttp://rapidbi.com/products/
  • 68. 400+ Fully Editable Management Models Ebbinghaus Forgetting Curve 100 90 80% of Data Remembered 70 60 50 40 2nd Repetition 3rd Repetition 4th Repetition 5th Repetition 1st Repetition 30 20 10 0 http://rapidbi.com/products/
  • 69. 400+ Fully Editable Management Models Memory & events Retrieval Cues Forgetting Event Repression Memory for the event No Event Suggestibilityhttp://rapidbi.com/products/
  • 70. 400+ Fully Editable Management Models Talent Management Adaptable High High High Professional Strategic Star ProfessionalPotential Medium Rising Star, Strong Key Performer Adaptable Key Contributor, Provide Coaching Performer Challenge, Reward Inconsistent Diamond in the Low Low Performer Performer Performer Low Medium High Performance http://rapidbi.com/products/
  • 71. 400+ Fully Editable Management Models Business Architecture Model Revenue Profit Efficiency Position Resource Knowledge Vision Creativity Technologyhttp://rapidbi.com/products/
  • 72. 400+ Fully Editable Management Models The Training Cycle Identify the need Define the Evaluation Objectives Implement Plan and the Training Designhttp://rapidbi.com/products/
  • 73. 400+ Fully Editable Management Models With Client Server Systems, Software Costs are Just the Tip of the Iceberg Software license 9% 45% Implementation Hardware 26% IT personnel 14% Maintenance 7% Training 1%http://rapidbi.com/products/
  • 74. 400+ Fully Editable Management Models Motivation Conscious level Skills What I can do Knowledge What I know Value What do I think is important? Unconscious level Self image How do I see myself? My traits What are my habits? My motives What energizes me?http://rapidbi.com/products/
  • 75. 400+ Fully Editable Management Models Change Communication Model Integrate Inform Commitment Awareness Involve Engagementhttp://rapidbi.com/products/
  • 76. 400+ Fully Editable Management Models Four Dimensions of Culture High Network Communal Sociability Fragmented Mercenary Low High Solidarityhttp://rapidbi.com/products/
  • 77. 400+ Fully Editable Management Models Change and ProductivityProductivity Productivity Productivity Business B Business A Time Time Time Control Incremental Breakthrough 1930‟s 1970‟s Mid 1990‟s USA Japan USA Mass Production Consumer Revolution 10x change http://rapidbi.com/products/
  • 78. 400+ Fully Editable Management Models Key Leadership Tasks in Change Internal Wake-up Call Review/LearnBehaviors External Allow Maintain Focus Resistance Time http://rapidbi.com/products/
  • 79. 400+ Fully Editable Management Models Key Leadership Tasks in Change Review, Wake-up call Learn, Act Allow resistance Maintain focushttp://rapidbi.com/products/
  • 80. 400+ Fully Editable Management Models Coaching The skilled worker The skilled person who is looking for who is in need of more opportunities attention High to develop lSkil A nervous beginner, or The enthusiastic Low someone who has beginner failed before Low High Willhttp://rapidbi.com/products/
  • 81. 400+ Fully Editable Management Models Seven Step Social Marketing I Want to DESIRE I Know I Can I Should SKILLS KNOWLEDGE That was a It‟s Worthwhile Success REINFORCEMENT OPTIMISM I‟m Joining In It‟s Easy STIMULATION FACILITATIONhttp://rapidbi.com/products/
  • 82. 400+ Fully Editable Management Models The Drama Triangle RescuerProsecutor Victimhttp://rapidbi.com/products/
  • 83. 400+ Fully Editable Management Models Dynamic Strategic Plan Model Information Coaching Vision & Mission Strategy Session Goals Review Objectives Strategy Curbside Tactics Forecast Review Plan Review Execution Resultshttp://rapidbi.com/products/
  • 84. 400+ Fully Editable Management Models Talent Management – Getting to Overpaid Increased job Increase job Increase job difficulty and difficulty and difficulty skill level skill level more Increase job Increase skill WIN-WIN difficulty level Underpaid Increase job Increase skill Increase difficulty and level and Compensation compensation compensation Bored In-Flow Anxioushttp://rapidbi.com/products/
  • 85. 400+ Fully Editable Management Models Skill Based Compensation Model Overpaid Correct Compensation T Total Compensation Underpaid Skill Level Job Difficultyhttp://rapidbi.com/products/
  • 86. 400+ Fully Editable Management Models The Flow Model Anxiety Flow Channel T Total Compensation Boredom Skill Level Job Difficultyhttp://rapidbi.com/products/
  • 87. 400+ Fully Editable Management ModelsChange steps Then you start over again! Action Readiness Willingness Belief Needhttp://rapidbi.com/products/
  • 88. 400+ Fully Editable Management Models Business Coaching MarketingLeadership Sales Coaching BusinessCommunication Customer ServiceInterpersonal Skills Personal Business Human ResourcesTime Management Effectiveness Effectiveness FinancialGoal Settings ManagementAction Plans Systemization http://rapidbi.com/products/
  • 89. 400+ Fully Editable Management Models Three Movements of Theory U Sensing: Realizing:Downloading & letting Envisioning, what go of existing mental seeks to emerge models; Thinking & enacting,Increasing awareness of the whole Embodying the Presencing: new Letting come; Opening to higher possibilities http://rapidbi.com/products/
  • 90. 400+ Fully Editable Management Models Be Do Cultural Matrix Activated RealizedAttitudesValues BeBeliefsEnergyBalanceAuthenticity Latent Controlled Do People Processes Behaviours Consistency Environment Learning & development Reward & Recognition http://rapidbi.com/products/
  • 91. 400+ Fully Editable Management Models Consulting Model Result Productivity-Innovation-Profit-Quality of life Culture How do we do things around here? Power Can I do what I need to do? Communication What‟s happening? Direction Why are we here? Where are we going?http://rapidbi.com/products/
  • 92. 400+ Fully Editable Management Models Change Cycle Capacity for Change Supporting Leading Facilitate & Mobilize to Direct & support to fix a series of problems create transformation Developing Directing Working in collaborative Structure, supervise & ways to improve make it happen – discreet elements survive or die Scale of Changehttp://rapidbi.com/products/
  • 93. 400+ Fully Editable Management Models Johari Window Known by self Unknown by self Feedback Solicited Known Open/Free Blindby others Area Area Self-disclosure/ Shared Others‟ Discovery Observation exposureUnknownby others discovery Unknown Self- Hidden Area Area http://rapidbi.com/products/
  • 94. 400+ Fully Editable Management Models Evaluating Risk Exposure High Improve Monitor Risk Exposure Accept Optimize Low High Management Control/Activity Levelhttp://rapidbi.com/products/
  • 95. 400+ Fully Editable Management Models Priority Map Template Period Period Period Period PeriodFunctionsGroups People Benefits Realizedhttp://rapidbi.com/products/
  • 96. 400+ Fully Editable Management Models SQERT Project Management Scope Timing Quality Risk Efforthttp://rapidbi.com/products/
  • 97. 400+ Fully Editable Management Models Change Management Performance & Output Change Program Close Announced Sustained Performance Improvement Active change management reduces Performance dips early Timehttp://rapidbi.com/products/
  • 98. 400+ Fully Editable Management Models Focus of Effort During Change Management 100 90 Applaud / Welcome Change Focus 80 70 % 60 50 Changeable / Waiting to be Influenced 40 30 20 10 Change Opponents 0 There is a 20 / 60 / 20 distribution when you start. Where do you focus?http://rapidbi.com/products/
  • 99. 400+ Fully Editable Management Models Emotional Cycle of ChangeHigh Satisfaction Certainty Doubt Confidence HopeLevel of Optimism Timehttp://rapidbi.com/products/
  • 100. 400+ Fully Editable Management Models Situational Based Leadership 3.0 Hold/ Coach, Control Support Others Communicate Freely Collaboratehttp://rapidbi.com/products/
  • 101. 400+ Fully Editable Management Models Training Cycle Identify Learning Need Evaluation Design Client Commitment Assessment Deliverhttp://rapidbi.com/products/
  • 102. 400+ Fully Editable Management Models The Training Cycle What if? Why? How? What?http://rapidbi.com/products/
  • 103. 400+ Fully Editable Management Models Experiential Learning Experience Apply Share Generalize Processhttp://rapidbi.com/products/
  • 104. 400+ Fully Editable Management Models Learning Cycle - Kolb Concrete Experience (CE) Active Reflective Experimentation Transformation Transformation via intention Observation (AE) via extension (RO) Convergers (Pragmatists) Grasping via comprehension Abstract Conceptualization (AC)http://rapidbi.com/products/
  • 105. 400+ Fully Editable Management Models Waves of Change Pop culture Social Technology Commerce Government Infrastructure Roads/ railways The natural environmenthttp://rapidbi.com/products/
  • 106. 400+ Fully Editable Management Models Employee Engagement Service Identify Purchase EESS need Act on Setup results EESS survey Deliver Adminster reports surveyhttp://rapidbi.com/products/
  • 107. 400+ Fully Editable Management Models Setting Change Direction Where do we want to be? Where are wehttp://rapidbi.com/products/
  • 108. 400+ Fully Editable Management Models The Transition Need to accept the new Where do we want to be? Where are we Need to let go of oldhttp://rapidbi.com/products/
  • 109. 400+ Fully Editable Management Models Implementing Change Shareholder Involvement Led from the top Delivered from the bottom Measured and Monitoredhttp://rapidbi.com/products/
  • 110. 400+ Fully Editable Management Models The Facilitation Process • Define the process, • Design and define outcomes and the actual process products required from the process Stage 1 Stage 2 (Define) (Design) Stage 3 (Implement) • Implement the process and ensure the outcomes and productshttp://rapidbi.com/products/
  • 111. 400+ Fully Editable Management Models Change Curve Variant Active Anger Start of change/ Acceptance Stability Bargaining Time Denial Testing Paralysis Depression Passivehttp://rapidbi.com/products/
  • 112. 400+ Fully Editable Management ModelsTransform (2) T Tell a compelling story R Rally stakeholders Plan A Articulate goals (SMART) N Nominate roles S Solidify Strategy F Focus on outcomes O Optimize Execute R Reinforce change Measure success M http://rapidbi.com/products/
  • 113. 400+ Fully Editable Management Models CI in Wilber‟s 4 Quadrants Self Character Individual values and beliefs Individual actions and behaviors CI starts within: my own intelligence CI between us: practicing is product of all my relations, generative conversations past and present Personal Alignment Resonance between “imaginal cells” Values Mission Alignment Alignment Structural Alignment Culture Organizational Systems Collective values and beliefs Collective actions and its enablers CI is seen as core to co-evolve Social and tech enablers of CI Source: Richard Barret – text in red font added by George Pórhttp://rapidbi.com/products/ Collective Intelligence
  • 114. 400+ Fully Editable Management Models 6 Pole Model of CI Intention Reflection Competence Recorded Support Memory Trust, Social Capitalhttp://rapidbi.com/products/
  • 115. 400+ Fully Editable Management Models Cognitive Apprenticeship Model Scaffolding Coaching Conclusive Modeling Articulation Exploration & Reflection Reflection Articulationhttp://rapidbi.com/products/
  • 116. 400+ Fully Editable Management Models Consulting Model Gathering Requirements Implementation 1 SRS Gap & Execution Analysis 8 2 Project Management Design & QA/Testing Methodology Diagram Prototype 7 3 6 4 Coding & Status Review Documentation 5 Project Management Gathering SRS Gap Design & Coding & Project Status Review Requirements Analysis Prototype Documentation Management • Requirement • Writing • Following Coding • Gant Charts • Following Q/A • System documents Specifications Standards • Work Breakdown test scripts Execution & • Input from • Gap Analysis • Comments Schedule • User Acceptance Implementation Stakeholders • System • Documentation • Project Status Testing • Scope Scalability Review • Budget • Prototype • Deadlineshttp://rapidbi.com/products/
  • 117. 400+ Fully Editable Management Models IDEAL Consulting Model INITIATING •Stimulus for improvement •Set Context & Establish Sponsorship •Establish Improvement Infrastructure DIAGNOSING LEVERAGING •Appraise Current •Document & Analyze Lessons •Develop Recommendations & •Revise Organizational Approach Document Results THE IDEAL MODEL ESTABLISHING ACTING •Set Strategy & Priorities •Plan, Execute, & Track •Plan Actions Installation •Establish Team Actions •Plan & Execute Pilots •Define Processes & Measurehttp://rapidbi.com/products/
  • 118. 400+ Fully Editable Management Models Mediation Model Mediating Artifact (Technology) Psychological Tool Subject (Nurse) (Care) Objecthttp://rapidbi.com/products/
  • 119. 400+ Fully Editable Management Models SDI Assertive-Nurturing Motivation Analytic-Autonomizing Motivationhttp://rapidbi.com/products/
  • 120. 400+ Fully Editable Management Models Problem Solving Process What Next Goal Compare Define Compare What Test Why When Where Analyze Analyze Test Howhttp://rapidbi.com/products/
  • 121. 400+ Fully Editable Management Models The Seven Convergences of the ESPRIT-Model Satisfaction Leadershiphttp://rapidbi.com/products/
  • 122. 400+ Fully Editable Management Models Marketing –v- Buying“Classical” Marketing Training Buying Process -Marketing “Sells” Autonomous Considered 1 Coca-Cola Ford Brand Tide MetLife Marketing Focus McDonald‟s Dell AT&T 2 AP Direct Merrill Lynch Accenture L.L. Bean Oracle “Organizational” Marketing -Salespeople “Sell” http://rapidbi.com/products/
  • 123. 400+ Fully Editable Management Models Value Boxhttp://rapidbi.com/products/
  • 124. 400+ Fully Editable Management Models Current Value – Potential Value Lifetime Value = Current + Potential Value Low Potential Value, High Potential Value, High Current Value High Current Value Current Value → Grow These Customers Keep These Customers Low Potential Value, High Potential Value, Low Current Value Low Current Value Should You Spend Money Grow These Customers Here? Potential Value →http://rapidbi.com/products/
  • 125. 400+ Fully Editable Management Models Trust Cooperation Control Global Perspective Autonomy Local Sensitivityhttp://rapidbi.com/products/
  • 126. 400+ Fully Editable Management ModelsStrategic Pyramid People Processes and Systems Culture Organization Structure BUSINESS PURPOSE AND DIRECTIONhttp://rapidbi.com/products/
  • 127. 400+ Fully Editable Management Models Denison Organizational Culture External Focus ADAPTABILITY MISSION Patterns – trends – marketplace Direction – Purpose – Blueprint Are we listening to the market? Do we know where we are going? Flexible Stable INVOLVEMENT CONSISTENCY Commitment – Ownership – Systems – Structures – Processes Responsibility Do our systems create leverage? Are our people aligned and engaged? Internal Focushttp://rapidbi.com/products/
  • 128. 400+ Fully Editable Management Models Energized Teams Model Why Mission, Vision, Results Who •Trust •Motivation •Purpose What How •Strategies, goals •Culture (norms, decision-making, etc.) •Roles, Responsibilities •Interpersonal dynamics (conflict / feedback) •Work design •Valuing Diversity •Success Measures •Emotional Intelligence Clear Goals + Effective Process + Engaged Heart = Resultshttp://rapidbi.com/products/
  • 129. 400+ Fully Editable Management Models Six Sigma Road Map •Owns vision, direction, integration, business results •Manages daily area Exec •Leads Organizational Sponsors operations change •Drives improvement Process Business solutions Owners Champions •Leads business unit in •May be a team member process improvement •Prioritizes projects Total Employee •Full-time position Involvement Project •Understands the Vision Master Black •Trains Green & Black Belts•Key project Stakeholder Sponsors •Drives improvement in Belts •Coaches Green & Black•Aids in Project Scoping their daily job Belts•Owner of project results •Manages FMAIC phase reviews •Full-time position Project Team Black Belts Members •Leads cross-functional improvement projects •Provides project-specific support Green Belts •Trains and coaches local •Can be a Yellow or Green Belt project teams •Part-time on projects •Full-time position •Leads local improvement projects •Participates on Black Belt teams and projects •Part-time position http://rapidbi.com/products/
  • 130. 400+ Fully Editable Management Models Experiential Learning Cycle EXPERIENCING The Activity Phase PUBLISHING APPLYING Sharing Planning effective Use of Learning Reactions & Observations Now what? What? PROCESSING GENERALIZING Discussing Developing Real Patterns & World Principles So Dynamics what?http://rapidbi.com/products/
  • 131. 400+ Fully Editable Management Models Change - Status Quo Advantages Advantages •Point cut what is •Describe the staying the same benefits of the •Things people future state and, 4 2 STATUS QUO value that will be generally, how we‟ll CHANGE preserved get there •Convey a heightened •Articulate what you sense of urgency perceive to be the and compelling need 1 3 other party‟s concern for change •Discuss how you will help minimize or offset those concerns Disadvantages Disadvantageshttp://rapidbi.com/products/
  • 132. 400+ Fully Editable Management Models Power and Control Wheel Coercion Using and Threats Intimidation Using Economic Using Abuse Emotional Abuse Power and Control Using Male Privilege Using Isolation Minimizing, Using Denying, & Children Blaminghttp://rapidbi.com/products/
  • 133. 400+ Fully Editable Management Models Strategy Management Mission Core Values VISIONING Vision Implementation Strategic of Strategic Planning Stage Management Implementation Review Support Business Analyze Customer-Profit Analyze Goal Setting Strategy Development Preparation for Strategic Implementation Deployment Stage Stage Organization Alignment Balanced Scorecard Corporate Planning Function Measurement & Target Budget & Reporting Detail Action Planhttp://rapidbi.com/products/
  • 134. 400+ Fully Editable Management Models Strategic Management Correlation between the Ten dominant Strategy SchoolsUnpredictable, Confusing Cognitive Environmental Learning Power (micro) CulturalEXTERNAL WORLD Configuration Power (macro) Positioning Design Entrepreneurial PlanningComprehensive, Controllable Rational INTERNAL PROCESSES Natural http://rapidbi.com/products/
  • 135. 400+ Fully Editable Management Models The Process of Designing an Effective Communications Strategy Involves the Following Steps: Identify the key constituencies Identify constituency communication needs Decide on appropriate vehicles for communication Decide on roles and responsibilitiesFollowing this approach will create a Monitor and adjust plans tostructured, proactive two way meet changing needsprocess http://rapidbi.com/products/
  • 136. 400+ Fully Editable Management Models The Communication Loop Success Lessons Learned Quality of Number of CommunicationCommunicate Top-Level Successes AmountSupport, Appoint a Change of New Amount ofAgent, etc Information Information Sent Amount of Information Received Number of Changes Communication Support Effectiveness for Level Change “Good” Feelings/ Positive Attitude About changehttp://rapidbi.com/products/
  • 137. 400+ Fully Editable Management Models Conversational Disciplines What Achieved, Results When, Where Requests: Who, What, Conversation for Action When Feasibility Conversation for Opportunity Value Conversation for Possibility SharedCommitment Conversation for Relatedness Relationship is the medium for unprecedented http://rapidbi.com/products/ breakthrough results
  • 138. 400+ Fully Editable Management Models The Ernst & Young Change Cycle High Supporting Leading Facilitate and Direct and mobilise to fix a support to create series of transformation problems Developing Directing Working in Structure, collaborative way supervise and to improve „make it happen‟ discreet elements – survival or die Low Mild Scale of Change Severehttp://rapidbi.com/products/
  • 139. 400+ Fully Editable Management ModelsA New Approach to Understanding Step 4 Take Action Step 3 Develop Interpersonal Strategies to Adapt & Connect Step 2 Understanding Others Step 1 Understanding Selfhttp://rapidbi.com/products/
  • 140. 400+ Fully Editable Management Models We participate in all types of meetings - facilitating is necessary in some of these Presenting Leader does most of the talking Facilitating Group does most of the talking Decision-oriented meetings,One-way information Project updates, Staff meetings, problem-solving meetings,sharing meetings, management committee meetings task force meetings, projectbriefings reviews team meetings, focus groups Utilizes Effective Meeting Management Skills Utilizes Facilitation Skills http://rapidbi.com/products/
  • 141. 400+ Fully Editable Management Models Evaluating Risk Exposure and Management / Control Levels Improve High Areas of high risk exposure with a low level of control must be key priority for improvements in management and control activities. Management needs to engage in activities not already undertaken to improve the controls and processes associated with the risk with the specific intent to reduce Improve Monitor (Impact x Likelihood) the identified risk Risk Exposure Monitor Areas of high risk exposure where controls are deemed adequate should be monitored to provide ongoing assurance of control effectiveness. Our ability to monitor the risk may not be currently sufficient, investments in the appropriate controls in order to achieve the objective of monitoring could be needed. Accept Optimise Accept Areas of low risk exposure that also have a lower level of control may be consciously accepted by the organisation. Low High Optimise Management/Control Activity Level Areas of low risk exposure with a high level of control may generate opportunities to optimize the management and control activities (i.e. reduce the resources over- managing those low risks)http://rapidbi.com/products/
  • 142. 400+ Fully Editable Management Models The Means Goals Objectives Strategies Business Process and Related Objectiveshttp://rapidbi.com/products/
  • 143. 400+ Fully Editable Management Models The Deductive Method is Most Common - But Depends on the Situation High Deductive Management level Inductive Low Low High Probability of active agreementhttp://rapidbi.com/products/
  • 144. 400+ Fully Editable Management Models Sometimes change programs fail because we and our clients do not think about how to sustain benefits from the outset •The client is not interested in delivering sustainable change •The recommendations we make are too complex for the client to cooperate •The world changes too quickly for the program to succeed Lack of focus on •Sustainable performance improvement requires a large sustaining performance transfer of skills from to client improvement •The client becomes dependent on consultants •We do not help the client build „self-improvement DNA‟ Lack of skills and experience No or Inadequate methodologies Bad Planning Basic errors Poor execution Unrealistic deadlines or scope Lack of budgethttp://rapidbi.com/products/
  • 145. 400+ Fully Editable Management Models Three Critical Components of Change Management StakeholdersStakeholders The appropriate people are involved, consulted and communicated with effectively during the life cycle of the change initiative Alignment Alignment The change journey is aligned with the strategy of the organization The future operating model is sustainable Transition Transition The change journey is clearly planned and articulated during the transition to the future operating model Support for the change is widespread throughout the organization http://rapidbi.com/products/
  • 146. 400+ Fully Editable Management Models Organizational Culture is Products Norms and Values Basic Assumptionshttp://rapidbi.com/products/
  • 147. 400+ Fully Editable Management Models What is Culture? Things Behaviours BuildingsYour workspace Socialising Equipment With colleagues Decision- Workplace How does making Decor Office Layout it feel? Leadership Attire With Customers What can you What are the hear? smells? Structures & Processes Rituals How does Building the Rewards it taste? Outings product Informal Communications Disciplinary Meetings and support Out of Office Parties & WorkingAuthority – real & Training andperceived Recognition gatherings Development http://rapidbi.com/products/
  • 148. 400+ Fully Editable Management Models The Power of Future ConversationPerspective Vision Helicopter Simulation Simulation Continuous Improvement Today Detail Pilot Efficiency http://rapidbi.com/products/
  • 149. 400+ Fully Editable Management ModelsThe Development of Conflicts Overtime Energy and number of involved Big problem Problem Difficulty Disturbance Single individual More individuals Whole group Whole department Time Ask the individual Ask the involved Investigate with the Investigate with everyone directly when and how whole group Individual difficult Measures Difficult conversations conversations taken Involve psychologists Replacements http://rapidbi.com/products/
  • 150. 400+ Fully Editable Management Models Bruce Tuckman - Team Development Now it is storming around the team Now it is time to move forward before theThe team is formed others get exactly as they want. IWe often keep a low normally do it in this way – and it hasprofile and observe – who always been a good resultare the others. Comments Forming After living together for a while itmade are often relatively becomes a little bit hard to not have thelow-voiced. bathroom closet for ones own things.In a sprouting romance the “Pull down the closet seat after you havecouple has just moved Storming used it” and “don‟t squeeze the middle oftogether and everything is the toothpaste tube”.perfect Now the team starts finding its forms Now we can start delivering The others might have something to Now we can start focusing on Performing Norming contribute with. Combined with my the task and deliver a good knowledge and experiences we result. might be able to achieve something. It is maybe time to get married. It is OK to stay on my side of the bathroom closet. It is nevertheless rather cozy with my partner living here. I have to stand the bad habits.http://rapidbi.com/products/
  • 151. 400+ Fully Editable Management Models Groups are different to „Teams‟ because . . . Group Model Team Model Common Interest Core Purpose FOCUS: Individual goals FOCUS: mutual and individual & accountabilities accountabilityhttp://rapidbi.com/products/
  • 152. 400+ Fully Editable Management Models Strategic Challenges - Total Competitive Position – Strategic ChoicesExample of a result – a cross tabulation between Profitability and Volume Strategic Choices – Strategic Challenges, Total High Strangles the Weak! Maintains Leadership Protects Leadership Goes for Market Through tough Aggressively and Development Marketing- and Uncompromisingly Considers Diversification! Product Development! By all Means! Profitability In Position for Endeavours to Caught in the Middle! Development Survive! Considers Must make changes in Of Diversification, Competence Profile! Competence Profile! Alliance, Merger! Endeavours to Survive! Endeavours to Survive Considers giving up! Seeks Alliance or Through revitalization! Presses the Buyer! Presses Market‟s Presses Market‟s Market‟s Price Level! Price Level! Price Level! Low Volume High http://rapidbi.com/products/
  • 153. 400+ Fully Editable Management ModelsEvaluation Design: Focus on Indicators Impacts (Long-term Global Objectives Effects) Programme Specific Objectives Results (Direct & Immediate Effects) Operational Outputs (Good & Objectives Services Produced) Programme Inputs Operations http://rapidbi.com/products/
  • 154. 400+ Fully Editable Management ModelsEffective Teamwork Enhances Quality Enhanced Job Satisfaction Gather the Appropriate Set Performance Team Expectations Quality Provide Provide Feedback Opportunities for Enhanced Retention Growth/Learning http://rapidbi.com/products/
  • 155. 400+ Fully Editable Management ModelsThe Facilitators Role Changes as the Group Develops Stage 4: Performing Stage 3: TIME Norming TIME AND AND LEVEL LEVEL OF OF ACTIVITY Stage 2: ACTIVITY Storming Stage 1: Forming FACILITATOR GROUP http://rapidbi.com/products/
  • 156. 400+ Fully Editable Management Models Group Decision Making Unanimous Consent  ConsensusParticipation  Majority Rule  Minority Rule  Authority Rule  Apathy Commitment to Result http://rapidbi.com/products/
  • 157. 400+ Fully Editable Management Models Diagnostic ApproachHow well is the organization performing? 3 year TRS Compet it or 1 Compet it or 2 Compet it or 3 What areas are important to my Compet it or 4 Company A Compet it or 5 business? 3 8 Compet it or 6 Compet it or 7-50% 0% 50% 100% 150% 200% 250% 5 High Telecoms Investment banking How good are we? Pharmaceutical Professional Industrial services Current Value Future Value Enterprise Value products Media & Entertainment Retail Supply-driven volatility Automotive  FMCG Chemicals Financial Low Oil & Gas  Government services services Man day effort by process What do we need to be Utilities Low Demand-driven volatility High 8.1.1 Perform planning/budgeting/forecasting 8.1.2 Perform cost accounting and control better at? 8.1.3 Perform cost management 8.1.4 Evaluate and manage Questionnaire content financial performance Scoring Guidelines Current Appraisal Score Value 8.3.4 Perform financial Section Enabling Tools Basic Performance (Score 1) Leading Performance (Score 5) (1 to 5) Weighting Capability Gap Notes 1.0 Envision & design an integrated performance environment reporting What are the options to 1.1 Performance management Performance management is a fragmented discipline across Organisation has a performance management framework that framework different functions in the organisation. Alignment is ad hoc. considers cross-functional elements from investor relations, strategic planning, reporting through to analysis and rewards. 3 20 2 8.4.1 Perform capital planning Teams understand inter-dependencies and work together to manage and improve performance. 1.2 Performance management Governance for all aspects of performance management are There is a clear set of delegated accountabilities for elements of and project approval governance unclear between headquarters, business units, finance and central support teams. performance management processes, which are widely understood. 4 60 1 1.3 Roles in performance Performance roles between business and finance are unclear, with There are clear roles and responsibilities for all aspects of 8.4.2 Perform capital project management duplication of responsibilities. performance management, covering organisation, process and information. 2 10 3 accounting 1.4 Coordinated chain of performance Performance management stages are run separately with little All stages in the Plan - Do - Check - Act cycle are linked, using activities relationship between them. Strategic planning is separate from similar measures and coordinating activities. There is a clear annual plan cycle which in turn is not connected to forecasting or planning calendar in place that sets out the standard management reporting. processes across the year. 2 10 3 improve? Section Average 2.8 2.0 Understand the strategy 2.1 Investor relations Investment relations is not connected into planning and Investor relations is seen as a critical link in getting performance performance processes. Analyst presentations use measures that the business doesnt track and these change over time. management right. They facilitate the two-way dialogue between the investor and analyst community and the planning teams. Analyst presentations talk about all aspects of strategy, operations Performance Mangement Diagnostic and financial performance, allowing for more sophisticated valuations. Internal managers track and improve the same measures that the analysts use. IR team articulates investor 4 50 1 priorities and competitive positioning back to strategy and planning teams highlighting priorities and concerns. There is a periodic check that the valuation techniques internally and externally align, and that analysts are happy with the information they receive. 2.2 Corporate objectives Managers see corporate objectives as unclear and confused. There is a clear set of corporate objectives that align to investors Envision & design an integrated performance Priorities constantly shift between growth, profit and cash. The requirements. These objectives are relevant and validated against strategy is not clear and does not bring alignment between investor, market and competitive context. Managers buy-in to objectives and environment executive and business unit priorities. understand their role in delivering them. 5 20 0 5.0 2.3 Valuation models Organisation does not assess the value of the enterprise. Analyst modelling different scenarios, test major decisions against model valuation models are seen as irrelevant to the organisation. for the business, … 4 20 1 Support with integrated technology 4.0 Understand the strategy 2.4 Portfolio value analysis Portfolio analysis is restricted to analysing business profitability by Corporate centre regularly track value estimates for units and division. measure this against corporate value. Portfolio valuations drive decisions about units priorities. The whole is greater that the sum of the parts with a clear role for aggregation 3 10 2 3.0 Section Average 4.0 2.0 Enable through reward & incentives 1.0 Translate strategy into measurable objectives 0.0 5.2 Volumes of performance information 96% 7.3 Periodic reporting 84% Opportunity 3.2 Measuring the right KPIs 80% Optimise the business Plan the business Focus 5.3 Quality of measures 76% 3.3 Value targeting 75% 3.1 Value drivers / metric mapping 75% 7.4 Business analysis 72% 7.2 Close process 72% 7.1 Forecasting 72% Analyse & report the business Run & manage the business 9.3 Planning and budgeting systems 70% Quick Win 3.4 Benchmarking 70% 1.1 Performance management framework 68% 1.2 Performance management governance 52% 2.1 Investor relations 50% 8.4 Organisation willingness 46% 6.2 Project cost / benefit tracking 46% 9.4 Reporting and consolidation systems 45% 9.2 Data management 45% 4.4 Target setting 45% Monitor 4.1 Strategic planning process 45% 8.2 Roles and accountabilities 44% 6.1 Investment benefit / cost evaluation 44% 2.3 Valuation models 44% 9.5 Transactional accounting systems 40% Performance Management - Focus Areas 8.3 Rewards and remuneration 40% 6.3 Customer / product profitability analysis 40% 4.4 Capital rationing and allocation 40% 5 4.3 Annual planning 40% Quick Win 2.2 Corporate objectives 40% Opportunity 1.4 Coordinated chain of performance 26% Focus 1.3 Roles in performance management 26% Retire 2.4 Portfolio value analysis 24% 8.1 Scorecards 0% 4 3.2 7.3 0% 20% 40% 60% 80% 100% 120% Weighting 1.4 7.2 3.3 3 1.3 7.1 3.1 5.2 Capability Gap 9.3 2 2.4 3.4 7.4 5.3 Jan Feb Mar Apr May Jun 100 Phase 1 Step 1 8.2 9.4 4.4 8.4 Step 2 1 2.3 6.2 2.1 Step 31.2 4.1 6.1 9.2 Step 4 200 Phase 2 Step 1 Retire 9.5 Step 2 Monitor 0 8.1 2.2 4.3 8.3 6.3 Step 3 0 10 20 4.4 30 40 50 Step 4 60 70 Value 300 Phase 3 Step 1 Step 2 Step 3 Step 4 Key decision points   13.03.02 15.05.02 http://rapidbi.com/products/
  • 158. 400+ Fully Editable Management ModelsPerformance Management Improves Decision Making Performance Management improves decision making in terms of Transparency, Accuracy, Timeliness, and Alignment Transparency Accuracy • Information is simplified and • Information represents the true standardized to make it easily picture of performance understood • Information is derived from • Information is transparent consistent taxonomy, definitions throughout all business units and business rules promoting throughout all dimensions of the accuracy company – geographic, business unit, etc. • Information is provided rapidly • Day to day tactical execution is following period completion aligned to strategic goals • Near real-time information is • Planning and reporting drivers available for analysis are tied directly to actual management decision making needs Timeliness Alignmenthttp://rapidbi.com/products/
  • 159. 400+ Fully Editable Management ModelsEmbedding Performance Management in the Organization‟s Culture “Tornado Charts” help quantify and prioritise the potential impact of uncertainty and changing market dynamics on the business Sample Output from Analysing Relative Impacts on Future Year Operating Profits and Aligning Step Total Invensys Business Unit A £ 000 m TotalCare: Cause & effect model -4 -3 -2 -1 0 1 2 3 4 5 6 7 8 Financial Grow embedded value Segment A Market Growth Rapid Initial Decline Stable (No Growth) Rapid Growth (1.0) Model, simulate & calibrate Reduce costs Generate CF Invensys Segment A Market Share Lower (85%) Higher (98%) Grow & protect revenues (Cash ahead of profit (cash out flows) Understand drivers of value inflows) (1.1) (time) (1.3) (1.2) Allocated Cost Growth Segment B Higher rates than assumed No e-Substitution Develop & reinforce value Customer Higher (2.5%) Lower (0.5%) Ensure aircraft Property Maintenance Cost Growth Enhance customer value through to customer through fly (2.3) engine product (2.2) aftermarket services (2.1) to define KPI’s Segment B Market Growth Same rate as Segment A (Stable) Somewhat higher (2% CAGR) Internal & Initiate TCA services cost Develop & sell new external Invensys Segment B Market Share Lower rate than assumed Higher rate than assumed management initiatives (3.0) services at a premium (4.0) interfaces High Optimise supply chain Higher (1%) Lower (-1%) Warehousing, GCRS, Growth Rate of Unallocated Non-Staff Costs new (3.1 Optimise MRO Evolve lifecycle service Optimise engineering services (3.3) delivery and innovate to fixes to customer Efficiency Programs Achieved No additional efficiency achieved Current efficiency targets achieved extend deal (5.0) problems (3.2) Annual Segment F Market Growth Somewhat lower (2%) Somewhat higher (3%) Generate value through Ensure control and quality optimising fleet of data & protect intellectual Illustrative Only management (6.0) Unsuccessful Maintain current property (7.0) Marketing Initiatives Management People influence Develop capability to manage Develop service Attract & develop culture rapidly evolving business qualified people  15 Low Low Value impact High Training, scorecarding & reporting Integrate in business processes & embed in culture Develop & prioritise targeted initiatives http://rapidbi.com/products/
  • 160. 400+ Fully Editable Management ModelsIn order to hit our growth objectives, we need to focus on demand, capabilities and knowledge DEMAND Sales and pursuits -Marketing/Awareness -Pipeline Management GROWTH KNOWLEDGE CAPABILITIES Go-to-market Recruitment -Methods and tools -Career Development -Training material -Training Deployment -Insight -Communications -Databases http://rapidbi.com/products/
  • 161. 400+ Fully Editable Management Models Time Management Graph HIGH Planning Critical These tasks are Must be done to the important, but are highest standards and not as yet urgent. finished yesterday. They therefore, need Leads to pressure, to be planned for stress, and likely IMPORTANT errors Ineffective Action Likely to be easy, routine Only to be done if there and repetitive tasks. If is absolutely nothing up to date, they will pose else to do - a fill in job little problem. If put off or ignored, will build into crises . LOW LOW URGENT HIGHhttp://rapidbi.com/products/
  • 162. 400+ Fully Editable Management Models The Purpose of a Clear Change Vision Future Strategy and Milestones State X Todayhttp://rapidbi.com/products/
  • 163. 400+ Fully Editable Management Models Phases of Learning Superimposed on a100 90 80 70 A M 60 50 40 B R E T 30 20 10 0 Breakthrough Replicator Empiricism Theory Automation Maturity http://rapidbi.com/products/
  • 164. 400+ Fully Editable Management Models Client Objection Handling (The Goal) Identify Neutralize Outweigh Gain Control Back!http://rapidbi.com/products/
  • 165. 400+ Fully Editable Management Models Attitude - v - Competence Add short term value to the On Board-Fully High businessCompetence Engaged Not Long term Wasted energy Developmental Low No Long term Opportunity value Low High Competence http://rapidbi.com/products/
  • 166. 400+ Fully Editable Management Models 6 Pole Model of CI Expertise Orientation of Problems Leadership Research & Definition Competences Creation Supports for Learning Choices Deliberation & Intellectual decision Learning Objects Competences Intellectual Organization & Learning Technologies Maintenance of Resources Organization & Deliberation & Organization and Maintenance of R&F Decision Maintenance / Learning Tools And creation Learning Information (teaching) Technical Creation © Cultural Know-how Memory Identity / Technical Orientation Technical Choices Orientation Communication Innovations (values) Skills (patents) Documentation Media Social & Organization & Social & Ethical Organization & Political Maintenance of Skills Maintenance of the Innovations The MemoryCommunication Production Support for human life & Social relationshttp://rapidbi.com/products/
  • 167. 400+ Fully Editable Management ModelsBDO DIAMOND Model Business of Growth© Size Dreaming D Initiating N Attacking O Maturing Overhauling M Networking A Diversifying I D 0 Time http://rapidbi.com/products/
  • 168. 400+ Fully Editable Management Models Consulting Model – Leading Through the Ages Application Reflection Personal and Virtues Integration Coaching Self and Leadership Feedback Skills for Corporate success Reflection Valueshttp://rapidbi.com/products/
  • 169. 400+ Fully Editable Management Models Barriers & Profitability High, Stable High, RiskyEntry Barriers Returns Returns High Low, Stable Low, Risky Low Returns Returns Low High Exit Barriers http://rapidbi.com/products/
  • 170. 400+ Fully Editable Management Models The importance of the activity will determine when best to use plan-do-review Impact on “Not all things are equal” BusinessPerformance of Activity Next Steps Develop Detailed Plan + + High Do it and capture learning Conduct all elements of PDR from implementation Next Steps Don’t do it! Low + Do it and move on Easy Difficult Ease of implementation http://rapidbi.com/products/
  • 171. 400+ Fully Editable Management Models Group Decision Making Participation Unanimous Consent Consensus Majority Rule Minority Rule Authority Rule Apathy Commitment to Resulthttp://rapidbi.com/products/
  • 172. 400+ Fully Editable Management Models Distinguishing the Past, Present and Future in Conversations Past Present Future Explanation Action Story What‟s Possibility Description Happening Creation Interpretation Reasons The Facts “Your Word” Excuses Speaking & Breakthrough Assessments Kistening Forgiveness History Results “Being” Justifications No Results CONTEXT Failure “Doing” “Having” PROCESS CONTENT Use of languageBe aware of and distinguish creates a future“fact” from “interpretation created from the present only with conscious effort http://rapidbi.com/products/
  • 173. 400+ Fully Editable Management Models The Innovation Equation - Byrd Challenger Innovator Practicalizer Risk Taking Modifier Synthesizer Planner Sustainer Dreamer Creativityhttp://rapidbi.com/products/
  • 174. 400+ Fully Editable Management Models Business ExpansionProducts and Services Current New Current New Customers http://rapidbi.com/products/
  • 175. 400+ Fully Editable Management Models Conscious Competence Doing what you know Knowing/ Consciousness Conscious Conscious Knowing whatExplicit Incompetence Competence you are doingImplicit Unconscious Unconscious Competence Incompetence Doing/ Competencehttp://rapidbi.com/products/
  • 176. 400+ Fully Editable Management Models Political Model Authoritarian Red State-imposed Collectivism Authoritarian Authoritarian Left Right Blue Economic Scale Left Right Voluntary Regional Collectivism Libertarian Libertarian Social Scale Left Right White Libertarianhttp://rapidbi.com/products/
  • 177. 400+ Fully Editable Management Models Six Competencies That Matter Most Talent Mgr Org DesignerOrganizationCapabilities Strategy Architect Culture & Change Steward Business Ally Systems & Processes Operational Executer Credible Relationships Activist HR Professionalism http://rapidbi.com/products/
  • 178. 400+ Fully Editable Management Models Re-engineering - v – Re-organization Small Picture (org few people) Team Individual Function Process Big Picture (org lots of people)Place your performance challenges on this map http://rapidbi.com/products/
  • 179. 400+ Fully Editable Management Models Wilfried Krüger Quality Issue Management Cost Time Acceptance Promoters Potential Hidden Attitude Promoters Opponents Behavior Opponents Management of Power & Politics Perceptions & Beliefs managementhttp://rapidbi.com/products/
  • 180. 400+ Fully Editable Management Models Talent Management Grid B A Exceed Future Leader Capable of Growth Leadership Potential Outstanding C B Met Solid Performer Transferable Skills D C Not met High risk Expert Talent Performance Manage or out Trusted Professional Not met Met Exceed Performance Expectationshttp://rapidbi.com/products/
  • 181. 400+ Fully Editable Management Models Risk - v – Spend/Effort Some No Allocation Allocation HighRisk Allocate Low Allocation Low Low High Spend/Effort http://rapidbi.com/products/
  • 182. 400+ Fully Editable Management Models Culture Model Authority ACTION I can do We will Individual Social freedom freedom Individuality TASK ROLE Community I disagree Tell me Rights Duties PROCESS Systemshttp://rapidbi.com/products/
  • 183. 400+ Fully Editable Management Models Talent Management Novice showing high Capacity and/or capability High potential/has demonstrated Capacity and/or capability for immediate high potential in previous for progression after further advancement clear potential roles beyond current rolePotential Developer may have Medium High performer, ready for potential to do more through Novice, New in company additional challenge. lateral move/bigger /role. Test in role. Has Potential to perform in responsibility. Needs to be potential to improve in roles another role at same level tested to ensure capability (transferrable skills) is maximized Low High performer hard to Highly valued possibly a replace possibly a specialist Risk performance issues specialist (% of individuals to be here??) Below target On target Above Target Performance http://rapidbi.com/products/
  • 184. 400+ Fully Editable Management Models The Ernst & Young Change Cycle High Supporting Leading Facilitate and Direct and mobilise to fix a support to create series of transformation problems Developing Directing Working in Structure, collaborative way supervise and to improve „make it happen‟ discreet elements – survival or die Low Mild Scale of Change Severehttp://rapidbi.com/products/
  • 185. 400+ Fully Editable Management Models Learning Modes Personal Cell/Mobile Phones PDA‟s Classroom Netbooks Response Laptops Systems Table PC‟s Game Consoles Ownership Portable Static Kiosks Classrooms/ Training Virtual Rooms Classrooms Electronic Whiteboard Video Conference Shared Locationhttp://rapidbi.com/products/
  • 186. 400+ Fully Editable Management ModelsPersonal Development grid Develop detailed Impact on Business Performance Next Steps Plan + + Do it and capture Conduct elements learning from of PDR implementation Next Step + Don‟t do it! Do it and move on Easy Easy Difficulthttp://rapidbi.com/products/
  • 187. 400+ Fully Editable Management Models The Effects of Leadership Dilemma in Democratic Society Clarity of Meaningful Purpose Work Leadership Capacity Mission Outcomes Long-term Focus on Results Task Bureaucracy Employee Employee Engagement Satisfaction Productivityhttp://rapidbi.com/products/
  • 188. 400+ Fully Editable Management ModelsLevels of Education and Communicationintervention Participation and Involvement Facilitation and Support Negotiation and Agreement Manipulation and Co- optation Implicit and Explicit Coercion http://rapidbi.com/products/
  • 189. 400+ Fully Editable Management Models The J-Curve Effect Observed in change – David Viney Stage 1 Stage 2 Stage 3 What stakeholders (mistakenly) expect Desired State Current State What actually happens in most cases Timehttp://rapidbi.com/products/
  • 190. 400+ Fully Editable Management Models Change Curve Variant Active Anger Start of change/ Acceptance Stability Bargaining Time Denial Testing Paralysis Depression Passivehttp://rapidbi.com/products/
  • 191. 400+ Fully Editable Management Models Tuckman Team Development Stage 2 Stage 3 Stage 4 Storming Norming Performing Who are you? Who are we? What shall we Willingness to Cooperate Why are you do? here? How shall we do it? Stage 5 Individual Adjourning Stage 1 Group Changes Forming Start Who am I? Performing Why am I here? Skills in Cooperationhttp://rapidbi.com/products/
  • 192. 400+ Fully Editable Management Models Pace of AdoptionNumber of Supporters Early Majority 34% Laggards Innovators 16% 3% Late Majority 34% Early Adopters 14% 3% Time http://rapidbi.com/products/
  • 193. 400+ Fully Editable Management Models Lean Six Sigma (DMAIC) & Prosci‟s ADKAR Define Build AWARENESS of the change Measure Create DESIRE to change among those affected Analyze Train KNOWLEDGE for the change Improve Ensure ABILITY to change Control REINFORCEMENT of the changehttp://rapidbi.com/products/
  • 194. 400+ Fully Editable Management ModelsThe Four Components of Coaching COACHING Scaffolding Hints Reminders Feedbackshttp://rapidbi.com/products/
  • 195. 400+ Fully Editable Management Models Conscious Competence Knowing Consciousness Doing what you know Conscious ConsciousExplicit Competence Incompetence Knowing what You are doing Implicit Unconscious Unconscious Incompetence Competence Doing Competencehttp://rapidbi.com/products/
  • 196. 400+ Fully Editable Management Models The Team Performance Curve Performance Impact Real team Working group Potential team Pseudo team Team effectivenesshttp://rapidbi.com/products/
  • 197. 400+ Fully Editable Management Models New Learning Curve(s) Career spent learning many things Capability Career spent learning one thing Traditional learning curve Timehttp://rapidbi.com/products/
  • 198. 400+ Fully Editable Management Models Input Process Output Input Process Output Time/Activityhttp://rapidbi.com/products/
  • 199. 400+ Fully Editable Management Models Technology & People Turner – towards technology Poor Excellent RightTechnology Disaster Good Wrong Wrong Right People http://rapidbi.com/products/
  • 200. 400+ Fully Editable Management Models Personal Change Model Resistance Exploration InternalBehaviors External Denial Acceptance Time http://rapidbi.com/products/
  • 201. 400+ Fully Editable Management Models Personal Change Model Denial Acceptance/ Commitment Resistance Explorationhttp://rapidbi.com/products/
  • 202. 400+ Fully Editable Management Models Change Cascade 1 2 3 Denial Commitment/ acceptancePast Denial Future Commitment/ acceptance Resistance Exploration Resistance Exploration Strategic Management Middle Management Planning Phase Communication Phase Staff communication http://rapidbi.com/products/
  • 203. 400+ Fully Editable Management Models The BODCAT Management Model Business Acumen Trust Consultation The Talent Triangle Domain Knowledge Operational Experience Authorityhttp://rapidbi.com/products/
  • 204. 400+ Fully Editable Management Models Freud‟s View of the Human Mind The Mental Iceberg Conscious level Thoughts Perceptions Stored knowledge Preconscious level Memories Unconscious level Shameful Fears experiences Selfish needs Irrational wishes Unacceptable Immoral Urges sexual desireshttp://rapidbi.com/products/
  • 205. 400+ Fully Editable Management Models Ladder of Inference Action Beliefs Conclusions Assumptions Reflexive Loop Meanings Data Observable “data” & experienceshttp://rapidbi.com/products/
  • 206. 400+ Fully Editable Management Models Kraybill High Directing CooperatingAgenda Compromising Avoiding Harmonizing Low High Relationship http://rapidbi.com/products/
  • 207. 400+ Fully Editable Management Models Sustainable Marketing SOCIETY: Philosophy: Social Justice Societal Mkt. Orientation “Cause”, “Good” Products for society Goal: Benefit of Society, Equity Exchange: Non Profit Cause for Just Society Sustainable Marketing ECONOMY: ENVIROMENT: Philosophy: Anthropocentric Philosophy: Biocentric / Consumer/Green Mkt. Ecocentric Orientation Environmental Mkt. OrientationSpecialized (Green) Products (Eco/Green) Products in a for Target Markets Healthier EnvironmentGoal: Satisfaction of Customer Goal: Healthy Environment, and Company Quality Environment Exchange: Product for Profit Exchange: Symbiotic Relation: Resource “Use” and http://rapidbi.com/products/ Preservation
  • 208. 400+ Fully Editable Management Models Action Centered Leadership – John Adair Team focus Individual Task Focus Focushttp://rapidbi.com/products/
  • 209. 400+ Fully Editable Management Models Capability Maturity ModelManaging across portfolios & partners Stage 5 - CollaborativeProjects Managing across Integrated innovation chain, formed by links across internal & external business partners Stage 4 - Portfolio Excellence Processes aligned to achieve leverage. Portfolio balance & excellence in project selection & execution Stage 3 - Project Excellence Managing across Functions aligned for effective execution from concept to market Functions Stage 2 - Functional Excellence Excellence within functions, but not across functions Stage 1 - Informal Management Informal practices, Based on individual experiencehttp://rapidbi.com/products/
  • 210. 400+ Fully Editable Management Models What goes into Shared Services?Typically – there are two initial questions:• Can the process be Automate Retain in operated remotely? and Local• Should the process low standardize in local sites Finance be common across Ability to all key sites? operate process remotely Transfer Build high to Centre of Shared Service Excellence high low Suitability for common global process http://rapidbi.com/products/
  • 211. 400+ Fully Editable Management Models Talking About Performance Prepare 1. What will we talk about? Review Expectations 2. What did we agreed to before? Review Facts 3. What have we observed? Review Impact 4. What impact has it had? Action Plan 5. What will we do from here on?http://rapidbi.com/products/
  • 212. 400+ Fully Editable Management Models Assessing Maturity Levels Helps Focus the Project‟s Objectives Added- Value/Scope Leading  Budget process fully integrated Advanced with strategy  Real-time  Enterprise-wide forecasting and Established processes performance monitoring  Rolling forecast and other  Plans integrated advanced with comp.  More Developing standardized processes processes  Purpose-built,  Some multi-  Inconsistent integration dimensional tool process across BUs Basic  Basic tools (e.g.  Reliance on Excel) ERP as budget  No formal planning tool process  Ad hoc spreadsheets  Little analytics  No planning tools  Highly manual  Inadequate process communication  Purely financial budget Business Alignmenthttp://rapidbi.com/products/
  • 213. 400+ Fully Editable Management Models Investment in Planning, Budgeting and Forecasting Links Organizational Goals to Operations…• Revisit financial plans • Develop organizational goals and set targets• Focus on more timely measures • Review external influences and objectives of performance Strategic • Model impacts and review results• Adjust near term projections to Plan • Operationally influenced market changes Business Forecast Operations Plan • Translate business targets into • Translate strategic objectives financial plans into specific objectives and initiatives • Resource allocation plan detailing how to achieve agreed Budget • Address inconsistencies with upon targets strategic plan • Often tied to fiscal year for • Communicate objectives to all evaluation purposes planners http://rapidbi.com/products/
  • 214. 400+ Fully Editable Management Models Force Field Anlaysis Issue or Problem Driving Forces Restraining ForcesDriving Forces Restraining Forces Driving Forces Restraining ForcesDriving Forces Restraining Forces Driving ForcesDriving Forces http://rapidbi.com/products/
  • 215. 400+ Fully Editable Management Models The Performance Management Matrix can help management assess the type of journey it may need to takeSophisticated/strong • Multi-dimensional profitability • Under- utilised IT investments reporting • Processes, policies & systems • Fact-based decision-making not understood or utilised by • Stretch targets employees • Driver based planning & • Limited transfer of knowledge rolling forecasts • Lack of constructive dialogue • Strong link between between corporate headquarters performance & reward / divisions/contract managers • Internal & external • Poor definition of KPI‟s and performance benchmarking Quality of decision making frameworks • Kaizen & best in class culture business processes & • Basic statutory management systems reporting • Time consuming and labour • Annual planning & budgeting intensive extraction and process is compliance driven analysis of data • Limited data analysis • Heavy spreadsheet reliance • Lack of insights on future and thus spreadsheet control performance trends issues • Weak understanding of cost of • Highly motivated management capital team • Profit rather than ROCE and • Highly leveraged incentives cash focus Basic/Weak Weak Performance culture Stronghttp://rapidbi.com/products/
  • 216. 400+ Fully Editable Management ModelsThe Dynamics of flow - Csikszentmihalyi C h a ll e n g e s E Anxiety Flow C D Boredom A B Time Skills/ Capabilities http://rapidbi.com/products/
  • 217. 400+ Fully Editable Management Models The Greiner Curve Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6Organization Size Growth Red tape Alliances Control Autonomy Collaboration Leadership Co-ordination Delegation Direction Growth through: Creativity Young Age/Time Maturehttp://rapidbi.com/products/
  • 218. 400+ Fully Editable Management Models Personal Change Model Resistance Exploration InternalBehaviors External Denial Commitment Time http://rapidbi.com/products/
  • 219. 400+ Fully Editable Management Models Maslow‟s HierarchyGeneral Examples Business Examples Self Achievement Actualization Challenging Job Status Job Title Self-Esteem Friendship Friends in work group Stability Belonging Pension Plan Shelter Base Salary Security Physiological http://rapidbi.com/products/
  • 220. 400+ Fully Editable Management Models Otto Scharmer 4 Levels of Listening Listening 1: Reconfirming old From habits Downloading habits of opinions and judgment judgments Listening 2: Disconfirming From outside Open Precise listening, noticing Heart (new) data difference Listening 3: Emotional From within Open Empathic listening Mind connection, deep understanding Listening 4: Connecting to the From source Open presence of emerging Generative Listening (from the Will future wanting to emerge) future possibilities Co-sensing Co-presencing Co-creatinghttp://rapidbi.com/products/
  • 221. 400+ Fully Editable Management Models Management Cycle • Monitor •Identify • Context Review •Context Review • Manage • Assess • Context Review • Context Reviewhttp://rapidbi.com/products/
  • 222. 400+ Fully Editable Management Models Balanced Business Scorecard FINANCIAL INTERNAL CUSTOMER BUSINESS PROCESS LEARNING AND GROWTHhttp://rapidbi.com/products/
  • 223. 400+ Fully Editable Management Models The Impact of Riskhttp://rapidbi.com/products/
  • 224. 400+ Fully Editable Management Models Developing Consulting Skills Wisdom High Understanding PrinciplesIndependence Medium Knowledge Understanding Patterns Information Low Understanding Relations Low Medium High Understanding http://rapidbi.com/products/
  • 225. 400+ Fully Editable Management Models Business Diagnostic Model What will customers Is this for us? need? What is transferable? Will we have these New skills?Industry How do we get in? How do we get in? What is growing? How is it changing? Current What is immune from Do we have the skills? off-shoring? How do we stay How can we get into it? indispensable? Now Tomorrow Time http://rapidbi.com/products/
  • 226. 400+ Fully Editable Management Models Berenschot‟s Seven ForcesNecessity MovesVision DirectsSuccess Makes believeSpirit Gives powerStructures ChallengeCapacities Make possibleSystems Reinforcehttp://rapidbi.com/products/
  • 227. 400+ Fully Editable Management Models Strategic Management Strategic Thinking Synthetic Divergent Creative Role of strategic Role of strategic thinking: to seek Intuitive planning: to realize innovation and Innovative and support strategies imagine new and very developed through Strategic different futures that strategic thinking Management may lead a company process and integrate to redefine its core these back into the strategies and even its Logical business. industry Systematic Conventional Prescriptive Convergent Strategic Planninghttp://rapidbi.com/products/
  • 228. 400+ Fully Editable Management Models Areas of Supervision and Delegation Area of Delegation Area of Supervisory Taskshttp://rapidbi.com/products/
  • 229. 400+ Fully Editable Management Models Have Do Be Be Do Do Have Havehttp://rapidbi.com/products/
  • 230. 400+ Fully Editable Management Models Coaching Reaction Matrix Examples: Yes Facts about situation and Start behaviorDoes the (not too much) Coachingteammemberagree with Explain Impactthe Give Examples Discussimportance of Explain Impact No consequences andthe issues? effects of undesired behavior No Yes Does the team member recognize the feedback? http://rapidbi.com/products/
  • 231. 400+ Fully Editable Management Models Theory UPresencing also known as “Theory U” is the result of 8 years of research andinterviews with 150 thought leaders on innovation and leadership, by OttoScharmer, a professor at MIT. The U-process - a methodology for individual andcollective leadership to unlock our creativity and achieve breakthrough results Embodying the new Institutionalizing Suspending Sensing Realizing Enacting living Seeing our seeing Transforming Transforming microcosms perception Action Prototyping Redirecting Envisioning what Seeing from the Presencing seeks to emerge whole Transforming Crystallizing Self and will Letting Go Letting Come http://rapidbi.com/products/
  • 232. 400+ Fully Editable Management Models Managing Engagements Through a „Life Cycle‟ from Opportunity to Close We Break the „Deliver‟ Phase of QPDC into Five Further Phases Qualify Plan Deliver Close Q P D C Identify Diagnose Design Deliver Sustainhttp://rapidbi.com/products/
  • 233. 400+ Fully Editable Management Models The Map of Everyday Experience - C h a ll e n g e s Csikszentmihalyi Arousal Anxiety Alert, Focussed Stressed, Alert Flow Focussed, Happy Control Worry Happy, Confident Stressed Relaxation Apathy Confident Contented Sad Depressed Boredom Depressed, contented Time Skills/ Capabilitieshttp://rapidbi.com/products/
  • 234. 400+ Fully Editable Management Models Pyramid Model Culture Personality Human Naturehttp://rapidbi.com/products/
  • 235. 400+ Fully Editable Management Models Iceberg Model of Culture Surface policies & rules Unspoken rules Unconscious ruleshttp://rapidbi.com/products/
  • 236. 400+ Fully Editable Management Models Results Coaching Training and coaching Results Training only No training or coaching Timehttp://rapidbi.com/products/
  • 237. 400+ Fully Editable Management Models Ladder of Inference (The Vicious Cycle) Action “Loop” of Automatic My Assessment/ Listening Conclusion• Explanation Automatic Interpretation/• Story Meaning Unconsciously Select Data• What‟s Happening Available Data• Just the facts http://rapidbi.com/products/
  • 238. 400+ Fully Editable Management Models Change –v- Time Supporting Facilitate 100% and mobilise Commitment to fix a Developing series of “We like to do it this way” Working in problemsDegree of support for the change collaborative way to improve discreet small elements Leading Direct Involvement and support Directive to create “Let‟s test it. Let‟s do it” Structure, transformation supervise and „make it happen‟ – survival Engagement or die “This looks OK” Understanding 0% “I see the implication for me/us” Contact Awareness “I know what it is” “I‟m being told about something” Time http://rapidbi.com/products/
  • 239. 400+ Fully Editable Management Models Change Curve Return to meaningful life Normal Functioning Security Meaning Empowerment Self-esteeme Shock & Denia l Avoidance Fear Acceptance Confusion Exploring options Numbness A new plan in place Blame Dialogue & Bargaining Anger Reaching out to others Anxiety Desire to tell ones‟ story Embarrassment Struggling to find meaning for Frustration what has happened Irritation Shame Depression & Detachment Overwhelmed Lack of energy Helplessness Timehttp://rapidbi.com/products/
  • 240. 400+ Fully Editable Management Models Knowledge Values /Disvalues Anecdote Wisdom Data New Foci of Attention Knowledge Information http://rapidbi.com/products/
  • 241. 400+ Fully Editable Management Models Process Model Deployment Deploying Phase Complete Envisioning Phase Release & Vision / Scope Readiness Approved Approved Stabilizing Phase Planning Phase Project Plans Scope Complete Development Approved Phasehttp://rapidbi.com/products/
  • 242. 400+ Fully Editable Management ModelsChange Equation – Beckhard, HarrisDxVxF>RD=DissatisfactionV=VisionF=First stepsR=Resistance to Change http://rapidbi.com/products/
  • 243. 400+ Fully Editable Management Models Value Creation Levers Vary Significantly Across the Different Phases in Business Life Cycle Build Expand Operate RationalizeObjective Establish a Grow Drive efficiency Rationalize viable businessValue creation levers Innovation Replication and Operating cost and Consolidation/ extension capital efficiency restructureCritical skills • R&D • Replication • Operating cost • Restructuring • Business and and capital development extension efficiencyValuation components Current business value Value of growth or Value at risk http://rapidbi.com/products/
  • 244. 400+ Fully Editable Management Models Value of Ideas Brainstorming CREATIVE Obvious Absurd/ Impractical Difficulty of Implementationhttp://rapidbi.com/products/
  • 245. 400+ Fully Editable Management Models Strategic Pricing Pyramid Price Level Price Setting Pricing Policy Negotiation Tactics & Pricing Setting Procedures Value Communication Communication, Value Selling Tools Price Structure Metrics, Fences, Controls Value Creation Economic Value, Offering Design, Segmentationhttp://rapidbi.com/products/
  • 246. 400+ Fully Editable Management ModelsTransactional Analysis - PAC Negative Controlling Negative Nurturing Parent Mode -CP -NP Parent Mode Parent Ego StateP Behaviors, thoughts & feelings copied from parent figures Positive Controlling +CP Parent Mode +NP Positive Nurturing Parent Mode Adult Ego State AccountingA Behaviors, thoughts & feelings which are direct responses to A Mode the here & now Positive Free Positive Adapted Child Ego State +FC +ACC Behaviors, thoughts & feelings replayed from childhood Child Mode Child Mode Negative Free -FC -AC Negative Adapted Child Mode Child Modehttp://rapidbi.com/products/
  • 247. 400+ Fully Editable Management Models Balancing Power Personal Legitimate Expert Power Referent Coercive Position Rewardhttp://rapidbi.com/products/
  • 248. 400+ Fully Editable Management Models Developing an Introduction Developing an Introduction: The Top-Down Model A broad statement about your main idea A more specific statement, closer to main idea A more specific statement, even closer to your main idea Your thesis statementhttp://rapidbi.com/products/
  • 249. 400+ Fully Editable Management Models Management Control Framework 1. Vision, Core Values 2. Vision on Steering and 3. Organization and And Strategy Control, Management Style Responsibility And Communication Structure 6. Planning and reporting 4. Business Instruments & Intelligence 5. Boundaries Supporting Concept Concepts & applications 7. Organization & Finance 8. Corporate 9. Communication Control Governance & Maintenance & Internal Controlhttp://rapidbi.com/products/
  • 250. 400+ Fully Editable Management Models Tuckman - Team Development Storming Norming Adjourning Forming Performinghttp://rapidbi.com/products/
  • 251. 400+ Fully Editable Management Models Balance Business Scorecard- Alternative Shareholder value Financial results Revenue Productivity Customer Product innovation Value Customer intimacy context proposition Internal Innovation processes Customer management Business process processes processes Operational processes Learn & Culture Competence Technology growthhttp://rapidbi.com/products/
  • 252. 400+ Fully Editable Management Models Service Cycle – Roger C Greer • Evaluation ROI •Diagnosis/ Analysis • Application • Recommendation/ Implementation Prescriptionhttp://rapidbi.com/products/
  • 253. 400+ Fully Editable Management Models Sample Roadmap for Managing Change The DNA of Change ENABLES BUILDING PREVENTS BLOCKS Clear understanding Communicate Confusion, Ambiguity Change Direction Employee Acceptance Communicate Low Interest & Low Priority Case for Change New Way to Work Alter Work Continuing Old Way Processes Support of Process Alter Plant / Frustrated Efforts Equipment Motivation for Change Alter Performance Disregard for Change System Orderly Progress Manage as a Wheeled Efforts Project Change Big Trouble On target, on time, Off schedule, over budget, on budget Missed targethttp://rapidbi.com/products/
  • 254. 400+ Fully Editable Management Models Dynamic Coaching Inspiring Guiding HighMorale Employee Able- Employee Unable- Reluctant Eager Employee Able- Employee Unable- Eager Reluctant Low Empowering Instructing Low High Effectiveness http://rapidbi.com/products/
  • 255. 400+ Fully Editable Management Models Problem Solving Model Celebrate -Small Wins -Milestones Understand Reminder: the Review Challenge Challenge Reminder: -Progress assumptions • What worked or Meetings 8 -Scope -Resource didn‟t work? Requirement • Share knowledge 7 1 Just Do it Problem Generate a -Plan 6 Solving 2 Picture of -Execute Plan success Model Reminder: Clarify 5 3 Select Best Generate Option Options -Consult 4 -Research -Decide based on -Brainstorm the best of your -Consult knowledge Identify -Assess Resources -Budget -Other Considerationshttp://rapidbi.com/products/
  • 256. 400+ Fully Editable Management Models A High Level Process for Conducting Change Analysis 6. Agree next 1. Scope work and steps with wider senior sponsorship programme team 2. Agree 5. Analyse what and success understand looks like outcomes 4. Carry out 3. Plan Change Change Analysis Analysis activities activitieshttp://rapidbi.com/products/
  • 257. 400+ Fully Editable Management Models Denison Organizational Culture External Focus Strategic ADAPTABILITY Organizatio Direction & Goals & MISSION nal Learning Objectives Customer Vision Focus Flexible Creating change Beliefs and Coordinatio n& Stable Assumptions Integration Empowerme Agreement nt INVOLVEMENT Team Orientation Capability Core Values CONSISTENCY Developmen t Internal Focushttp://rapidbi.com/products/
  • 258. 400+ Fully Editable Management Models The training approach was created to ensure that colleagues receive training that is relevant to them Recommended Training Approach Individual On- Pre-Training Consolidation Post Training line PreparatoryCommunication Event Support Training Prepare Show Help Tell Me Let Me Me Me MeContext Setting Windows / Mouse Role specific UserOne on One / Keyboard practice Referenceobjectives & Scope One on One sessions GuideScreen shots Basic Navigation Additional QuickRoll-out schedule Scenario Based Super User Reference E-Learning sessions Guide Word Processing Super Users Workbook Help Screens E-Learning http://rapidbi.com/products/
  • 259. 400+ Fully Editable Management Models Growing Winners Low Expectations High Low Expectations Performance High Performancehttp://rapidbi.com/products/
  • 260. 400+ Fully Editable Management Models Networking – LINK Activities •L EARNING •I nvesting •K EEPING •N urturinghttp://rapidbi.com/products/
  • 261. 400+ Fully Editable Management Models Performance Change Management Interrupt Practice Status quo Chaos Integration New status quo Timehttp://rapidbi.com/products/
  • 262. 400+ Fully Editable Management Models High Talent Management Critical Knowledge Reinforce Expanding Fast Track, High Risk Jobs Interests AssignmentsPotential Medium Increase Challenging Build Functional Build Future Utility, Assignments, Strong Specialty Motivate, Engage and contributor, Provide Coaching Reward Challenge, Reward, Grow Low Performance Careful Next Developmental Jobs Improvement Plan Assignment Low Medium High Performance http://rapidbi.com/products/
  • 263. 400+ Fully Editable Management Models GROW Coaching Model Goals (Clarity) Will Reality (How Much?) (Where?) Options (Choices)http://rapidbi.com/products/
  • 264. 400+ Fully Editable Management Models Measuring Performance 360 Feedback Development Centre Observable Behaviors Simulations Difficulty Measurement Skills TEST Knowledge Motivation Attitude Values & Beliefshttp://rapidbi.com/products/
  • 265. 400+ Fully Editable Management Models Tannenbaum & Schmidt – Leadership ContinuumBoss Centered SubordinateLeadership Centered Leadership Manager Manager Manager Manager Manager Manager Manager makes “sells” presents presents presents defines permits decisions decisions ideas & tentative problem, limits,subordinates and invites decision gets asks group to functionannounces questions subject suggestions, to make within limits it to change makes decision defined by decision superior (empowerment) http://rapidbi.com/products/
  • 266. 400+ Fully Editable Management Models Adizes PAEI Management Roles E – Role P – Role External Creativity &Orientation Results Continuity A – Role I – Role Internal Procedures & Motivation & Co- Systems operation Short Long Timetable http://rapidbi.com/products/
  • 267. 400+ Fully Editable Management Models Relationship Between Anxiety/Stress and Performance Anxiety Increasing Anxiety Increasing Performance Increasing Performance Decreasing Performance Level Anxiety Level Managing Stress & Anxiety – James Archerhttp://rapidbi.com/products/
  • 268. 400+ Fully Editable Management Models The Destinationhttp://rapidbi.com/products/
  • 269. 400+ Fully Editable Management Models Change Model Current state New State Commitment To move people from the current to Case for future state four key change areas must be managed Leadership Managing resistance WIIFM Timehttp://rapidbi.com/products/
  • 270. 400+ Fully Editable Management Models Risk Assessment Guide Risk Threat to Very Not too Not Serious Serious (3) Number Life (5) Serious (4) Serious (2) (1) Very Likely Very High to Happen High (20) High (15) Mod (10) Low (5) (25) 11+ Needs (5) Immediate Action Likely (4) High (2) High (16) High (12) Mod (8) Low (4) 6-10 Needs Moderately Action High (15) High (12) Mod (9) Mod (6) Low (3) Unlikely (3) 1-5 No Unlikely (2) Mod (10) Mod (8) Mod (6) Low (4) Low (2) action Very Negligible Low (5) Low (4) Low (3) Low (2) Unlikely (1) (1)http://rapidbi.com/products/
  • 271. 400+ Fully Editable Management Models Dilt‟s Logical Levels Purpose Identity Values Competence Behavior Environmenthttp://rapidbi.com/products/
  • 272. 400+ Fully Editable Management Models The Transformation Journey Strategic Business Partner Process • Cross-functional Shareholder • Customer-focused value • Controls included in • technology Governance Technology‟s systems High & trust Business • Automated processes Partner single data capture Financial • Integrated applications Control & • Consistent and accessible admin data Organisation and People • Business and financial acumen Culture • Proactive • Engaged Score Keeper • Dynamic Value Process • Silo • Internally focused Business • Heavily controlled Partner Technology‟s systems • Manually intensive Governance • Fragmented & trust Financial independent systems Control & • Inaccessible data admin Organisation and People • Technical competence • Stand alone Culture • Reactive Low • Repetitive Low Effectiveness and Efficiency Highhttp://rapidbi.com/products/
  • 273. 400+ Fully Editable Management Models Kotter Change Unsustainable Sustainable Success Results/Success Only good short-term Good short-term results results with an effective, High with a weak vision satisfy aligned vision offer a highResults many organizations for a probability of sustained while success Stagnation Aborted Vision Poor results and weak A compelling vision that Low vision spell sure trouble produces few results for any organization usually is abandoned Weak Strong Vision http://rapidbi.com/products/
  • 274. 400+ Fully Editable Management Models Triangle Business Model FAILURE/ EXPECTATIONS GUILT CONTROL DEFEAT POWER STRUGGLE Success DEAD ZONE Creativity, Fulfillment NEEDS Fun, Motivation, Happiness, Purpose, Stress, Burnout, Innovation, Meaning, Sustainability, Passion Rules & Duties Cooperation, Compassion, Empathy, Excellence, Feelings of Fraud Teamwork, Inspiration, Intuition, Performance, Ease, Flow Lack of Innovation Competition MASTERY VISION LEADERSHIP Fear of Emotions ENLIGHTENMENT Doubt & Resistance PARTNERSHIP (Interdependence)http://rapidbi.com/products/
  • 275. 400+ Fully Editable Management Models McKinsey 7 s Strategy Structure Skills Shared Systems Values Staff Stylehttp://rapidbi.com/products/
  • 276. 400+ Fully Editable Management Models Personal Development Focus Individual Development Self Leadership Skills General Skills & Knowledge Self motivation General business knowledge Self awareness Communication skills Emotional intelligence Time management Team management Presentation skills Business Legislation People Focus Task Focus Group Leadership Skills Business Leadership Skills Awareness of others Organizational awareness Inspiring & motivating others Managing change Managing relationships Managing complexity Organizational Developmenthttp://rapidbi.com/products/
  • 277. 400+ Fully Editable Management Models A Learning Curve is Far from a Straight Progression Competence Decline Trough Trough Plateau Start Timehttp://rapidbi.com/products/
  • 278. 400+ Fully Editable Management Models Accident Sequence External External External Influences Influences InfluencesHazards External Influences Safeguard Incidents Accidents Consequences Effects Failures ExternalCauses Influences External External External Influences Influences Influenceshttp://rapidbi.com/products/
  • 279. 400+ Fully Editable Management Models The Golden Rule of Problem Solving is to Start with a Hypothesis 100% Hypothesis-driven approach Clarity of recommendation Tests your ideas about what the problem is Data-driven approach Makes no assumption about the most likely outcome or important question to answer 0% Timehttp://rapidbi.com/products/
  • 280. 400+ Fully Editable Management Models EQ Coaching Model Awareness Self Others • Self- • Social- Awareness Awareness Actions • Self- • Relationship Management Managementhttp://rapidbi.com/products/
  • 281. 400+ Fully Editable Management Models Breaking the Vicious Cycle Action Generated Assessment/ Conclusion Generated Interpretation/ Meaning • Commitment Consciously • Stand Select Data Available Datahttp://rapidbi.com/products/
  • 282. 400+ Fully Editable Management Models Cause & Effect Diagram ExampleMeasurement People Process Process is complex Accts. Don‟t balance Staff Inattentive Seven screen Noisy Changes reqd System XYZ Rounds to 10th Workspace Legacy systems From acquisitions Sales Located near Programming reqt breakroom Payment not applied to the correct Unreliable account System Illegible acct no. System down Frequently Written by Customer sends false information Customers Back-up Delinquent account During 1st Shift Day hours Assgnt. Pre-print errorEnvironment Materials Information http://rapidbi.com/products/
  • 283. 400+ Fully Editable Management Models Action Research Model Reflect Continued Action for Improvement Report & Recommendations Reflect Plan Review Changes Act Reflect Plan Improvements Implemented Act Reflect Plan Current Situation Analysis Developing an Act Improved Systemhttp://rapidbi.com/products/
  • 284. 400+ Fully Editable Management Models Benefit Delivery approach closes the gap between actual and expected results Business Programme Business as usual needApproach Identify Diagnose Design Deliver Sustain Ensure Focus Transfer benefits investment Avoid ownership are real on benefits Expected benefits to and benefits leakage business achievable deliveryBenefitslifecycle Accelerate quick wins Actual benefits Benefits Identification Benefits Management Benefits Realization http://rapidbi.com/products/
  • 285. 400+ Fully Editable Management Models The Normal Learning Curve =increase in complexity of environment Direction of ChangeImprovement Stage 2 Stage 3 Stage 4 Time http://rapidbi.com/products/
  • 286. 400+ Fully Editable Management Models Pragmatic Consulting Process ©Pragmatic Consulting Process (PCP): For cultural change Identify Optimize Assess Nurture Target On-going process for Learning and Organizational Effectiveness Activitieshttp://rapidbi.com/products/
  • 287. 400+ Fully Editable Management Models Consulting Model Leadhttp://rapidbi.com/products/
  • 288. 400+ Fully Editable Management Models Byrds – Drivers for Innovation AmbiguityCreativity Independent Inner-directed UniquenessRisk taking Authentic Resilient Self-accepting http://rapidbi.com/products/
  • 289. 400+ Fully Editable Management Models EQ Self Leadership Using emotions Perceiving emotions Managing Understanding emotions emotionshttp://rapidbi.com/products/
  • 290. 400+ Fully Editable Management Models Strategy Formulation GE Multifactor Business Portfolio Matrix HIGH Selective Invest / Invest / Investment Grow Grow Business Position MEDIUM Harvest / Selective Invest / Divest Investment Grow LOW Harvest / Harvest / Selective Divest Divest Investment LOW MEDIUM HIGH Industry Attractivenesshttp://rapidbi.com/products/
  • 291. 400+ Fully Editable Management Models GE Business Screen HIGH Market Attractiveness INVEST OR GROW MEDIUM EARN SELECTIVELY HARVEST OR DIVEST LOW STRONG MEDIUM LOW Competitive Position General Electric (GE) Business Screenhttp://rapidbi.com/products/
  • 292. 400+ Fully Editable Management Models Have Do Be Do Have Behttp://rapidbi.com/products/
  • 293. 400+ Fully Editable Management Models Development Cycle 5 e‟s Coaching Model Evolve Review results & shifts in thinking Engage Establish With Personal Outcomes/Assess Action Plan situation Educate Expand Explore new Awareness & habits, skills & possible options thinkinghttp://rapidbi.com/products/
  • 294. 400+ Fully Editable Management Models Norman‟s Reaction Cycle • Implement •Asses Risk & Policies & Determine Control Needs • Promote • Monitor & Awareness Evaluatehttp://rapidbi.com/products/
  • 295. 400+ Fully Editable Management Models Managing Multiple Change ExternalPressure for Initiatives to change respond to pressures Increased Results below workload expectations Feedback loop New initiatives accelerates to respond to internal Hyperactivity pressures Paralysishttp://rapidbi.com/products/
  • 296. 400+ Fully Editable Management Models Successful Change - Ritchie Fast start Pressure for + Change + Capacity for Change + Actionable first steps = that fizzles out Capacity for Actionable Bottom of Clear Vision + + + = Change first steps the in-box Pressure for + Actionable Anxiety & Clear Vision + + = Change first steps Frustration Pressure for Capacity for + Clear Vision + Change + Change = False Starts Pressure for Capacity for Actionable Successful Clear Vision + Change + Change + first steps = Changehttp://rapidbi.com/products/
  • 297. 400+ Fully Editable Management Models Presentation Planning How do you want to feel? How do you wantPlanning to Plan others to feel? What are youKey Messages going to do differently? Covered all material? Key Activities WIFM Are participants getting Performance Check what they want? Half way there – All on track? http://rapidbi.com/products/
  • 298. 400+ Fully Editable Management Models Personal Change Model Acceptance/ Internal Denial CommitmentBehaviors The Tarzan Swing External Resistance Exploration Time http://rapidbi.com/products/
  • 299. 400+ Fully Editable Management Models Congruence Values View of View of Commitment Belief in Coaching to CoachingCoaching Abilities Activities People Congruence http://rapidbi.com/products/
  • 300. 400+ Fully Editable Management Models Change in the Management Cycle 1 2 3 Denial Commitment/ Denial Commitment/ acceptance acceptancePast Future Resistance Exploration Resistance Exploration Strategic management Middle management Staff communication Planning phase Communication Phase http://rapidbi.com/products/
  • 301. 400+ Fully Editable Management Models Development Model Four Levels Focus Areas SkillsI. Individual Development Staff CommunicationsII. Interpersonal Style EffectivenessIII. ProfessionalIV. Organizational SHARED VISION Alignment Structure System Strategy Streamhttp://rapidbi.com/products/
  • 302. 400+ Fully Editable Management Models Personal Competence Awareness Can do Conscious Know that you something whenConsciousness don‟t know you concentrate on it Unconscious Unaware that you Don‟t know what are actually doing you don‟t know it Incompetent Competent Competence http://rapidbi.com/products/
  • 303. 400+ Fully Editable Management Models The Learning Curve Learning curve Learning curveWhen only information is presented When weekly follow-ups are used Change Change 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 Time Time http://rapidbi.com/products/
  • 304. 400+ Fully Editable Management Models Template: Prioritization Matrix – Complexity Chart 10 9 8 Prioritize Extra Efforts 7 6Benefit 5 4 3 Consider Caution 2 1 0 0 1 2 3 4 5 6 7 8 9 10 Complexity http://rapidbi.com/products/
  • 305. 400+ Fully Editable Management Models Service Delivery Conflict Poor Governance Capacityhttp://rapidbi.com/products/
  • 306. 400+ Fully Editable Management Models Business Growth Curve Growth stalls CEO too busy CEO does all the selling Revenue Delegations of Tasks not Responsibility Systems Unable to Cope Poor Work Control Leadership Problems Lack of Initiative Loyalty & Enthusiasm Recruitment & Promotion CEO makes all decisionshttp://rapidbi.com/products/
  • 307. 400+ Fully Editable Management Models High Power - v - InfluencePower Low Low High Influence http://rapidbi.com/products/
  • 308. 400+ Fully Editable Management Models Conscious Competence Steps Consolidation Unconscious Hands-on Competence Conscious Demonstration Competence Conscious The Big Picture Incompetence Unconscious Incompetencehttp://rapidbi.com/products/
  • 309. 400+ Fully Editable Management Models The Facilitation Process • Define the process, • Design and define outcomes and the actual process products required from the process Stage 1 Stage 2 (Define) (Design) Stage 3 (Implement) • Implement the process and ensure the outcomes and productshttp://rapidbi.com/products/
  • 310. 400+ Fully Editable Management Models Culture Model (2) Personal Collaboration Cultivation Content Actuality Possibility P r Competence Control o c e s s Impersonalhttp://rapidbi.com/products/
  • 311. 400+ Fully Editable Management Models Managing Risks Contain & Control Prevention HighExpectancy Contingency Plan Low Live with Or Insurance Low High Impact http://rapidbi.com/products/
  • 312. 400+ Fully Editable Management ModelsPerformance Goals Current performance Target performance Value Planning & measurement communication On-the-job reinforcement Skills & Loss knowledge Gain transferhttp://rapidbi.com/products/
  • 313. 400+ Fully Editable Management Models Kubler Ross Transition Curve Stage 1 Stage 2 Stage 3 Numbness Shock Moving On Denial Fear Acceptance Anger Understanding Depression Timehttp://rapidbi.com/products/
  • 314. 400+ Fully Editable Management Models SIPOC – Process Mapping Input Output Suppliers Process Customers Time/Activityhttp://rapidbi.com/products/
  • 315. 400+ Fully Editable Management Models Do or Delegate?High Delegate, have it done Do it now, yourself URGENCY soon Delegate, have it done Delegate parts, sometime schedule when Low Low IMPORTANCE Highhttp://rapidbi.com/products/
  • 316. 400+ Fully Editable Management Models Core Quadrants Allergy Challenge Core Quality Pit fallhttp://rapidbi.com/products/
  • 317. 400+ Fully Editable Management Models Personal Change Model Resistance Exploration InternalBehaviors External The Swing Denial Commitment Time http://rapidbi.com/products/
  • 318. 400+ Fully Editable Management Models The Project Management Model Functionality Three factors constrain every project, but you control only twoTime Resource http://rapidbi.com/products/
  • 319. 400+ Fully Editable Management Models Energy - v - Motivation Spectators PlayersMotivation High Passengers Cynics Low Low High Energy Investment http://rapidbi.com/products/
  • 320. 400+ Fully Editable Management Models Levels or Hierarchy of Individual Occupation/ Team/ Function Organizationalhttp://rapidbi.com/products/
  • 321. 400+ Fully Editable Management Models Types of Change Incremental Planned Transformationalhttp://rapidbi.com/products/
  • 322. 400+ Fully Editable Management Models Change – Order of Acceptance Just when one group are starting to explore change implications, we should be aware that others see the situation differently Denial Commitment/ Denial Commitment/ acceptance acceptancePast Future Resistance Exploration Resistance Exploration Strategic Management Middle Management Staff communication Planning Phase Communication Phase http://rapidbi.com/products/
  • 323. 400+ Fully Editable Management Models The Transition Need to accept the new Where do we want to be? We are we Need to let go of oldhttp://rapidbi.com/products/
  • 324. 400+ Fully Editable Management Models The Pyramid Principle© builds from situation and complication to pose the question, which focuses the answer Situation Complication Vertical relationship Question Answer 1. 2. 3. a) b) a) b) a) b) Horizontal relationship http://rapidbi.com/products/© Barbara Minto, The Pyramid Principle
  • 325. 400+ Fully Editable Management Models Talent Management Grid Key Contributor Strong Performer Star Performer Exceeding Performance  Acceptable Solid Citizen Rising Star Performer Meeting Unacceptable Marginal Too New Performer Performer Below Low Medium High Potentialhttp://rapidbi.com/products/
  • 326. 400+ Fully Editable Management Models Knowledge TransferProblem Ownership Skilled Implementation High Labor/People Low Troubleshooting Advisory Low High Knowledge Transfer http://rapidbi.com/products/
  • 327. 400+ Fully Editable Management Models The Assertiveness Triangle Assertive Area of Choice Area of No ChoiceAggressive Passive http://rapidbi.com/products/
  • 328. 400+ Fully Editable Management Models Goal Setting Model Stretch Complexity Panic Comfort Timehttp://rapidbi.com/products/
  • 329. 400+ Fully Editable Management Models PRIMO-F Organizational Growth Finance People Operations PRIMO - F Resources Marketing Innovationhttp://rapidbi.com/products/
  • 330. 400+ Fully Editable Management Models Conscious CompetenceValues Development Development Activities Find ways to leverage this Development Activities skill for some greater good. Competence Level Notice, encourage and get them to help teach or support their efforts. Provide mentor others Development Activities stretch opportunities. Provide opportunities to practice Discuss people who do this the skill or components of it. Find ways to leverage thisDevelopment Activities Mistakes are fine. Encourage well. improvement. Notice when they strong value for some Build Awareness. Help succeed greater good. help them get them recognize it in in positions where they canaction. Discuss impact of Notice, encourage and model the value for less support their efforts. developed individuals. the skill. Provide opportunities to practice the value. Provide stretch Partner with them. opportunities. Unconscious Competence Build Awareness. Help Mistakes are fine.them recognize in action. Have performed it well for Encourage improvement. so long that it is almost Discuss impact of the Notice effort and discuss impactvalue in action and value Conscious Competence instinctive. Can perform of their efforts without paying attention. violation. Can perform it routinely - some level of expertise. Can be distracted and stillUnconscious Competence Conscious Incompetence perform. Unaware that there is Recognize it when they see it. such a value or skill or Have tried it with limited success.unaware of how difficult it Lots of mistakes. is to perform http://rapidbi.com/products/
  • 331. 400+ Fully Editable Management Models The Change Arena DiscontinuousResistance Force No Change Change High Sporadic Continuous Low Change Change Low High Change Force http://rapidbi.com/products/
  • 332. 400+ Fully Editable Management Models Freud‟s View of the Human Psyche The Iceberg Metaphor Conscious level Ego Preconscious level Superego Ego Unconscious level Id Egohttp://rapidbi.com/products/
  • 333. 400+ Fully Editable Management Models Types of Change Incremental Planned Transformationalhttp://rapidbi.com/products/
  • 334. 400+ Fully Editable Management Models Business Continuity Management 1 Understanding your business 5 2 Exercising and BCM strategies plan maintenance BCM Programme Management 4 3 Establishing the Developing the continuity culture responsehttp://rapidbi.com/products/
  • 335. 400+ Fully Editable Management Models Frame of Reference in Action Take actions Jane has poor leadership skills. Adopt Jane can not lead a team. beliefs Draw conclusions Jane knows the issues and is not assertive enough to Make speak up during meetings. assumptions Jane is the senior and should speak up to Add meanings support the team. Select data Frame of Reference Observable data Jane speaks once during theLadder of Inference (source: client meeting.The Fifth Discipline Fieldbookby Peter Senge) http://rapidbi.com/products/
  • 336. 400+ Fully Editable Management Models The Project Management Triangle Features Three factors constrain every project, but you control only twoTime Costhttp://rapidbi.com/products/
  • 337. 400+ Fully Editable Management Models Core Brand Values 4. RELATIONSHIPS= RESONANCE What about you & me? COLD HOT 3. RESPONSE = JUDGEMENT FEELINGS What about you? 2. MEANING = PERFORMANCE IMAGERY What are you? 1. IDENTITY = SALIENCE Who are you?http://rapidbi.com/products/
  • 338. 400+ Fully Editable Management Models A Four Level Project Management Learning Curve Values Objectives Progress Methods Rules 1 7 11 15http://rapidbi.com/products/ Years project experience
  • 339. 400+ Fully Editable Management Models Sales Client - v- Organization Give away Margins & Ideal BalanceClient Focus Profit High Risk of unfair Doesn‟t care dealings for the Low client Low High Organization Focus http://rapidbi.com/products/
  • 340. 400+ Fully Editable Management Models Ogden-Richards‟ Triangle Thought or Reference TRUESymbol Referenthttp://rapidbi.com/products/
  • 341. 400+ Fully Editable Management Models Change Curve Active Anger Acceptance Stability Bargaining Testing Time Denial Immobilization DepressionPassivehttp://rapidbi.com/products/
  • 342. 400+ Fully Editable Management Models Significant Risk Assessment Considerable Must Manage Extensive Management and Monitor Management Required Risks EssentialImpact Risks may be Moderate Management Management worth Effort Worth Effort accepting with While Required monitoring Minor Acceptable Accept and Manage & Risks Monitor Risks Monitor Risks Low Moderate High Likelihood http://rapidbi.com/products/
  • 343. 400+ Fully Editable Management Models Gardner‟s Multiple Intelligence Verbal- Bodily- Linguistic Kinesthetic Visual- Musical- Spacial Rhythmic Intra- Inter- personal 1+2 Personal Naturalistic Logical- mathematichttp://rapidbi.com/products/
  • 344. 400+ Fully Editable Management Models Managing Accidents 1 Serious or Major Injury 10 Minor (absent up to 3 days) 30 Property Damage 600 Non injury/damage incidents (near misses)http://rapidbi.com/products/
  • 345. 400+ Fully Editable Management Models Strategic Philosophy “Outside Looking In” Strategic Challenges Market Challenges Company Challenges Strategic Ambition Strategic Objectiveshttp://rapidbi.com/products/
  • 346. 400+ Fully Editable Management ModelsSelection of the Evaluation Questions Feasibility and reliability of answer Dilemmas To be kept only if necessary Major Questions for Major Questions or if no Priority resource Just define how precise problem occurs for other the answer should be questions Strategic relevance for the program improvement Reject Expensive but Strategic Save resources for other To be subsided if possible Determine resources according to types of questions reliability level expected for the answer http://rapidbi.com/products/
  • 347. 400+ Fully Editable Management Models ADKAR Change Model Post implementation Successful Change Phases of a Change Project Implementation Concept & Design Business need Awareness Desire Knowledge Ability Reinforcement Phases of change for employeeshttp://rapidbi.com/products/
  • 348. 400+ Fully Editable Management Models Scenario Analysis Caution Risky HighImpact Safe Gamble Low Low High Uncertainty http://rapidbi.com/products/
  • 349. 400+ Fully Editable Management Models Choosing Between Different Issue Trees Degree of Familiarity Phrases key issues so Decision Tree that they can be Yes answered yes or no, and Familiarity with Yes sequences them in a industry and logical order showing the No dependent action client Hypothesis Tree No Know industry Postulates a hypothesis and and moderate develops a necessary andclient knowledge sufficient rationale to validate Deductive Tree or disprove it Unfamiliar with Starts with problem definition and industry and/or divides it into components client Specificity of Issues Unclear Preliminary Well Defined http://rapidbi.com/products/
  • 350. 400+ Fully Editable Management Models Unknown Johari Window Hidden UnknownOthers Known Open Blind Known Unknown Self http://rapidbi.com/products/
  • 351. 400+ Fully Editable Management Models 5 Whys Application Excess cycle created by Application is Data left off of Delays in time inlegal dept. to 8 pages long, initial locating mortgage cover and complex application missing data appl. processcontingencies Why? Why? Why? Why? http://rapidbi.com/products/
  • 352. 400+ Fully Editable Management Models A Communications Plan uses the right channels, at the Right times Commitment Task Groups Policy Sessions Meetings Problem Solving Sessions Involvement Seminars, MeetingsPace OfChange Understanding Intranet, Website Briefings, Newsgroups Presentations Awareness Video, Email Newsletters, Bulletins Attitude to change http://rapidbi.com/products/
  • 353. 400+ Fully Editable Management Models Basic Analytical Model Level Of Analysis Interpersonal Individual Organization Relationships •Tracking •Impact of Course •Impact of Course Satisfaction on Leadership on Organizational Type •Retention, Practices Development Of Application and •Intelligence •Intelligence Information Internalization of Gathering (Best gathering (Best Gathered Lessons Practices & Practices and State •Client Profiling Diversity Related of Workplace Experiences) Diversity)Course-Specific The The The Development “Diversity Mature” “Leader as Teacher” “Learning Organization” Goal Individual http://rapidbi.com/products/
  • 354. 400+ Fully Editable Management Models Bridging the Strategy Gap Monitor Step 4: progress Manage Execute activities and results Establish Step 3: Strategic Trees Build & KPIs Assign responsibility Revitalize plan Step 2: process Renew weak areas in Develop the strategy plan Evaluate Step 1: existing plan Analyze against Strategic Alert “checklist”http://rapidbi.com/products/
  • 355. 400+ Fully Editable Management Models All Elements of an Organization Interact Dynamically... Market Vision Strategy/ Goals Relationships Processes and Culture and Structure Systems Resources and Peoplehttp://rapidbi.com/products/ of these areas will affect the others Changes in any one
  • 356. 400+ Fully Editable Management Models Change Curve Certainty Satisfaction Positive • Communication and mobilization • Celebrate achievement around the urgent need for change • Reward and recognition • Analysis and Design findings • Communication & mobilization • Business Case Confidence • Change Management tools • Stakeholder mobilisationLevel ofOptimism • Communication Doubt Hope • As-is Mapping • Visioning • KPI‟s • To-be plans • RACI • Persistent Leadership • Dynamic leadership • Resistance to change Negative toolkits TIME http://rapidbi.com/products/
  • 357. 400+ Fully Editable Management Models Cultural alignment needs to be considered when developing a new strategy and structure Cultural Misalignment Cultural Alignment Old Strategy New Strategy Old Strategy New Strategy Old Structure New Structure Old Structure New Structure Old Culture Old Culture New Culturehttp://rapidbi.com/products/
  • 358. 400+ Fully Editable Management Models Business Strength - v – Customer AttractivenessBusiness Strength Maintain Grow & Invest High Manage for Invest Cash & Low Selectively Withdraw Low High Customer Attractiveness http://rapidbi.com/products/
  • 359. 400+ Fully Editable Management Models Change the Frame of Reference Take actions Jane is one of our best seniors. Adopt Jane is an important beliefs member of our team. Draw Jane has a good understanding of conclusions the issues and knows how to listen Make to the client. assumptions Jane made a very Add meanings insightful comment on the issue. Select data Frame of Reference Observable data Jane speaks once during the client meeting.Ladder of Inference (source:The Fifth Discipline Fieldbookby Peter Senge) http://rapidbi.com/products/
  • 360. 400+ Fully Editable Management Models Types of Questions Open-ended What?, How?, Probing / Could you tell Focused me about? Why?, Who?, Where?, What else? Reflective To check my understanding? Close-ended Confirmhttp://rapidbi.com/products/
  • 361. 400+ Fully Editable Management Models Assertiveness - v - Emotional Response Driver ExpressiveAssertiveness High “What” “Who” Analytical Amiable Low “How” “Why” Low High Emotional Response http://rapidbi.com/products/
  • 362. 400+ Fully Editable Management Models Wilber‟s Basic Four-Quadrant Model Interior Exterior UL UR Self awareness, An observable Individual Values, personal event: a specific behavior; a physical meaning thing “I” “IT” Observable Organizational systems: business, culture & shared social, economic, Collective values ecological, … “WE” “ITS” LL LRhttp://rapidbi.com/products/
  • 363. 400+ Fully Editable Management Models Development Cycle • Conduct/ •Analyze/ Implement Evaluate • Develop • Designhttp://rapidbi.com/products/
  • 364. 400+ Fully Editable Management ModelsThe Conscious Competence Model Competent Incompetent Unconscious 1 4 Blissful Mastery or Ignorance Flow Despair/ Hard Work Conscious Ignorance Enjoyable 2 3http://rapidbi.com/products/
  • 365. 400+ Fully Editable Management Models Marvin Weisbord‟s Six-Box Model to Effective Organizations Purpose What business are we in? Relationships Structure How do we manage conflict among people? How do we divide up the work? With technologies? Leadership Does someone keep the boxes in balance? Helpful Mechanisms Rewards Have we adequate Do all needed tasks coordinating have incentives? technologies? Environmenthttp://rapidbi.com/products/
  • 366. 400+ Fully Editable Management Models Attachment Theory Thoughts of Self Positive Negative Secure Preoccupied Positive Comfortable with Preoccupied with intimacy and relationships autonomyThoughts of Partner Dismissive Fearful Negative Dismissing of intimacy Fearful of intimacy Strongly Independent Socially Avoidant http://rapidbi.com/products/
  • 367. 400+ Fully Editable Management Models Focus of Effort During Change Management 100 Applaud / 90 Welcome Change Focus 80 70 % 60 50 Changeable / Waiting to be 40 Influenced 30 20 10 Change Opponents 0 There is a 20 / 60 / 20 distribution when you start. Where do you focus?http://rapidbi.com/products/
  • 368. 400+ Fully Editable Management ModelsDifferent Styles When Dealing with Conflicts Energy Competition Cooperation 1-0 3-3 Compromise 0-0 Avoidance Acceptance Others W.O. 0-1 Needs Socially Mindedhttp://rapidbi.com/products/
  • 369. 400+ Fully Editable Management Models Intelligence Pyramid Inner Wisdom SQ Managing ourselves & EQ our relationships Numerical & IQ Verbal Intelligence Physical PQ Awarenesshttp://rapidbi.com/products/
  • 370. 400+ Fully Editable Management Models Dofasco‟s Team Development Model Partnerships Team tasks Procedures & Methods Roles & Responsibilities Reaching Out & Valuing Connecting Purpose & Goals Differences Resolving Climate & bonding Conflict Setting Team Trusthttp://rapidbi.com/products/
  • 371. 400+ Fully Editable Management Models Change Where do we want to be? We are wehttp://rapidbi.com/products/
  • 372. 400+ Fully Editable Management Models Four Stress Components Personal External Coping Low Demands High Resources High Low Stress Stress Management Stress Zone High High Internal Low Low External Needs & Sources of Values Supporthttp://rapidbi.com/products/
  • 373. 400+ Fully Editable Management Models Overpaid Talent Management Productive team Performance pay Easy job paid by members without skills skill, Org loses development more Org does slightly worse Peter Principle Sub-optimal Sub-optimal performance, both WIN-WIN performance, both lose lose Underpaid Productive team members Hard jobs, over- Under-employed, achievers paid by no winners Org does slightly skill burnout better Bored In-Flow Anxioushttp://rapidbi.com/products/
  • 374. 400+ Fully Editable Management Models Knowledge Ecosystem Value Knowledge People Technologyhttp://rapidbi.com/products/
  • 375. 400+ Fully Editable Management ModelsProject Approach – Iterative Prototyping Basic concept Iteration planning Project closing Specification Realization Testing Implementation • Evolutionary model • Cyclical realization in several steps, increasing level of detail  No need for exact definition from the start  Changing requirements during the project are covered The implementation of Hyperion is based on the iterative prototyping model http://rapidbi.com/products/
  • 376. 400+ Fully Editable Management Models Patrick Lencionis Perspective on Teams The triangle below has the 5 dysfunctions discussed in the Inattention to RESULTS Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUSThttp://rapidbi.com/products/
  • 377. 400+ Fully Editable Management Models Entrepreneur‟s Balance BALANCE Family/Interpersonalhttp://rapidbi.com/products/
  • 378. 400+ Fully Editable Management Models Assessing the Gap Between Current and Future State • Under- utilized IT investments • Multi-dimensional profitability reportingSophisticated /strong • Fact-based decision-making • Processes, policies & systems not • Integrated business processes, understood or utilized by employees including management of R&D • Limited transfer of knowledge • Driver based planning & rolling forecasts • Lack of constructive dialogue between • Strong link between performance & corporate headquarters & divisions reward • Internal & external performance benchmarking • Kaizen & best in class culture Quality of businessprocesses & systems • Basic statutory management reporting • Time consuming and labour intensive • Annual planning & budgeting process extraction and analysis of data is compliance driven • Heavy spreadsheet reliance and thus • Limited data analysis spreadsheet control issues • Lack of insights on future performance trends • Highly motivated management team • Weak understanding of cost of capital • Highly leveraged incentives • Profit rather than ROCE and cash focus Basic /weak Weak Performance culture Stronghttp://rapidbi.com/products/
  • 379. 400+ Fully Editable Management Models Be Do Culture Activated Realized Values aspired to customer Values integrated and lived reliance on individuals Customers are a passion to all Strategy embodies values Strategy includes values Personal responsibility/alignment „All hands on deck‟ Environment embodies values Environment reflects values L&D is critical and championed L&D valued but inconsistent, Values-based recruitmentAttitudes Personality-based recruitment, IndomitableValues Energized Challenging, engaged and creativeBeliefs Commitment/Vision Idealistic and Involved BeEnergy Values not evident Disconnection from stated valuesBalance Customers are a problem Customers are a means to an endAuthenticity Little strategy beyond survival Short-termism and self interest „Not my problem‟ Bureaucracy and blame Environment geared to cost Environment geared to ROI People sink or swim L&D formalized and seen as a cost Filling seats is the priority Skills-based recruitment Cynical Hard-working Detached and Disloyal Parental and Political Apathy Fear / Survival Latent Controlled Do People Processes Behaviour Consistency Environment http://rapidbi.com/products/ Learning & Development Reward and Recognition
  • 380. 400+ Fully Editable Management Models Ansoff‟s Product/Market Grid Market Diversification New DevelopmentMarket Current Market Product Penetration Development Current New Products http://rapidbi.com/products/
  • 381. 400+ Fully Editable Management Models Kurt Lewin Change Model Unfreeze Change Freeze Timehttp://rapidbi.com/products/
  • 382. 400+ Fully Editable Management Models Technology Learning Cycle • Reflection •Awareness Sharing Learning Changing Testing • Application • Explorehttp://rapidbi.com/products/
  • 383. 400+ Fully Editable Management Models Team Training Integration Performance Measurement Coaching Integration Delivery Designhttp://rapidbi.com/products/
  • 384. 400+ Fully Editable Management Models The Change Leader Lead the Change Obtaining Participation Visioninghttp://rapidbi.com/products/
  • 385. 400+ Fully Editable Management Models Profitability Management – Drivers & Dimensions of Profit Product Product Closure Development  The outer wheel represents the product lifecycle Acquisition Product Focus Exit Business  The next wheel in represents the Harvesting Case customer relationship cycle Reactivation Retention  Spinning in the centre wheel are customer, organisation and product Customer Organization Product Profitability Product  Profitability management is aboutRejuvenation Management Design creating and modelling the current and Value Development Destruction future profits caused by the dynamic between customer, product and organisation/ Product Tailoring Value Creation  This understanding can then be applied Product Product Maturity Launch to focus on the impact of which areas of Campaign Delivery Channel the organisation add or destroy value and how best to manipulate the product Product and customer cycles to bring about Post Launch Growth significant increases to profit. http://rapidbi.com/products/
  • 386. 400+ Fully Editable Management Models Job Based Compensation Model Overpaid Correct Compensation T Total Compensation Underpaid Job Difficulty Job Difficultyhttp://rapidbi.com/products/
  • 387. 400+ Fully Editable Management Models Business Strategy Market Research & Market Processing Marketing Business Effectiveness Strategy Evaluation Situation Analysis Competitor Intelligence Customer Satisfaction Customer Loyalty Customer Value Tracking Market Segmentation Brand Equity Market AD, Sales & Distribution Research Brand Positioning Tracking NPD Post Launch NPD Pre-Launch Advertising Testing Marketing Marketing Implementation Strategyhttp://rapidbi.com/products/
  • 388. 400+ Fully Editable Management ModelsThe implementation of appropriate business metrics provides the foundation for a driver based forecasting and budgeting process Metric-Driven Organization Maturity Curve Planning drivers and outcomes tie directly to Excessive performance number of measurements metrics, not Few Maturity linked or metrics Lack of formal integrated collected metrics, rely into planning by need- on intuition to-know Multi- and direct dimensional observation planning tools Outcome manage metrics are drivers and logically linked data to drivers, and are cascaded down the organization Gut Feel Ad Hoc Comprehensive But Structured, Focused Sustainable, Tool- Unstructured and Integrated Enabledhttp://rapidbi.com/products/
  • 389. 400+ Fully Editable Management Models Coaching Model STEP 1 -Pre-frame -Rapport -Goal STEP 4 STEP 2 -Analyze -Action Plan -Options -Responsive -WFO -Reward STEP 3 -Resource -Motivate -Rehearsehttp://rapidbi.com/products/
  • 390. 400+ Fully Editable Management Models Coaching The skilled worker The skilled person who is looking for who is in need of more opportunities High attention to develop lSkil A nervous beginner, or The enthusiastic Low someone who has beginner failed before Low High Willhttp://rapidbi.com/products/
  • 391. 400+ Fully Editable Management Models The Burke-Litwin Model of Organizational Performance and Change External Environment Mission and Strategy Leadership Culture Management PracticeFeedback Structure Systems Feedback Team Climate Skills/Job Individual Match Motivation Needs & Values Performance http://rapidbi.com/products/
  • 392. 400+ Fully Editable Management Models Facilitating Teams Facilitating teams Balancing powerhttp://rapidbi.com/products/
  • 393. 400+ Fully Editable Management Models Leadership Ethos Leading the Business Leading and influencing clients, competitors, suppliers and regulators Leading and contributing through the firm or market Understanding and working with change in the firm or market Leading People & Teams Leading and influencing bosses, peers and through my team Growing and developing people Managing the interface between my team and the firm and clients Leading Self Our own integrity, character, ethics,knowledge, wisdom, temperament, words and actsTaking personal responsibility for me and all my actionshttp://rapidbi.com/products/
  • 394. 400+ Fully Editable Management Models Training Evaluation Level 4 - processes & organization Improve training Performance team & individual outcomes Level 3 - Planning Plan and prioritise training in line with organizations strategic goals Level 2 - Standards Deliver real & measurable skills improvements Level 1 - Visibility Provide accurate management reports on training activityhttp://rapidbi.com/products/
  • 395. 400+ Fully Editable Management Models Do We Know What We‟re Doing? Unaware - Automatic Pilot New behaviour Old habits go unnoticed becomes automatic Old NewBehaviour Behaviour Slip in Repetition awareness leads to leads to Feedback and self- Conscious adoption awareness to remind of new behaviour person of new behaviour Aware – grow the habit! http://rapidbi.com/products/
  • 396. 400+ Fully Editable Management Models The Change Leader Lead the Change Obtaining Participation Visioninghttp://rapidbi.com/products/
  • 397. 400+ Fully Editable Management Models MBTI Explorers Driver INTJ INTP ENTP ENTJ Compelling Vision Vision Good judge Drive to lead Self-confident Concentrated Too many projects Engages people Strategic Analytical Restless Structured Creative Impatient Alert to nextmove Likes Not a builder responsibility INFJ INFP ENFP ENFJ Strong Contributor Idealistic Has influence Good leader Consistent Prefers values to People skills Charismatic Enjoys problems goals Likes drama Cooperative Perfectionist Emotional Organized Not detail Takes teamoff Good follower Coordinators Administrator ISFJ ISFP ESFP ESFJ Service orientated Impulsive Adapt at selling Sociable Works hard No a planner Excellent at PR Interacts well Dependable Spender not saver Impulsive Orderly Likes stability Insubordinate Conceals problems Needs appreciation ISTJ INSP ESTP ESTJ Practical Impulsive Resourceful Responsible Persevering Thrives on Manipulative Dependable Decisive excitement Ruthless Highly organized Not a risk taker Irresponsible No follow through Loyal dislikes authorityhttp://rapidbi.com/products/
  • 398. 400+ Fully Editable Management Models Change Approach or Strategy DESIGN IMPROVE -Current product, -Existing Product, process, service far process, service Short of needs or -Gap in performance -No existing product, -Focus on fixing gap process or service through targeted recommendations -Focus on creating vs. fixing (“Clean State”) MANAGE -Operation and documentation of product, process, service -Balanced measures and ongoing monitoring (Includes “Voice of Customer”) -Portfolio management & Corrective Actionshttp://rapidbi.com/products/
  • 399. 400+ Fully Editable Management Models Wheel of ChangeFrom ToExisting New UnderstandingDaily DailyRoutine Routine Reinforcement Desire Minimum Action Capacity Planning http://rapidbi.com/products/
  • 400. 400+ Fully Editable Management Models Ambiguity - v - Complexity Strategic Guess DecisionComplexity High No Brainer Puzzle Low Low High Ambiguity http://rapidbi.com/products/
  • 401. 400+ Fully Editable Management Models Accelerated Learning Engage Extend Evaluate Explore Explainhttp://rapidbi.com/products/
  • 402. 400+ Fully Editable Management Models 16 Personality Factors (16PF) Warmth Reasoning Emotional Stability Dominance Liveliness Rule Consciousness Social Boldness Sensitivity Vigilance Abstractness Privateness Apprehension Openness to change Self Reliance Perfectionism Tensionhttp://rapidbi.com/products/
  • 403. 400+ Fully Editable Management Models Sales & Influence U Curve Follow UpIntroduction Business Challenge Business Results Operational Operational Issues Benefits Solution Proofhttp://rapidbi.com/products/
  • 404. 400+ Fully Editable Management Models Balanced Business Scorecard Finance Bottom line measures Customer Business Processes Key measures Measures of seen by customers effectiveness & efficiency Innovation & Growth Improvements to the organizations underlying capabilitieshttp://rapidbi.com/products/
  • 405. 400+ Fully Editable Management Models Leadership Skill - v - Will Engage/Enthuse Delegate/Empower HighSkill Direct Guide Low Low High Will http://rapidbi.com/products/
  • 406. 400+ Fully Editable Management Models Three Levels of Culture (Schein) Artifacts Espoused Values Basic Underlying Assumptionshttp://rapidbi.com/products/
  • 407. 400+ Fully Editable Management Models Business Planning Process Purpose/ Mission Internal External Review Review SWOT Market Review PRIMO-F PESTLE Critical Issues Objectiveshttp://rapidbi.com/products/
  • 408. 400+ Fully Editable Management Models The Attitude of People Towards the Change Can Be Improved Through Involvement Involvement Motivation Commitment Recognition Early successhttp://rapidbi.com/products/
  • 409. 400+ Fully Editable Management Models Strategic Change Company Teams IndividualsEnergy Individual EnergyActions Team Action Company Purpose http://rapidbi.com/products/
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