HsG IDEAL business architecture model

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A new business strategy model with universal applications

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HsG IDEAL business architecture model

  1. 1. HsG IDEAL BusinessArchitecture ModelA Seven Step Processw/CoachingA SAMPLE of Content and Methodology
  2. 2. IDEAL an adaptable marketplacetool• Audiences – Startup enterprises – Established enterprise improvement – Non-profit organization design and governance – Community development strategy• Experienced persons, neophytes, and everyday people can use and understand – Helps make the Why of your requests easier to understand – Points out clearly their potential contribution or benefit
  3. 3. IDEAL Business Architecture(Intentional Delivery of Excellence through Assessment and Learning)• An Innovation of the Hudson Strategic Group• Comprised of a combination of the worlds’ most trusted tools for business articulation, marketplace development and customer satisfaction, along with business management and organizational design hosted in a Virtual Conference Room – Malcolm Baldrige Quality Standards – Blue Ocean Innovation Tools – Balanced Scorecard – Logic Model – Six Sigma
  4. 4. IDEAL Business Architecture• Uses the widely recognized tools as frameworks through which you can PLAN and DESIGN your organizations development and assess the progress• By utilizing this method your company CAN AFFORD the national expert• HsG Framework tools ENABLE YOU TO ACCOMPLISH in hours and days what it would have taken months• The tools also CREATE MODELS that permit others to become more ENGAGED with your enterprise easily and with full understanding of the opportunity
  5. 5. What makes IDEAL Different?• Is a series of thought provoking questions designed to get at the real root of the concern, opportunity and solutions• Creates a picture/model of how to accomplish the desired state or business condition• Answers the questions about “how did you reach that conclusion”• Visibly qualifies your experience and your needs• Pin points areas for collaboration, funding, employee skills and knowledge…more
  6. 6. Let’s Get StartedWe will begin with three questions about yourbusiness Intent. What are you going into business?1. If you get it right, how will your stakeholders(Constituents, Customers) and the markets perceiveyou?2. What are the three most important opportunities forimprovement that will get it right?3. What immediate benefits would accrue if youstarted on the right path to getting it right?
  7. 7. Step #1 Perception and Valuingusing IDEALHow does your potential customer perceive you as abusiness?What is the perception of business owners ascommunity leaders?How do you create Value for your business in the eyeof the beholder?Do you know how people got the perception of yourbusiness?Are you targeting the right segment of yourcustomer’s value requirement?
  8. 8. Step #2 Sample IDEAL Pre-BusinessSelf-AssessmentOrganizational Environment• What are your organization’s main product offerings?• What are your stated purpose, vision, Values, and Mission?• What are you good at?Organizational Relationships• What are your KEY market Segments, CUSTOMER groups, and Stakeholder groups, as relates to your target communities?• What are your KEY types of suppliers, partners, and Collaborators?• What are your KEY mechanisms for communicating and managing relationships with suppliers, partners, and Collaborators?• Where do you need help specifically?
  9. 9. Step #3 Sample IDEALVisioning/Opportunity (the Marketplace)• Value Curve What are the three most important factors that our industry (Social & Economic Equality) competes on? __________• Market Boundaries What are the alternatives, complements, and trends in our industry?_______________• Value Innovation What benefits should be created that our industry has never offered? ______________________• Beyond Existing Demand What are the key reasons for purchasers to leave our industry, non-purchasers refusal to use our products and services, and non- purchasers not being thought of as potential customers?_________
  10. 10. Step #4 Sample IDEAL Strategy forSuccess• What are the expected financial outcomes (short-, mid- , long-term) in the area of revenue growth, profitability, improved cost structure, or improved asset utilization?• What do the target customers expect of us?• What attributes of operational excellence, customer intimacy, or innovation do they value most from our service or product?• To meet our target customers’ expectations, at which processes (innovation, customer management, operational, regulatory) or capabilities must we excel??
  11. 11. Step #5 Sample IDEAL StrategicActions• Environment Identify the most important business conditions that will influence implementation of the strategy.• Inputs/Resources Required What resources, contributions and investments are available or needed for strategy success? "In order to implement this strategic action the most important inputs or resources are ____"• Outcomes / Results / Impact What measurable outcomes (short-, mid-, and long-term benefits) should we expect? "If we accomplish our planned activities, we should see _______ in ______ (internal process / capability)" Who should we inform, how frequently, and in what format? What criteria would cause us to abort this action?
  12. 12. Step #6 Sample IDEAL Management• Identify the inputs / resources, activities, and outcomes / results for each strategic initiative.• What resources, contributions and investments (human, financial, organizational, community) are available or needed for program success?• What measurable outcomes (short-, mid-, and long-term benefits) should individual, group, and community participants expect?
  13. 13. Step #7 IDEAL OrganizationalAssessment Functional Capabilities• Leadership – Organizational Leadership – Public Responsibility and Citizenship• Strategic Planning – Strategy Development – Strategy Deployment• Customer Focus – Customer and Market Knowledge – Customer Satisfaction and Relationships• Information and Analysis – Measurement of Organizational Performance – Analysis of Organizational Performance• Human Resource Focus – Work Systems – Employee Education, Training, and Development – Employee Well-Being and Satisfaction• Process Management – Value Creation Process – Support Processes• Results
  14. 14. AdditionallyThe Process can be enlarged to include:• Reengineering and problem solving with – Six Sigma tools – The Six Meeting Process – Logic Model tactical and process definition
  15. 15. IDEAL Delivery Mechanism• Either Workbook or Electronic Conference Room• One hour Coaching discussion after completion of each module to assure understanding and benefits• Availability for Six months telephonic coaching
  16. 16. The Hudson Strategic Group6856 Tara Oaks Dr.Riverdale, GA 30274770-994-4466www.hudgroup.comContact; Joe Hudsonjrhudson@hudgroup.com

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