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Strategy Pm.2.1


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Performance Management Practice

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Strategy Pm.2.1

  1. 1. What’s Your Strategy for 2011? How will you grow your business? Performance Management Practice
  2. 2. Its Difficult to Manage Change . . . Its Difficult to Manage Change . . .People do not like to change old habits.  Innovation occurs when the right the right people are in the right jobs with the right resources. are in the right with the right Copyright 2011 © Global Investments.  All rights reserved.
  3. 3. Most Organizations Do Not Know How Manage Change. h Successful transformation is based on ability toget people engaged in changing business practices. Copyright 2011 © Global Investments.  All rights reserved.
  4. 4. Performance is a Function PracticePerformance is a Function Practice An effective performance management practice createsopportunity to get workers engaged in creating a better future.opportunity to get workers engaged in creating a better future Copyright 2011 © Global Investments.  All rights reserved.
  5. 5. Performance Management PracticePerformance Management Practice An efficient performance management practice is based on making incremental improvements to facilitate step change. making incremental improvements to facilitate step‐change. Copyright 2011 © Global Investments.  All rights reserved.
  6. 6. Step One – Model Business Value CreationDetailed modeling of organizational structure, decision‐making and process/workflow. Copyright 2011 © Global Investments.  All rights reserved.
  7. 7. Step Two – “Quantify” Hidden Costs Administrative General administrative  Maintain brand‐resources  Operations, Planning, Reports, etc.  Upgrade & maintain systems  Web site maintenance  Authoring Audio or video  Editorial or text  Image or graphics  Numerical  Communications Contact Management Email Correspondence  Scanning/Faxing  Phone – Correspondence Other (texting, etc.)  Creative Development Brainstorming & discussion Drawing & writing (by hand)  Whiteboarding File Management Searching  Verifying Filenames  Creating Filenames  Categorizing files and folders  Reorganizing files and folders  Backing up files  Rights management & access  Transferring files  Meetings Onsite meetings  Offsite meetings Research & Learning Web‐based online research Offline research Self‐directed problem solving Support & Training Hardware training  Software training  Supported problem solving  Illustration depicts knowledge worker activities (proportionately) and related costs. Copyright 2011 © Global Investments.  All rights reserved.
  8. 8. Step Three – Identify Collective Thinking Tap into the collective thinking of the organization to identify how to make incremental improvements (15 to 45 day projects) and focus resources.  Copyright 2011 © Global Investments.  All rights reserved.
  9. 9. Step Four  Develop Strategy & RoadmapsStep Four – Develop Strategy & Roadmaps Leverage insight gained to guide strategy and implement roadmaps. Copyright 2011 © Global Investments.  All rights reserved.
  10. 10. Step Five – Continuous Benchmarking/CoachingStep‐Change implementation guided by performance benchmarking and coaching. Copyright 2011 © Global Investments.  All rights reserved.
  11. 11. Performance Management Workflow Copyright 2011 © Global Investments.  All rights reserved.
  12. 12. Performance Management Engagement OBJECTIVE ‐ Engage CXO’s, subject matter experts, solution providers and application specialists to facilitate step‐change  by  empowering knowledge workers with solutions and know‐how to maximize efficiencies and returns on capital. OPPORTUNITY ‐ Leverage activity‐based metrics to break down structures / barriers  and deliver insight to guide decision  making, improve agility and responsiveness of knowledge workers who are engaged to improve business practices.     ENGAGEMENT ‐ Initial engagement assesses business value creation (Step 1) utilizing available information and activity‐ based  knowledge worker analytics to model structures and quantify hidden costs and inefficiencies (Step 2). GUIDING PRINCIPLES ‐ Optimization of structure, process and resources based on the following assumptions: GUIDING PRINCIPLES Optimization of structure process and resources based on the following assumptions: • Performance  management practice guides decision making, engagement and defines scope of 15 to 45 day projects. • Understanding of knowledge worker performance introduces insight to guide business transformation. • Knowledge of hidden costs self‐directs and empowers knowledge workers with a strong sense of purpose / incentive. DELIVERABLES – Delivery of document (detailed presentation) and briefing containing the following: • Clear next‐action steps driven by analytics, strategy and initial roadmaps to guide innovation projects.   • Delivery of strategic insight to guide investment decision making and allocation of resources. • Opportunity to identify and reduce risks and enhance returns for stakeholders of no less than 30X of project cost. • Insight and know‐how to eliminate source of bottlenecks, redundancies and busy work that impact productivity. Insight and know how to eliminate source of bottlenecks, redundancies and busy work that impact productivity. • Itemized break down of hidden costs and  initial prioritization of work efforts (what to do now, next and later). • Input to setup process / tools to generate collective thinking of organization to improve worker engagement. • Initial input to guide development of strategy and roadmaps to guide step change and drive work efforts. Charles Caldwell  – P.O. Box 1009 Portsmouth, NH 03802     603‐294‐4171 Copyright 2011 © Global Investments.  All rights reserved.