Organizational cultures I

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Thanakrit Lersmethasakul

Organizational cultures

Leadership & Management

Using proven methods to serve
existing markets

Being loyal and committed
to the company

Experimenting with new
management techniques

Demonstrating understanding
of the curtomer's point of view

Establishing clear, well-
documented work processes

Providing employees with
resources to satisfy customers

Establishing new ventures or
new lines of business

Being flexible and adaptive in
thinking and approach

Delivering reliably on
commitments to customers

Applying innovative technology
to new situations

Maintaining clear lines of
authority and accountability

Treating employees fairly and
consistently

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The performance management and review process is evolving from the traditional fixed and prescriptive model to a more adaptive and flexible one, providing avenues for on-going feedback in different review situations. If you’ve made the decision to make this process change at your organisation, congratulations! You are about to embark on an exciting, transformative journey. To support you in this, our slideshare lists the five key steps needed to plan and execute performance management transformation in your organisation. We break down what may sound like an insurmountable task into simple, digestible pieces for you to take on at your own pace and bring your organisation up to speed.

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Original article from the Flevy business blog can be found here: http://flevy.com/blog/what-is-operational-excellence/ Perfection is not attainable, but if we chase perfection we can catch excellence. – Vince Lombardi In “ The Discipline of Market Leaders – Choose your Customers, Narrow your Focus, Dominate your Market, ” Michael Treacy and Fred Wiersema describe three distinct value propositions or disciplines an organization can choose to compete in their market or industry– Operational Excellence , Product Leadership , and Customer Intimacy . Market leaders choose to excel in delivering extraordinary levels of one of these three value propositions, while maintaining competitive standards in the other disciplines. Based on Treacy’s and Wiersema’s findings, market leaders will not pursue a diffused business strategy across two or even all three disciplines, but will continually focus on their organizational design, processes, technology, and competencies to improve the one particular value discipline that they want to provide to their Customers better than anyone else. Organizations pursuing an Operational Excellence differentiation strategy are able to deliver a combination of quality, price, and ease of purchase and service that no other organization in their market or industry can match. Achieving Operational Excellence requires the successful implementation of a Business Execution System that effectively and seamlessly integrates the following four building blocks: Strategy Deployment , Performance Management , Process Excellence , and High Performance Work Teams . First, Operational Excellence organizations follow a well defined Strategy and Operational Planning & Deployment Process that ensures collaboration and alignment among the different parts of the organization and effectively links strategic and operational objectives, initiatives and execution. Strategy Mapping and Hoshin Planning provide this systematic and collaborative planning, execution, and review process.

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What Is Operational Excellence? Operational excellence is a framework for businesses to focus on growth and execute their strategy better than their competitors . Drawing from continuous improvement and other tools, companies pursuing operational excellence adopt a mindset of problem solving, teamwork, and top-line growth, allowing them to create more value for customers. The drive to keep improving in order to have the capacity to pursue innovation and growth (also known as execution excellence) rests on four primary pillars -- Customer Satisfaction Employee Engagement Commercial Impact Efficient Resource Usage Approach Towards OPEX Approach towards OPEX starts with building efficient processes that make it clear to all employees whether or not an organization’s systems are running smoothly and make it possible for team members to step in with improvements when necessary. The systematic management of operations and the commitment to a positive culture that focuses on customers’ needs and empowered staff is key requirement to build OPEX culture Note :- “Operational excellence enables an organization to do more with the same staff through better employee engagement and streamlined processes. It is not about cutting resources, but rather about figuring out together how we can better apply our resources” Below mentioned key steps towards OPEX Approach :- Design Lean Value Streams Make Lean Value Streams Flow Make the Flow Visual Create Standard Work for the Flow Make the Abnormal Flow Visual Create Standard Work for the Abnormal Flow Have Employees in the Flow Improve the Flow Perform Offense Activities Success Pyramid Result Create value for Customer Alignment toward common goal Systematic Thinking Constancy around Vision Continuous Improvement Flow and Pull value Focus on Process Seek Perfection Cultural Enablers Lead with Humanity & Respect Every Individuals Benefits of Operational Excellence Efficiency in processes and use of resources Cost reduction or containment Engaged, stable workforce Cohesive management Strong shareholder value High-quality standards Beneficial partnerships with suppliers Operational excellence helps you succeed in good times and bad because of the way it impacts key characteristics and behaviors of your organization. Agile: Operational excellence is oriented around ongoing adaptation, so it is flexible and dynamic. Markets change, customer tastes shift, innovators introduce new technology, and problems arise. When you apply the principles of operational excellence, you naturally have a self-correcting mechanism to ensure you meet customer needs and that your business continues to grow. Strategic: When you practice operational excellence, your company leadership does not need to get involved in solving low-level problems and managing daily operations. Instead, senior executives are able to work on new products or markets and revenue opportunities. So, rather than fighting fires, leaders focus on

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