This document provides an introduction and overview for an upcoming webinar on achieving organizational goals. It outlines the presentation agenda and introduces the speaker, Claude Maley. It discusses key concepts around setting strategic objectives and ensuring they are specific, measurable, attainable, relevant and time-bound. It also covers developing operational plans, setting performance measures, and implementing strategies to evaluate results. The presentation aims to help organizations adapt to changing environments and meet goals through continuous improvement.

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Achieving Organisational Goals - Introduction
Claude Maley
The Webinar Will Start Shortly
Achieving Organisational Goals

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Achieving Organisational Goals - Introduction
Housekeeping
• Slides will be available on our SlideShare page; the link will be emailed to
you
• Recording of the webinar will be available to download; the link will be
emailed to you
• Take the time to complete a post-webinar survey that will pop up at the
end
• You can type your questions throughout the session
• Time will be allocated in the end for the speaker to address your questions

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Achieving Organisational Goals - Introduction
Your Presenter
Claude Maley is Managing Director of Mit Consultants, a consultancy
and education practice servicing international clients in change
management, and Chairman of a business solutions company.
His functional management and consulting experience with major
corporations such as Alcatel, BP, Cadbury Schweppes, Cartier,
Caterpillar, Cisco, Ericsson, GE, Hewlett-Packard, IMS International,
Motorola, Organon, Overseas Containers Limited, Pechiney, Renault
Automobile, Siemens to name a few, has spanned more than 40 years
in engineering, production and manufacturing, distribution,
transportation and marketing services sectors.

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Achieving Organisational Goals - Introduction
Designed & Created by
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Achieving
Organisational
Goals

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Achieving Organisational Goals - Introduction
Great clients & customers
 Picture the IDEAL
Great organisational
structure
Great people
& processes
Great facilities
Great suppliers
Great dominant
market position
Weak competitors
No
Regulatory norms
Great
socio/economic
environment
Great geo/political stability
If THIS is your Current Situation
WHAT ARE YOU DOING HERE ?
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Achieving Organisational Goals - Introduction
 The REALITY
The world is moving so fast these days
that the person who says it can’t be done
is generally interrupted by someone doing it
Anonymous
Survival of a Species is determined
by their ability to adapt to a
Changing Environment
Charles Darwin
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Achieving Organisational Goals - Introduction
 Key Objectives for this Webinar
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Achieving Organisational Goals - Introduction
Competition
Financial Constraints
The Market Place
Temporal Constraints
Economical
Globalisation
Political & Regulatory
External Influences
 Organisation's ability to meet Market Requirements
Key Areas for an Organisation's Competitiveness
From: Reactivity to Proactivity
CHANGE is the only Certainty in a World of Uncertainty
Sustaining
Business OPERATIONS
and the constant need
for INNOVATION
And
CONTINUOUS
IMPROVEMENT
Making Strategic
Investments
Redefining
Organisational Structures
Empowering People
Enabling
Technology
Transforming Key
Processes into
Strategic Capabilities
Analysing & Reviewing
Market, Competition,
Services & Products
End-to-End Solutions
Within Time to Market
Constraints
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Achieving Organisational Goals - Introduction
 The Organisation's Strategic Intent
MEETING CORPORATE BUSINESS GOALS
Managing in a Constant state of Change
Iterative & Incremental
in concert with Continuous Improvement,
Business Process Re-engineering and Enabling Technology
"BOTTOM LINE" IMPACT – VALUE CREATION
Making Change Last
Monitoring Progress
Changing Structures & Systems
Creating a Shared Need
Shaping a Vision
Mobilising Commitment
Change Management
Strategic
Transformational
Tactical
Operational
Seeking Growth
& Opportunities
Maintaining
Competitive
Advantage
Sustaining Continuing
Operations
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Achieving Organisational Goals - Introduction
 "Are we Doing it Right?"
Are we doing it RIGHT ?
Right Market
Right Products
Right Organisation
Right Skills
Right Investments
Right Size
Perform Continuous
Analysis & Evaluation of
BUSINESS PROCESS MODELS
What are the Opportunities:
 New Market
 New Product/Service
 Alliances
o Key Business Concerns :
o ARE WE DOING THE RIGHT THING
o ARE WE DOING THE THING RIGHT
What are the Operational Issues:
 Waste
 Heavy Process Points
 Costly Steps
 Low Quality
 Inadequate Response
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Achieving Organisational Goals - Introduction
 Achievement of Goals
A Holistic Enterprise View
Strategy
Structure
Systems
Processes
People
M - Mission
O - Objectives
S - Strategy
T - Tactics
SHORT TERM
MEDIUM TERM
LONG TERM
Mission a broad, enduring statement of an
organisation’s purpose
Objectives desired future organisation positions,
quantitative in nature
Strategy framework through which an organisation
adapts to a changing environment
Tactics short-term operating decisions
to implement strategy
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Achieving Organisational Goals - Introduction
 Strategic Goals
Organisations initiate Strategy Formulation by specifying their
Mission, Goals, and Objectives - setting the Long-Term direction and
scope for the whole Organisation
Performance of SWOT
analysis to select Appropriate
Strategies, based upon:
 Organisational Change Impact
 Formal & Informal
Organisational Structures
 Organisation "Culture"
 Appropriate approach to
Implement the Strategy
Strategic Business
Objectives
are Goals deemed
most Important to the
Current and Future Health
of an Organisation
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Achieving Organisational Goals - Introduction
 High-Level "As-Is" and "To-Be" Analysis
The terms “AS IS” and “TO BE” work for all Business Modelling
disciplines
B
Desired
Situation
“TO BE”
A
Current
Situation
“AS IS”
Selection
Blueprint
Implementation
Go Live
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Achieving Organisational Goals - Introduction
 Hierarchical Levels of Strategy
Strategy can be formulated on three different levels:
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Achieving Organisational Goals - Introduction
 Setting SMART Objectives
Customer
Perspective
The customer needs
to meet to achieve
the financial
objectives
Internal
Process
Perspective
The critical business
processes to satisfy
both customers and
shareholders
Financial
Perspective
The financial
objectives to
accomplish to
satisfy shareholders
Infrastructure
Perspective
The critical
processes to
improve and
optimise
Describes what needs to be AchievedSpecific
Measurable
Attainable
Realistic
Time Bound
Tangible Mechanisms to determine Progress & End-result
Accepted & Achievable by assigned Group or Person
Within the limits & bounds of Constraints
Time Frame for achieving the Objective
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Achieving Organisational Goals - Introduction
 Transformational Objectives
Transformational Strategic Objectives set drastic and significant
Changes within a Business for its Short- and Long-Term Viability
Change Objectives apply across the
whole Organisation, including Business
Units, Geographies and Functions
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Achieving Organisational Goals - Introduction
 CAPEX Budgeting
Capital Expenditures (used to acquire assets or improve the useful life
of existing assets) are made over a period of more than one year.
The CAPEX BUDGET accounts for the potential profitability of the plans
involved (adjusted to the net present value or the internal rate of return)
Total
CAPEX BUDGET =
Maintenance
CAPEX expenditures
+ New
CAPEX expenditures
Determine the
Capital needs
of the Organisation
Identify the Maintenance
CAPEX Expenditures
(used to maintain the
Capital invested
in earlier years)
Identify New
Capital Expenditures
for the Organisation
Request input from
Department Heads
on Departmental
Investment Needs
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Achieving Organisational Goals - Introduction
 OPEX Budgeting
An OPEX BUDGET is an Operational Expense for ongoing costs for a
business, a product or a system, made within a period of one year
Operational
Expense
Related to the production of goods and
services.
Include wages for employees, research
and development, and costs of raw
materials.
Operating expenses do not include
taxes, debt service, or other expenses
inherent to the operation of a business
but unrelated to production
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Achieving Organisational Goals - Introduction
 Difference Between Strategic & Operational
Objectives
Operational Objectives
are daily, weekly or monthly
project benchmarks that
implement larger strategic
objectives. Operational
objectives, also called tactical
objectives, are set out with
strategic objectives in mind
and provide a means for
management and staff to break
down a larger strategic goal
into workable tasks
Strategic Objectives
are long-term organizational
goals that help to convert a
mission statement from a
broad vision into more specific
plans and projects. They set
the major benchmarks for
success and are designed to
be measurable, specific and
realistic translations of the
mission statement that can be
used by management to guide
decision-making
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Achieving Organisational Goals - Introduction
 Fit Between Corporate and Functional Strategies *
* Adapted from Chopra & Meindl
Corporate
Competitive
Strategy
Product Development
Strategy
Supply Chain or Operations
Strategy
Marketing and Sales
Strategy
Finance Strategy
Human Resources Strategy
Information Technology Strategy

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Achieving Organisational Goals - Introduction
 Strategy & Operations
Cost
To produce at low
cost
Speed
To Respond
Rapidly to
Customer
Demands
Flexibility
To Adapt
Operations to
Different Rhythms
Dependability
To deliver Products
and Services in
accordance with
Demands
Quality
To produce in
accordance with
specification and
without error
Operations
Ability &
Performance
Objectives
Strategy
How the Organisation seeks
to Endure and Prosper within
its Environment
over the Long-Term
Operations
The Decisions and Actions
taken in the Short-Term
which have a direct impact on
the Organisation's ability to
Fulfil its Strategy
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Achieving Organisational Goals - Introduction
 Operational Goals & Departmental Goals
An Operational Plan is a detailed plan used to provide a clear picture
of how a team, section or department will contribute to the achievement
of the organisation's strategic goals
Normally contain the
following information:
• Specific goals
• Actions required to
achieve goals
• Human resources
required
• Physical resources
required
• Budget required
• An indication of how
long goals will take to
achieve
How the goals will
be achieved
What resources
are required to
meet the goals
The goals of the
team, section or
department
Operational
plans are used
to identify:
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Achieving Organisational Goals - Introduction
 Operations Strategy
Operations Strategy concerns the way in which an organization
develops its Key Decisions
Top-Down Pursuit of its business and
corporate strategy
Bottom-Up From actions and decisions
taken with operations
Market-Led Response to market
requirements
Operations-Led
Based on resources &
capabilities within its
operations
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Achieving Organisational Goals - Introduction
 Operational Planning
Operational Planning links Strategic Goals and Objectives to Tactical
Goals and Objectives
Explain how a Strategic Plan (or what portion of)
will be put into Operation
during a fiscal year or another given budgetary term
An Operational Plan is the basis for, and justification of an
Annual Operating Budget Request
Operational Plans should contain:
• Clear objectives
• Activities to be delivered
• Quality standards
• Desired outcomes
• Staffing and resource requirements
• Implementation timetables
• A process for monitoring progress
Operational Plans
identify:
• Milestones
• Conditions for
Success
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Achieving Organisational Goals - Introduction
 Developing a Tactical Plan for Action
Defines:
• Tactical Objectives
• Activities
• Resources
• Schedule
Tactical
Action Plan
Tactical
Objectives
Defined by Stating:
• SMART Objectives
• Improvement Goals
• Milestone Results
• Measurement System
Operations
Strategy
Typically Defined in
Terms:
• Cycle Time
• Working Capital
• Customer Service
• Cost
• Quality
Business
Strategy
Typically Defined in
Terms:
• Financial
• Organisational
• Marketing
• Products & Services
 Cost: To produce at low cost
 Quality: To produce in accordance with specification
and without error
 Speed: To respond rapidly to customer demands
 Dependability: To deliver products/services in
accordance to contracts
 Flexibility: To change operations
Operations
Performance
Objectives
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Achieving Organisational Goals - Introduction
 Implementing The Strategy And Evaluating The
Results
Successful Implementation of Strategies requires four basic types of
Execution skills
Expressed in managing one's
own and others' behaviour to
achieve objectives
Interacting Skills
Brought to bear in managers'
abilities to schedule tasks &
budget time, money, and
other resources efficiently
Allocating Skills
Exhibited in the ability to
create a new informal
organisation/network to
match problems that occur
Organising Skills
Involve the efficient use of
information to correct any
problems that arise in the
process of Implementation
Monitoring Skills
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Achieving Organisational Goals - Introduction
 Performance Measures
Performance Measures are a primary strategy deployment tool and
quantitatively report on the products, services, and the processes that
produce them
Progress
Meeting
of Goals
Effective
Performance
Measures
are Relevant;
Reliable &
Provide
Available Data
indicate:
Customer
Satisfaction
Processes in
statistical control
Areas of
Improvements
What gets measured gets done!
If performance measures are not appropriately adjusted,
change can be made virtually impossible
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Achieving Organisational Goals - Introduction
 Planning the Change
 Goals
 Vision/TO-BE
 Based on review of secondary research
 Involvement
 Stakeholder analysis
 Primary research
 Communication to Achieve the Vision
 Communication plan and strategy
 Tracking of Progress or Achievement
 Metrics (quantitative and qualitative)
 Milestone Scheduling
 Change implementation plan
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Achieving Organisational Goals - Introduction
 Alignment with the Organisational Strategy
From Strategic Vision to Projects
StrategyPortfolio
Project Definition
And Planning
Project Concept
Portfolio Management
Strategy
& Tactics
Strategic Vision
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Achieving Organisational Goals - Introduction
 Project Selection Funnel
 Stage 1: Pre-Survey Business Analysis
 Stage 2: Business Processes Identified
with Key Metrics
 Stage 3: Assess Projects for Benefits
 Stage 4: Prioritise Projects and ensure
Organisational Buy-In
Selection & Priority is
Business Driven
Requires
Quantitative & Qualitative
Criteria
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Achieving Organisational Goals - Introduction
 Maintaining Expectations Alignment to Strategy
Report
Deviations to
Sponsors &
Stakeholders
Determine
Evolution of
Importance &
Interest
Adjust Plans
Accordingly
Map to Current
Project
Expectations
Capture Changes
to Stakeholder
Community
As EXPECTATIONS Evolve and Change, these
have Major Repercussions on Strategic Intents
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Achieving Organisational Goals - Introduction
 Successful Implementation to
Achieve Organisational Goals
 Develop a Realistic Plan
with clear Objectives and
Tasks
 Underline the Compelling
Reasons for the Change
 Implement a programme of
ongoing Communication
and Training
 Provide Expert Resources
and Support for change at
the Employee level
 Measure Progress towards the
Goals and continually Adjust
 Demonstrate Strong
Leadership and Commitment
at all Management levels
 Insist on Middle Management
Ownership of the Change
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Achieving Organisational Goals - Introduction
 Classical Problems that Impede
Successful Implementation of Organisational Goals
Centre around how Well or Badly the existing Organisation
Responds to the Change and the Failure to predict the Time and
Problems inherent in an Implementation Initiative
 Lack of executive support
 Strategies poorly forecast
or inflexible
 Not enough focus on people
 Stifling of innovation
 Difficulty in defining the
best process projects
 Incomplete, inappropriate
resources
 Other Operational activities
and commitments that
distract attention
 Silo behaviour
 "Turf" protection politics
 Instinct to reinforce
‘command and control’
 Shifting priorities deflect
efforts, disable consistency,
impact schedules
 Delays in deploying needed
technology
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Achieving Organisational Goals - Introduction
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