The document discusses strategies for business process improvement. It introduces concepts like performance measures, management, strategy, and business processes. It emphasizes spending time looking outward, forward, and collaborating to create strategic visions of the future. It also discusses using industry foresight, strategic architecture, core competencies, and portfolios to develop strategies and assess competencies over multiple years. The BAER Institute helps organizations improve processes, performance, effectiveness, and results through convergence of business analysis and organizational development models.

2. BAER Institute Copyright 2009 Convergence Model Problem Definition Measure Analyze Improve Control Exec. Team Formation Perceived Issues Effectiveness Change Management Business Analysis Continuous Improvement Cycles of Development Implement Interview Feedback Expectations Exercise Team Development Mental Models

3. Strategy Process and Business Processes BAER Institute Copyright 2009 Performance Measures “ You get what you measure.” Performance Management “ You get what you manage.” Strategy “ Where are we going?” Business Processes “ Why do we do what we do?” 1 2 3 4 5 6 7 Execution “ How do we get there?”

5. 1. Time Spent Looking Outward 2. Time Spent Looking Forward 3. Time Spent Looking Together 4. Time Spent Creating the Future Will we create the future or will the future just happen to us? Strategy Strategy is a shared well articulated view of the future of the leadership team. Strategic Thinking Of The Leadership Team As a team how do you spend your time ? BAER Institute Copyright 2009 What percentage of your time is spent on external, rather than internal issues; i.e. what percent of your time is spent understanding the implications of a new technology versus debating corporate overhead allocations or dealing with personnel problems? _____ % Of the time spent looking outward, what percentage of your time is spent on considering how the world could be different in five or ten years, as opposed to worrying about today’s issues; i.e. costs or operational efficiency? _____ % Of the time devoted to looking outward and forward, what percentage of your time is spent in discussions with colleagues; where the objective is to build a deeply shared, well-tested view of the future, as opposed to a personal view of the future? _____ % (1.) _____ % (2.) _____ % (3.) _____ % = _____ %