The document describes a Global Operations Network Model implemented by ING Insurance Asia/Pacific to standardize best practices across multiple countries. Using an approach called the "4Ps" - Planning, Process Management, Problem Solving, and People - the model achieved a 15% increase in operational efficiency while supporting 30% business growth across 10 countries. Key aspects of the model included common performance metrics, process mapping, problem-solving teams, and staff development to facilitate sharing best practices globally. The document argues this approach can benefit other multinational companies by increasing synergies and scale through standardized operations.
The document discusses how a company successfully navigated organizational change. The company implemented new systems, strategies, and a culture focused on proactively managing opportunities. It addressed financial processes, customers, internal processes, and employee growth. Challenges included resistance and rising costs, but the company committed to change and measured successes using key performance indicators. By gaining employee buy-in and flexibility from leadership, the company was able to successfully embrace change.
The document discusses Crowe Horwath LLP's bottom-line approach to performance improvement that focuses on identifying root causes of poor performance and implementing solutions to streamline processes and improve management effectiveness, resulting in direct and measurable financial benefits. A key part of Crowe's approach is installing their proprietary Accountability and Management Performance System (CHAMPS) balanced scorecard methodology. The document outlines Crowe's performance improvement services and provides examples of their demonstrated success across various industries.
The document discusses how project management offices (PMOs) evolve through three stages - project management, program management, and portfolio management - as business needs change.
At the project management stage, the PMO focuses on implementing project management processes, tools, and developing project managers. At the program management stage, the PMO coordinates related business and IT projects and ensures resources are used efficiently. At the portfolio management stage, the PMO optimizes all project and program investments to contribute to business growth.
Chief information officers play a key role in ensuring PMOs master the basics at each stage before evolving, and in matching the PMO's stage to changing business needs. PMOs must demonstrate improvements at each stage to justify further
Business architecture is a disciplined approach to creating and maintaining a set of business-owned information assets that serve as a blueprint for planning and executing strategy. Organizations can take a top-down or bottom-up approach to business architecture. A bottom-up approach focuses on techniques and best practices among operational teams but may lack strategic alignment. A top-down approach ties documentation to strategic goals but can lack tactical execution. Most organizations get stuck taking both approaches without integrating them, failing to connect strategic goals to operations. To be successful, an organization needs both senior leadership buy-in and skills in business architecture modeling, bringing together strategy and analysis.
The usual progression of a PPP financial model is to see it move from the bid stages to preferred bidder and then to financial close. A key to establishing a well-run PPP asset resides in the ability to efficiently monitor the project's performance.
Although the public authority and the private partners look at different variables when monitoring a project, both have strong interest in tracking its performance. This presentation highlights the importance of a well-designed operating model which supports the project’s operational phase to seamlessly capture the asset’s life cycle events.
The Crowe Horwath Performance Improvement team helps businesses achieve measurable profitability gains by identifying root causes of poor performance and designing targeted solutions. They take a hands-on approach, delivering immediate bottom-line benefits while establishing foundations for long-term growth. Key factors in their success include industry expertise, a proven systematic methodology, and commitment to sustained results. Their work in a variety of industries has generated significant profitability improvements across many business functions.
FutureAfrica aims to help African organizations build operational excellence in fast moving consumer goods (FMCG) and mobile telecom industries. They provide strategic planning, organizational transformation, leadership development, capacity building, change management, and process improvement. FMCG and telecom operators face challenges from increasing competition and changing customer preferences. FutureAfrica can help operators transform their organizations to meet these challenges through roadmap analysis, change implementation, and ensuring sufficient capability for transformation. They offer consulting services or interim management to deliver diagnostic phases and execution plans. Fees are based on daily rates plus expenses, billed monthly.
The document discusses how a company successfully navigated organizational change. The company implemented new systems, strategies, and a culture focused on proactively managing opportunities. It addressed financial processes, customers, internal processes, and employee growth. Challenges included resistance and rising costs, but the company committed to change and measured successes using key performance indicators. By gaining employee buy-in and flexibility from leadership, the company was able to successfully embrace change.
The document discusses Crowe Horwath LLP's bottom-line approach to performance improvement that focuses on identifying root causes of poor performance and implementing solutions to streamline processes and improve management effectiveness, resulting in direct and measurable financial benefits. A key part of Crowe's approach is installing their proprietary Accountability and Management Performance System (CHAMPS) balanced scorecard methodology. The document outlines Crowe's performance improvement services and provides examples of their demonstrated success across various industries.
The document discusses how project management offices (PMOs) evolve through three stages - project management, program management, and portfolio management - as business needs change.
At the project management stage, the PMO focuses on implementing project management processes, tools, and developing project managers. At the program management stage, the PMO coordinates related business and IT projects and ensures resources are used efficiently. At the portfolio management stage, the PMO optimizes all project and program investments to contribute to business growth.
Chief information officers play a key role in ensuring PMOs master the basics at each stage before evolving, and in matching the PMO's stage to changing business needs. PMOs must demonstrate improvements at each stage to justify further
Business architecture is a disciplined approach to creating and maintaining a set of business-owned information assets that serve as a blueprint for planning and executing strategy. Organizations can take a top-down or bottom-up approach to business architecture. A bottom-up approach focuses on techniques and best practices among operational teams but may lack strategic alignment. A top-down approach ties documentation to strategic goals but can lack tactical execution. Most organizations get stuck taking both approaches without integrating them, failing to connect strategic goals to operations. To be successful, an organization needs both senior leadership buy-in and skills in business architecture modeling, bringing together strategy and analysis.
The usual progression of a PPP financial model is to see it move from the bid stages to preferred bidder and then to financial close. A key to establishing a well-run PPP asset resides in the ability to efficiently monitor the project's performance.
Although the public authority and the private partners look at different variables when monitoring a project, both have strong interest in tracking its performance. This presentation highlights the importance of a well-designed operating model which supports the project’s operational phase to seamlessly capture the asset’s life cycle events.
The Crowe Horwath Performance Improvement team helps businesses achieve measurable profitability gains by identifying root causes of poor performance and designing targeted solutions. They take a hands-on approach, delivering immediate bottom-line benefits while establishing foundations for long-term growth. Key factors in their success include industry expertise, a proven systematic methodology, and commitment to sustained results. Their work in a variety of industries has generated significant profitability improvements across many business functions.
FutureAfrica aims to help African organizations build operational excellence in fast moving consumer goods (FMCG) and mobile telecom industries. They provide strategic planning, organizational transformation, leadership development, capacity building, change management, and process improvement. FMCG and telecom operators face challenges from increasing competition and changing customer preferences. FutureAfrica can help operators transform their organizations to meet these challenges through roadmap analysis, change implementation, and ensuring sufficient capability for transformation. They offer consulting services or interim management to deliver diagnostic phases and execution plans. Fees are based on daily rates plus expenses, billed monthly.
1. The objectives are to share packaged software implementation strategies and challenge key players.
2. Key factors that impacted past results include using the wrong methodology, late validation of requirements, and focusing on software rather than business results.
3. A radical change is needed, not just incremental changes, to improve success rates for packaged software implementations.
Business transformation involves fundamentally changing what an organization does, how it operates, who it serves, and how it serves them. It requires accepting periods of discontinuity and working without easy answers. True transformation is not just small changes or process tweaks but large-scale changes. Effective transformation requires assessing the need for change, planning the change, implementing projects to enable it, and embedding the changes into normal operations. It also requires developing the organizational capabilities needed, including change management, program management, and project management frameworks, as well as the skills of employees.
The document discusses key aspects of operating models and strategic planning. It defines operating models and their components, and outlines the strategic planning process. This includes identifying phases, goals and objectives, parties involved, and tips for implementation. It also discusses internal and external factors to consider, and frameworks for change management, goal setting, and defining corporate responsibilities.
The document discusses strategies for building a capable organization to execute strategy. It emphasizes assembling a strong management team, recruiting and retaining talented employees, and building core competencies and competitive capabilities. Developing competencies is a three-stage process that involves first developing an ability, then evolving it into a competence through experience, and finally refining it into a distinctive competence that provides a competitive advantage. Managing this process effectively requires concentrating more effort than rivals on strengthening competencies.
Electrochem 2010 recruitment for early stage business - speechPraesumoPartnership
The document discusses recruitment for early stage technology businesses. It notes that early stage businesses have rapidly evolving skills needs that are difficult to define. Recruitment requires understanding how a business transitions from inception through commercialization to maturity. The roles and leadership skills needed change as the business scales up. An example is provided of working with a university spin-out to define their CEO role based on their commercialization strategy. The recruiter must partner throughout the business lifecycle to ensure the right hires.
The document discusses various forms of international organization design. It defines organization design and identifies factors that affect design such as strategy, technology, environment, and culture. It then describes five main forms of global organization design: global product design, global area design, global functional design, global customer design, and global matrix design. For each design, it provides examples, advantages, and disadvantages. Finally, it notes that most firms use a hybrid design that blends elements of the different pure forms to best suit their specific purposes and circumstances.
The document describes components of an operating model including business units, processes, people, ownership, and metrics. It provides examples of operating models from Shell Chemicals, GlaxoSmithKline, and John Deere. The operating model expresses how an organization operates across business and technology domains to guide investment decisions and enable growth.
The document outlines a 4-step process for implementing a merger: 1) Establish a management structure, 2) Conduct an inventory of products, systems and operations, 3) Plan the implementation in phases, selecting products and sequencing changes, and 4) Implement the plan in stages, addressing change management and testing elements thoroughly. The goal is to minimize costs and disruption while retaining customers and employees.
This document discusses the SAVI model for strategic management and goal setting. It introduces SAVI as an acronym that stands for speed, accuracy, volume, and investment. The SAVI model focuses on setting goals to provide added value to stakeholders. It describes the management cycle of goal setting, decision making and control, and performance measurement. The document provides details on defining goals at both the corporate and operating levels to address challenges, opportunities, and critical success factors. It also outlines the benefits and risks of using the SAVI strategic goal setting process.
UEP Getting Ahead Through Six Practices, Practice 5 World Class Integrated Pl...Danielle Butler-Miles
This document discusses the importance of integrated planning across the entire supply chain. It describes world-class integrated planning as having one unified plan that is coordinated both vertically through all levels of an organization and horizontally across departments. Effective integrated planning requires establishing shared goals, visibility into operations, and a culture of collaboration both internally and with supply chain partners. The key is having a planning process that cascades strategies down from senior management and coordinates the activities of all functions to efficiently meet customer demands.
Solleva Group provides expertise in change management and helps organizations successfully implement changes. It uses a proven change management methodology combined with strategic communications, tools, and training. Solleva helps clients navigate change, sustain results long-term by integrating change management capabilities, and create infrastructure to support behavioral changes. Its approach provides flexibility to adapt to project realities.
This document discusses managing complexity in operating models. It notes that operating models define how strategy is executed, but they often become misaligned over time due to organic and inorganic growth. This leads companies to struggle with inconsistent performance, inability to adapt, and higher costs. The document advocates designing an optimized "best fit" operating model through assessing capabilities, targets, industry dynamics, and strategy. It also notes the importance of change management capabilities to successfully implement a new operating model.
This document discusses how operational excellence (OE) initiatives in complex organizations often follow a cyclical pattern of progress and setbacks, referred to as the "yo-yo effect". OE efforts may gain momentum at a business unit level but then be disrupted by corporate or business unit leadership losing focus. Alternatively, a corporate OE group may be established but then dismantled with claims of too much overhead. The presentation will explore themes around OE adoption, how to avoid common problems that undermine progress, and ways to sustain OE efforts long-term.
Business Planning for Success - 5 Essential StepsWalter Adamson
Five Essential Steps. There are five stages necessary to achieve success in business planning: 1. ABCD Planning, 2. Mission, Objectives, Strategy & Action, 3. The Balance of Loose and Tight, 4. Monitoring Key Projects, 5. Organisational Alignment.
Subtitle: Enhancing alignment and value for IT investments.
This document provides an overview of various Total Quality Management (TQM) tools, including Benchmarking (BM), Quality Function Deployment (QFD), Total Productive Maintenance (TPM), and Failure Mode and Effects Analysis (FMEA). For BM, it describes the process, reasons for using it, types, benefits, and limitations. For QFD, it introduces the concept and "House of Quality" tool. For TPM, it discusses the concept and need for improvement. Finally, it briefly introduces FMEA and its stages.
The document is a training catalog from The TBM Institute for Operational Excellence that provides lean and Six Sigma training solutions. It offers public workshops, on-site certification programs, on-site workshops, and tailored training to help organizations achieve operational excellence. The training is designed to build awareness, commitment, and skills for business transformation using their LeanSigma approach.
Kevin chetty, product innovation and management for financial institutionsKevin Chetty
This document provides information about a two-day training workshop on product innovation and management for financial institutions to be held in Nairobi, Kenya on April 19-20, 2012. The workshop will cover topics such as conducting competitor analyses, assessing economic environments, formulating risk models, analyzing customers, and streamlining product implementation processes. The facilitator, Kevin Chetty, has extensive experience in banking, brand building, and managing divisions. Attendees will gain tools to help revolutionize their businesses and products. The event will use presentations, case studies, and exercises to provide practical, actionable learning.
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
1) Air Products and Chemicals Inc. (APCI) introduced a vision called "Deliver the Difference" to unify the organization and establish a "one company" focus on customers.
2) APCI is transforming itself to become more process-focused in order to drive productivity and customer value. Executive process owners were appointed to lead this effort and drive process convergence across the company.
3) APCI established a global process board and identified 13 global processes to standardize work processes on a global scale and improve efficiency. Extensive training was provided to employees on process management.
1. The objectives are to share packaged software implementation strategies and challenge key players.
2. Key factors that impacted past results include using the wrong methodology, late validation of requirements, and focusing on software rather than business results.
3. A radical change is needed, not just incremental changes, to improve success rates for packaged software implementations.
Business transformation involves fundamentally changing what an organization does, how it operates, who it serves, and how it serves them. It requires accepting periods of discontinuity and working without easy answers. True transformation is not just small changes or process tweaks but large-scale changes. Effective transformation requires assessing the need for change, planning the change, implementing projects to enable it, and embedding the changes into normal operations. It also requires developing the organizational capabilities needed, including change management, program management, and project management frameworks, as well as the skills of employees.
The document discusses key aspects of operating models and strategic planning. It defines operating models and their components, and outlines the strategic planning process. This includes identifying phases, goals and objectives, parties involved, and tips for implementation. It also discusses internal and external factors to consider, and frameworks for change management, goal setting, and defining corporate responsibilities.
The document discusses strategies for building a capable organization to execute strategy. It emphasizes assembling a strong management team, recruiting and retaining talented employees, and building core competencies and competitive capabilities. Developing competencies is a three-stage process that involves first developing an ability, then evolving it into a competence through experience, and finally refining it into a distinctive competence that provides a competitive advantage. Managing this process effectively requires concentrating more effort than rivals on strengthening competencies.
Electrochem 2010 recruitment for early stage business - speechPraesumoPartnership
The document discusses recruitment for early stage technology businesses. It notes that early stage businesses have rapidly evolving skills needs that are difficult to define. Recruitment requires understanding how a business transitions from inception through commercialization to maturity. The roles and leadership skills needed change as the business scales up. An example is provided of working with a university spin-out to define their CEO role based on their commercialization strategy. The recruiter must partner throughout the business lifecycle to ensure the right hires.
The document discusses various forms of international organization design. It defines organization design and identifies factors that affect design such as strategy, technology, environment, and culture. It then describes five main forms of global organization design: global product design, global area design, global functional design, global customer design, and global matrix design. For each design, it provides examples, advantages, and disadvantages. Finally, it notes that most firms use a hybrid design that blends elements of the different pure forms to best suit their specific purposes and circumstances.
The document describes components of an operating model including business units, processes, people, ownership, and metrics. It provides examples of operating models from Shell Chemicals, GlaxoSmithKline, and John Deere. The operating model expresses how an organization operates across business and technology domains to guide investment decisions and enable growth.
The document outlines a 4-step process for implementing a merger: 1) Establish a management structure, 2) Conduct an inventory of products, systems and operations, 3) Plan the implementation in phases, selecting products and sequencing changes, and 4) Implement the plan in stages, addressing change management and testing elements thoroughly. The goal is to minimize costs and disruption while retaining customers and employees.
This document discusses the SAVI model for strategic management and goal setting. It introduces SAVI as an acronym that stands for speed, accuracy, volume, and investment. The SAVI model focuses on setting goals to provide added value to stakeholders. It describes the management cycle of goal setting, decision making and control, and performance measurement. The document provides details on defining goals at both the corporate and operating levels to address challenges, opportunities, and critical success factors. It also outlines the benefits and risks of using the SAVI strategic goal setting process.
UEP Getting Ahead Through Six Practices, Practice 5 World Class Integrated Pl...Danielle Butler-Miles
This document discusses the importance of integrated planning across the entire supply chain. It describes world-class integrated planning as having one unified plan that is coordinated both vertically through all levels of an organization and horizontally across departments. Effective integrated planning requires establishing shared goals, visibility into operations, and a culture of collaboration both internally and with supply chain partners. The key is having a planning process that cascades strategies down from senior management and coordinates the activities of all functions to efficiently meet customer demands.
Solleva Group provides expertise in change management and helps organizations successfully implement changes. It uses a proven change management methodology combined with strategic communications, tools, and training. Solleva helps clients navigate change, sustain results long-term by integrating change management capabilities, and create infrastructure to support behavioral changes. Its approach provides flexibility to adapt to project realities.
This document discusses managing complexity in operating models. It notes that operating models define how strategy is executed, but they often become misaligned over time due to organic and inorganic growth. This leads companies to struggle with inconsistent performance, inability to adapt, and higher costs. The document advocates designing an optimized "best fit" operating model through assessing capabilities, targets, industry dynamics, and strategy. It also notes the importance of change management capabilities to successfully implement a new operating model.
This document discusses how operational excellence (OE) initiatives in complex organizations often follow a cyclical pattern of progress and setbacks, referred to as the "yo-yo effect". OE efforts may gain momentum at a business unit level but then be disrupted by corporate or business unit leadership losing focus. Alternatively, a corporate OE group may be established but then dismantled with claims of too much overhead. The presentation will explore themes around OE adoption, how to avoid common problems that undermine progress, and ways to sustain OE efforts long-term.
Business Planning for Success - 5 Essential StepsWalter Adamson
Five Essential Steps. There are five stages necessary to achieve success in business planning: 1. ABCD Planning, 2. Mission, Objectives, Strategy & Action, 3. The Balance of Loose and Tight, 4. Monitoring Key Projects, 5. Organisational Alignment.
Subtitle: Enhancing alignment and value for IT investments.
This document provides an overview of various Total Quality Management (TQM) tools, including Benchmarking (BM), Quality Function Deployment (QFD), Total Productive Maintenance (TPM), and Failure Mode and Effects Analysis (FMEA). For BM, it describes the process, reasons for using it, types, benefits, and limitations. For QFD, it introduces the concept and "House of Quality" tool. For TPM, it discusses the concept and need for improvement. Finally, it briefly introduces FMEA and its stages.
The document is a training catalog from The TBM Institute for Operational Excellence that provides lean and Six Sigma training solutions. It offers public workshops, on-site certification programs, on-site workshops, and tailored training to help organizations achieve operational excellence. The training is designed to build awareness, commitment, and skills for business transformation using their LeanSigma approach.
Kevin chetty, product innovation and management for financial institutionsKevin Chetty
This document provides information about a two-day training workshop on product innovation and management for financial institutions to be held in Nairobi, Kenya on April 19-20, 2012. The workshop will cover topics such as conducting competitor analyses, assessing economic environments, formulating risk models, analyzing customers, and streamlining product implementation processes. The facilitator, Kevin Chetty, has extensive experience in banking, brand building, and managing divisions. Attendees will gain tools to help revolutionize their businesses and products. The event will use presentations, case studies, and exercises to provide practical, actionable learning.
Early integration planning is critical for successfully implementing your M&A transaction. Mergers and acquisitions can create immediate value opportunities and provide a solid foundation for growth. However, a key challenge for any merger or acquisition is to quickly integrate operations using the same employees who are required to run the day-to-day business. Early planning, e.g., even prior to having a deal in place, will help you jumpstart the M&A integration process and can minimize employee distraction and workload. This document provides an overview of the steps that you can take to prepare for your merger or acquisition and successfully overcome these challenges.
For more information, please visit www.scottmadden.com.
1) Air Products and Chemicals Inc. (APCI) introduced a vision called "Deliver the Difference" to unify the organization and establish a "one company" focus on customers.
2) APCI is transforming itself to become more process-focused in order to drive productivity and customer value. Executive process owners were appointed to lead this effort and drive process convergence across the company.
3) APCI established a global process board and identified 13 global processes to standardize work processes on a global scale and improve efficiency. Extensive training was provided to employees on process management.
The document discusses Florida's Homeless Prevention and Rapid Re-Housing Program (HPRP). It provides details on HPRP grantees in Florida, including the amounts awarded to different counties and organizations. It also outlines how the state's grant will be distributed, including allocating $8.6 million to unfunded counties and $12.9 million in June 2009 based on a state formula. Contact information is provided for questions.
The document discusses how relationships and the concept of love are changing in the modern era. It argues that we no longer seek relationships of dependence but rather partnerships based on individuality, respect, happiness and pleasure. The idea that one person can fulfill another or is responsible for their happiness is disappearing. Instead, people are learning to be content alone and see relationships as a choice rather than a necessity. A new form of love focuses on bringing together two whole individuals rather than uniting two halves. This requires cultivating independence and individuality.
El documento expresa sentimientos de afecto y amistad hacia el destinatario. Le recuerda momentos compartidos y valores importantes para reforzar su relación. Finalmente pide reenviar el mensaje a otros amigos para extender este mensaje de unión.
Spain, Brazil, and Saudi Arabia are three countries mentioned in the document. No other details are provided about these countries or their relationship to each other within the given text. The document only lists the names of these three countries without any other context.
The document discusses Florida's incentives and policies for promoting solar energy, particularly in affordable housing. It outlines several programs administered by FlaSEREF to provide incentives for solar water heaters, pool heating, and photovoltaics. These include rebates, tax credits, and exemptions at both the state and federal level. It also describes the SunBuilt program that provides builders incentives to install solar water heaters in new homes.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
Celerant Consulting recommends a 7-point plan for GRIDS corporations to improve operational performance:
1. Embed project teams in the field to motivate local teams.
2. Establish direct links between leadership and field operations to improve understanding of performance issues.
3. Involve local managers centrally to identify problems and solutions.
4. Take a holistic view of corporate functions to address underlying issues restricting performance.
5. Develop local solutions through pilot programs and test improvements.
6. Identify and engage best practices and key stakeholders to accelerate change.
7. Embed continuous improvement approaches through training to sustain changes over time.
Operational Excellence: The New Lever for Profitability and Competitive Advan...FindWhitePapers
This white paper discusses operational excellence and how it can be leveraged as a new source of profitability and competitive advantage. It defines operational excellence as achieving efficiency through continuous improvement of business processes. The paper argues that operational excellence must be aligned with strategy to be most effective, and that integrating people, processes, and technology enables this alignment and drives optimal performance. Research findings show that companies achieving such alignment through a strategy management system outperform their peers.
This document discusses key considerations for selecting and implementing a new enterprise resource planning (ERP) system. It emphasizes that an ERP implementation should be approached as a business change program rather than just an IT project due to the wide-ranging impacts. The document outlines understanding business needs and objectives, evaluating potential ERP solutions, assessing readiness for change, and mitigating risks. It stresses the importance of having a dedicated ERP program leader to guide the organization through the significant changes involved.
The Path To Operational Excellence 5 Components Of SuccessNat Evans
The document discusses operational excellence and provides a definition and framework. It argues that operational excellence must be strategically focused on areas where an organization can outperform competitors to provide competitive advantage. It emphasizes that leadership must select a tight focus area and guide implementation, and that operational excellence initiatives should align with strategic goals to ensure support and sustainability. The framework identifies five drivers of operational competitive advantage: safety, asset productivity, human capabilities, process excellence, and supply chain management.
Creating a Lean Business System white paperPeterHines
The document provides an overview of the Lean Business Model created by Professor Peter Hines. The model was developed based on research of Toyota's operations and supply chain management. It consists of five elements: strategy deployment, value stream management, tools and techniques, people enabled processes, and extended enterprise. The Lean Business Model can be used to assess an organization's lean maturity and develop a roadmap to create a lean business system.
Creating the Performance Driven Organisation - Paul LimPaul Lim
The document discusses the importance of performance management for organizations. It outlines a methodology called VisionBridge for developing performance management programs. The methodology has three phases - identify, design, and execute. The identify phase uncovers business assumptions and maps operations. The design phase identifies key performance drivers, objectives, and indicators. The execute phase implements the performance system. The document argues that properly identifying and prioritizing the right performance metrics is critical for success. VisionBridge uses a technology architecture to integrate performance data across systems and support decision making.
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
The document discusses how benchmarking helped Xerox improve. It describes how Xerox instituted benchmarking in 1981 after its market share declined. Benchmarking identified best practices in quality, costs, and processes. Xerox cut quality problems by two-thirds, reduced suppliers from 5,000 to 300, and saw manufacturing costs drop by half. Benchmarking led to dramatic improvements that helped Xerox win quality awards and regain market share. The success of Xerox's benchmarking efforts led many other companies to adopt similar practices to gain competitive advantages.
Cap gemini business process transformation to deliver world class outcomesLoren Moss
Global enterprises face challenges in ensuring consistent best practices and execution across borders due to differences in culture, regulations, and resources. Business process transformation is often needed to maintain competitive advantages. Choosing a transformation partner with a proven methodology, best practices library, and industry experience can help drive successful transformation. The partner's methodology should assess processes, technology, locations, skills, and pricing to optimize operations and deliver world-class outcomes through a controlled implementation.
Blytheco’s Business Process Optimization is an effective tool for keeping your company’s technology in tune with your goals. The Business Process Optimization service allows us to understand your business, so that we may help you do your job better, faster, easier, and more effectively.
We can help you give your business system a “tune-up” and help you evolve as your goals and environment adapt to changing business realities by identifying inefficiencies in current processes and offering cost-effective options to maximize your technology investment.
Kevin Chenoweth is presenting on organic and inorganic growth strategies. The presentation covers:
1. Organic growth involves extending the core business, building emerging businesses, and creating future growth options. Successful organic growth requires involvement across the company and a focus on execution.
2. Inorganic growth can provide access to new distribution channels, customers, and competencies through acquisitions. However, it also brings risks around cultural integration and management retention.
3. Both organic and inorganic growth require careful planning and the right framework. Metrics must be closely tracked for organic growth, while due diligence and governance are crucial for inorganic deals. Maintaining culture and leadership is important for long-term sustainable growth.
The document outlines Hans Koeleman's plan to transform the corporate communications department at KPN from 2007-2010, including developing a clear vision and mission, getting the basics of internal communications and CSR right, creating team accountability through strategic initiatives and measures, and transforming the team through a new organization and way of working.
What is Business Architecture? Business Architecture is a powerful tool for planning your initiative roadmaps. Using capabilities as the basis for your planning enables strategic alignment across the business and IT, creates a common taxonomy and makes it easy to scope work and identify change impacts.
IMPLEMENTATION, STRATEGIC CONTROLS, AND CONTINGENC2IMPLEMENTATI.docxbradburgess22840
IMPLEMENTATION, STRATEGIC CONTROLS, AND CONTINGENC 2
IMPLEMENTATION, STRATEGIC CONTROLS, AND CONTINGENC 9
Running head: IMPLEMENTATION, STRATEGIC CONTROLS, AND CONTINGENC 1
Implementation, Strategic Controls, and Contingency Plans
For a corporate firm to achieve its goals, objectives, and market target, it needs to have a strategic plan which connects to implementation of the strategies proposed and have a contingency plan which helps in generating new ideas that relates to the business. To implement any strategy in a corporation, you need to have goals that are short term or can be achieved in a short period of time, use tactics that can easily function in the corporation if they are to be implemented and should be able to outsource and have policies in executing their strategies.
Implementation Plan
Adopting an agreement of artificial goods separation, low-cost management, and item for expenditure extension strategies will help to capitalize on potency, counteracts intimidation as these strategies continue their mission, and organize in a line with their objectives. The company will provide their customers with better substitution. The populace are escalating and growing speedily. In 2009, millions of the population of the age of 65 in the United States were in excess. In 2030, forecast calculate just about there will be 72.1 million Americans. Xerox has beforehand imitation a procession of products modified to the aging, heaviness aware, and will extend to produce and get well upon these products. Xerox creates leading boundary products, civilizing based on the over-riding ahead of them when required, and use their superseding market split to carry on low expenses.
To put into practice a tactical map productively, Xerox must recognize temporary objectives, landmark, and deadline; kick off precise practical strategy; converse strategy that authorize populace in the association, while satisfying them efficiently (Pearce & Robinson, 2013); allocate job possession to precise everyday jobs; and assign possessions.
Xerox temporary necessities comes in with the developed project in flanked by 5 to 6 percent as well as compose larger both innovative products and recuperate available goods. “Short-term objectives are experimental result probable or predictable to be attaining in one day or fewer (Pearce &, Robinson 2013). This plan is based on a set of goals that is also obtained by conflicts to be better understood for the important problems to meet and comment development with the necessities to be acknowledged for quantity (Pearce & Robinson, 2013).
All these strategies will be processed for its temporary goals in the environment with tactics so powerful for the complete period in to its responsibility. Practical approaches are the behavior that must be finished to appreciate the temporary objective. The company is however performing well because it has been capable of transforming positive cash flows from its operating ac.
The document discusses the pros and cons of in-house versus outsourced project management. It provides discussion points on pros like security, familiarity with company procedures, and commitment for in-house management, while outsourced management allows access to world-class capabilities and reduces operating costs. Cons of in-house management include limited experience and fluctuating workloads, while outsourced risks sensitive information and lack of investment in human resources. Testimonials from companies discuss benefits of both approaches when communication and collaboration are strong.
The document discusses a nine vector view of human performance management. It outlines nine primary disciplines that are important for effective change management: stakeholder relationship management, leading change, change strategy, communication, human capital management, learning and training, process and infrastructure, project management, and performance management. It then provides more details about each discipline and explains that a holistic approach considering all nine vectors is needed for transformational change efforts.
Provide Authority
Hold people accountable for what they can control
41
Effective Training
• Training is not just a one‐time event
• Training must be ongoing and reinforced
• Training must be relevant to job duties
• Training must be understood and applied
• Assess competency and provide feedback
• Training is an investment, not a cost
"Tell me and I'll forget; show me and I may remember; involve me and I'll
understand." - Chinese Proverb
42
Empowerment
• Empower employees to identify and correct issues
• Create environment where mistakes are opportunities to learn
• Provide tools and resources to solve problems
• Recognize
1. special feature
A Global
4 LIMRA’s MarketFacts Quarterly / Summer 2009
2. from
BEST PRACTICE
to
Success
By Robert Epner
Transfer
Global Operational IT Consultant
Operations Network Model
f rom my experience as chief of staff and
regional chief operating officer for ING Insur-
ance Asia/Pacific, the second largest insurer
in the region, we learned that a strategy and
structure are needed in order to explicitly realize
the value of best-practice synergies and standardization
across multiple countries. In our case we tackled the
IT and Operations back office of the region through an
approach called the Global Operations Network Model.
Using this model we achieved a transformation in back-
a company’s various and often far-flung operations. The
drill is to identify the best practice — such as an innovative
product, an efficient IT system, or a fast delivery process
— then copy it across the full organization to maximize
the impact. The company, in effect, raises the whole orga-
nization to a new, more standardized best-practice level of
performance. Who could argue with the desirability of this
concept? Clearly, a company’s investors and customers
assume this sort of thing happens all the time. The only
problem is that it doesn’t.
office operations producing the following results: And it is indeed a problem. By not replicating successes,
you not only “leave money on the table,” you also miss an
• Operational efficiency improved by 15 percent in key
opportunity to make the company a more integrated and
client processes while still supporting business growth
manageable organization as best practice becomes standard
of over 30 percent a year across 10 countries.
practice — a way of doing business. The benefits of a more
• Simultaneously we reengaged back-office employees
integrated organization can range from increased scale
and raised morale.
efficiency to better support for global product launches
The Advantages to Being a to tighter risk management. Risk management is par-
Multinational Company ticularly important given the current financial crisis. A
While there are many advantages to being a multi- more integrated organization across business and country
national company, an important one often cited is the boundaries is more transparent and less likely to have
ability to reap the benefits of what are called “best prac- isolated and perhaps even rogue operations.
tices.” These are successful initiatives that emerge from
LIMRA’s MarketFacts Quarterly / Summer 2009 5
3. [Figure 1]
PLANNING: BALANCED SCORECARD FRAMEWORK
“TOWARDS PERFORMANCE EXCELLENCE”
(INTEGRATED FRAMEWORK IDEAL FOR PROCESS IMPROVEMENT )
2. Marketing
Success 5. Reputation
Success
Mission 1. Portfolio Performance
and 3. Organizational
Strategy Success Success Excellence
6. Financial
4. Operational Success
Success
6 Drivers of Performance Excellence
There are many reasons why best practices are not eas- we created a common language to not only share best
ily shared. Some objections that are often voiced inside practices but to also jointly develop new regional processes
a company include: “our business line is different”; “our as a cross-country “network of operations professionals.”
country is different”; or “our regulations are different.” Applying the 4Ps in a global context means having a
Unspoken reasons may include the “not invented here” common language for each of the following:
refrain and perhaps conflicts with lesser initiatives already 1. Planning Business plans have quantitative targets
under way. While there is often some slight truth to these for each staff area with the measures defined con-
concerns, they are used more often to create roadblocks sistently for all countries. This allows easy and
than to fi nd solutions. clear communication across staff areas and across
countries.
A Common Language
The Global Operations Network Model grew from the 2. Process Management Countries are required to
recognition that in order to identify and deliver a stan- achieve a basic level of process sophistication. All
dardized best-practice solution for back-office operations countries are expected to defi ne process scope —
we needed a standardized structure to foster our imple- from start to finish — consistently and to monitor
mentation. In other words, you first need a “common and share process performance. Key processes
language” to work together. with performance below target are candidates for
As the then-Regional COO, I developed a broad busi- improvement projects.
ness model for “Planning, Process Management, Problem 3. Problem Solving Once process performance gaps
Solving, and People” — “the 4Ps” — and put the model are identified, a problem-solving methodology will
in place for all the countries in the region utilizing our be applied to reach objectives. Lean Six Sigma
“Operations Network” of local COOs (sidebar box and methodology — a data-driven process-improve-
figure on next page). By adopting the “4Ps” approach ment methodology to reduce non-value-added
6 LIMRA’s MarketFacts Quarterly / Summer 2009
4. How to Transfer Success
THE “4PS” APPROACH What we accomplished in ING Insurance Asia/Pacific
is particularly relevant in today’s economic environment
as businesses begin to look to ways to grow and rebuild
The ING experience of developing best practices while still controlling costs and improving employee
collaboratively — across international businesses — is morale.
a model of great value to other multinationals. Rather • The steps we took are not easy and are the result of
than transferring practices from one country to another, considerable time and effort to refine.
this approach stresses the need for communication and • However, the structured nature of the approach is clear
partnership. This is achieved and facilitated through and repeatable.
• With senior management support and the right
a common language for each element of the model:
leadership this model is highly transferable to other
Planning, Process Management, Problem Solving, and companies.
People. The result is that the whole is larger than the What follows are the steps we took to achieve this
sum of the local “best practice” parts. The approach success — making the case for how the best-practice
creates additional value, innovation and buy-in, pro- approach to success-transfer approach can be effectively
transferred to other companies.
ducing an elegant solution to a complex problem that
is highly transferable to other organizations. Global Operations Network Model
Objectives:
To leverage the Global Operations Network Model —
which was developed and implemented successfully
across 12 insurance businesses in 10 countries for ING
Planning Insurance Asia/Pacific — as a blueprint for other global
organizations in order to gain synergy and scale benefits.
Further, from a strategic growth perspective, the Global
People Operations Network Model establishes a standard-
ized platform that is attractive to Global Distribution
Problem Process Partners and facilitates Global Product Strategies.
Solving Management Benefits:
• Synergy The Model is based on standardizing the
four Ps across multiple countries and businesses.
steps and establish tight quality control — is used By having a standardized, customer-centric global
as the process problem-solving methodology for platform across local operations, the synergy benefits
the region. By having all countries use the same of a shared service center model are gained while still
methodology it is easier to collaborate and easier maintaining a local presence to stay close to the market.
to share new improvement initiatives. Synergy is accelerated because the replication of local
4. People Employees are developed through Lean improvement projects is greatly simplified by having
Six Sigma training and from shared leadership just one standardized process and one set of
in regional work-stream teams. The work-stream measurements for all businesses. Therefore, a local
teams are established for major process areas such improvement can create a rapid multiplier effect
as the claims process. These teams have explicit across the organization as a whole.
responsibilities and accountabilities to share best • Scale The global standardized platform can ultimately
practices and develop regionwide initiatives. operate cross-border with processes originating
LIMRA’s MarketFacts Quarterly / Summer 2009 7
5. [Figure 2]
PEOPLE: SHARED LEADERSHIP – NATURAL WORK TEAMS
Australia China 1 Hong India Japan Korea Malayasia China 2 Taiwan Thailand New
Kong Zealand
1 New Business and Underwriting – Work-Stream Team
2 Policyowner Services – Work-Stream Team
3 Claims Processing – Work-Stream Team
Contact Center – Work-Stream Team
4
Work-stream team leaders selected from each business
in one country with subsequent steps handled by 2. Operational risk management including busi-
another business in a different country to manage ness continuity planning
peak volumes or gain increased cost efficiency. In
3. Compliance program implementation and moni-
Thomas L. Friedman’s best-selling book The World Is
toring.
Flat, he clearly documents this macro trend of inter-
connectivity based on Web-based applications and More generally, putting in place a management system
workflow automation — in effect allowing processes like the Global Operations Network Model increases the
to travel “flat” across countries. transparency and flow of information among businesses,
reducing the likelihood of isolated “rogue” activity.
• Support Global Strategy As more global opportunities
arise in business, an advanced standardized platform
Implementation
will become a significant competitive advantage.
How is the Global Operations Network Model run? By
Examples include global distribution partnerships, and
extending the 4 Ps approach, which is a macro-structure
global product development and deployment.
supporting the Global Operations Network Model in
Insurance Asia/Pacific. It brings all the pieces of the
• Risk Management Benefits will not only include
program together and enables the alignment of strategy
significant improvement in cost, speed, and customer
and execution among global, regional, and local levels.
satisfaction but will support and simplify
1. Sarbanes-Oxley initiatives for effective control The components of the Model are highly transferable to other
implementation Global organizations.
8 LIMRA’s MarketFacts Quarterly / Summer 2009
6. 1. Planning ING Insurance Asia/Pacific effectively • Established and tracked process measurements or
used a more comprehensive balanced scorecard key performance indicators (KPIs)
framework called “Towards Performance Excellence”
• Developed risk-management control plans.
both regionally and for all country-level businesses
(Figures 1 and 2). The framework, developed by Further, a number of tools were developed to facili-
then-CEO ING Insurance Asia/Pacific Jacques Kemp, tate these activities, such as intranet KPI templates;
emphasizes the interrelationship of each business icon-based process-maps for easy country-to-country
driver (Marketing, Operations, Finance, Portfolio, comparisons; multicountry voice-of-the-customer
Organization, and Reputation) in achieving overall survey instruments; and a KPI Dashboard for each
“Performance Excellence” and establishes clear and core process showing, by country, whether it is above,
concrete measures for each driver. This framework below, or on plan.
was used as an overlay to the annual business plan- Organizationally, separate work-stream teams were
ning process to clearly articulate planning priorities created for each core process such as for the claims
in each driver and align group, regional, and country process. The teams were composed of representatives
organizational levels. It also served as the foundation from each country business and were led by desig-
of the Global Operations Network Model to ensure nated senior operations people. Governance for the
processes delivered on broader business needs. work-stream teams was established in a “Workstream
Each country-level business in ING Insurance Asia/ Charter” reviewed and approved by the Operations
Pacific’s region set specific performance targets for Network made up of all the business-level COOs in
each of their four core processes — new business, the region plus the regional COO. The work-stream
claims, customer service, and call center. The targets teams were the regional “Process Owners” for their
covered the basic areas of process performance: cost, respective processes and were responsible for tracking
speed, and quality. Further, as part of the planning and improving performance. Further, work-stream
process, key projects were identified and program teams managed all cross-country projects, reviewed
development metrics set. process control plans, and oversaw all local improve-
ment projects in their process area.
Extending the Model The “Towards Performance
Excellence” tool has already been transferred from Extending the Model The KPIs and work-stream
Asia/Pacific to ING Insurance Central Europe and team approach developed in ING Insurance Asia/
to ING Insurance Latin America. It is important Pacific were also transferred to ING Insurance Cen-
to implement the full “TPE” for all business drivers tral Europe. The measures, work-stream teams, and
— not just operations to promote consistent prior- Process Related Tools were all used in each of the 10
ity setting and measurement across all areas of the countries in ING Insurance Asia/Pacific and are all
business. easily extended to other businesses. Note the busi-
ness line countries in the region have a diverse set of
businesses covering various distribution approaches
2. Process Management In ING Insurance Asia/
including dedicated and independent channels in
Pacific, it was recognized that the day-to-day work of
both emerging and mature markets. This breadth
the businesses was done through processes. To pro-
makes the Global Operations Network Model
mote a process-orientation, the Operations Network
relevant to a wide range of global organizations in
did the following:
terms of both process and business structure.
• Identified and mapped all core processes 3. Problem Solving At the beginning of this journey
• Defined their scope as end-to-end (meaning they of improving the processes in ING Insurance Asia/
begin and end with the customer to promote focus Pacific a number of early conclusions were reached.
on the customer) First, it was determined that the processes in the busi-
LIMRA’s MarketFacts Quarterly / Summer 2009 9
7. nesses across the region were more similar than they analytical and reporting tools for regional projects and
were different. Second, it was realized that the past implementation management. Further, the region devel-
level of IT investment was not correlated to process oped and refined an intranet knowledge management
performance — high IT spending didn’t translate to tool with collaborative sites that were both popular and
better business performance. And third, there was effective.
no evidence of continuous improvement in process Extending the Model When this initiative was
performance among the businesses. Clearly something transferred to ING Insurance Central Europe,
was missing. the businesses in Central Europe went through a
• The missing element was an analytical problem- streamlined version of the initial Lean Six Sigma
solving approach to systematically close process regional standardization projects and utilized the
performance gaps. While there are many ap- project tools developed in Asia Pacific plus con-
proaches for analytical problem solving, Lean Six ducted local voice-of-the-customer research. So
Sigma was chosen because it was an established, as new countries were added to the Standardized
proven methodology that could be taught to front- Process Platform there were also new opportunities
line employees. to learn and add new best practices while ensuring
local needs were met.
• The regional office subsequently developed a
straightforward yet extensive training curriculum 4. People The main elements for people development
covering Green Belt, Black Belt, Train-the-Trainer, involved progressing in project skills and in shared
and Executive Workshops. leadership.
Business-Level Projects: ING Insurance Asia/Pacific, As had been recognized by other organizations, Lean
across all businesses, typically had 60 business-level Six Sigma provides for an effective approach to
Lean Six Sigma projects in progress. Using the work-
stream team structures many projects were then repli-
cated to other countries to further increase savings to
the region.
Regional Process Standardization: Once the businesses
developed more maturity with the Lean Six Sigma meth-
odology, regional projects were launched to standardize
and optimized core processes. The work-stream teams
were utilized to serve as project teams with region office
support. Standardization projects were completed for all
four work streams.
Overall, results included improving operations effi-
ciency in key client processes region-wide by 15 percent
at a time when the region was growing at over 30 percent
and the implementation of true straight-through process-
ing (STP) for the new business/underwriting process at
least two of the 10 countries, with a roll-out schedule for
six more countries. Having the STP capability greatly
facilitated the region’s growth in bank distribution, which
demanded fast, consistent performance.
As part of the standardization initiative, ING
Insurance Asia/Pacific refined a number of customized
10 LIMRA’s MarketFacts Quarterly / Summer 2009
8. develop people in both analytical • Model’s Initial Implementation: ING
and project management skills — Insurance Asia/Pacific operations function
progressing to higher “Belt” levels. (across 10 countries)
Further, all training workshops and • Subsequent Extension of the Model: ING
programs fully promoted cross-country Insurance Asia/Pacific’s other functions
interaction and team-building. including finance and HR (across 10
countries)
Shared leadership was a hallmark of the
approach (Figure 2). Sharing program Based on this track record, the Global Opera-
leadership with the local businesses created tions Network Model can be extended to other
country buy-in and kept headquarters staff multinational organizations in a way that will
to a minimum. For example, instead of having increase overall synergy and scale benefits; and
a regional head of claims, there was a claims promote global strategies and risk management.
work-stream leader who was from a business unit Ultimately, the Model can allow large organizations to
and held the role in addition to their regular position. take full advantage of being multinationals by effectively
The work-stream leader role was highly valued by our balancing local market prowess with a world-class global
Operations executives and gave them an opportunity platform.
to gain regional experience.
Finally, a mainstay of the insurance business has
Robert Epner is an independent
always been sales agent contests and award ceremonies.
global operational/IT consultant with
As this global operations initiative gained momentum,
the question was asked: Why should salespeople have more than 20 years’ experience in
all the fun? To remedy this situation I initiated the the financial services industry. Epner
“Customer Cup Awards” for excellence in process per- has held multiple leadership positions
formance (based on KPIs) and Lean Six Sigma project at ING, most recently as Senior Vice
results. The Customer Cup became an annual event President and Chief of Staff for ING
and was received with great enthusiasm, festivity, and Investment Management. From 2002
support from our senior regional and group management. to 2008, he was based at ING’s Asia/Pacific headquarters
The Customer Cup became a great motivational tool for in Hong Kong where he held the positions of Chief of Staff
all the businesses. and Regional Chief Operating Officer covering 12 insurance
Extending the Model All of the above people develop- companies across 10 countries. Epner’s tenure with ING
ment approaches can be extended to other organiza- began in 1999 when he joined the Americas regional office
tions. The more countries and businesses involved, in strategic marketing. He played a key leadership role
the more opportunity there is for global rotational during the $7.7 billion Aetna Financial acquisition, which
assignments, work-stream leadership slots, and a included assets in the United States, Asia, and Latin America
more vibrant awards competition. The net result and, subsequently, led the successful Integration Team with
is the rapid ramping-up of employee engagement in
ING’s new joint venture partner Sul America — the largest
the improvement transformation.
insurance company in Brazil. Before joining ING, Epner held
senior positions at MetLife in both its New York and Hong
Real Synergies
Kong offices; marketing positions at GE Major Appliance; and
In summary, ING Insurance Asia/Pacific produced
a consultant role for the Michael Allen Company. He holds
significant hard-dollar results through developing cus-
an M.B.A. in finance from New York University and a B.S. in
tomized tools and methodologies that facilitated effec-
tive cross-country participation and buy-in. This approach finance from the University of Pennsylvania — The Wharton
has been refined and proven over a number of years. School. Epner can be reached at 347-635-2232 (email, bob.
epner@gmail.com).
LIMRA’s MarketFacts Quarterly / Summer 2009 11