Sanjeev Verma, Director, Offices - Group Property at Rolls Royce & Hilary Jeffery, Director at Aecom - When there are no more costs to cut - Moving on from austerity
This document discusses shifting from austerity measures like cost cutting to a more strategic approach of continuous improvement. It outlines three generations of approaches: 1) cost reduction, 2) doing more with less, and 3) tackling inefficiencies through integrated solutions. The Rolls-Royce case study transformed its Trent XWB engine production through a third generation approach involving new organizational structures, team-based working, and workplace design to increase collaboration. This led to faster iteration, less rework, and an engaged workforce. Sustaining change requires continuous improvement, champion networks, and effectively using new workspaces.
Change Management in Field Service OperationsJames Rock
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this is the presentation I delivered at Service Management Europe conference. It covers some of my change management experience gained via implementing service re-design and implementation projects.
Process improvement - preparing for process improvementiandavidjames
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FREE Process Improvement Videos from The Process Consultant:
http://theprocessconsultant.com/business-process-improvement/
https://www.youtube.com/watch?v=DlsfCgONWNA
Process Improvement. Thank you for viewing this process improvement infographic. It forms part of a series that is designed to give anyone a head start when setting up a process improvement initiative. Please also see our whiteboard animation videos and the "Preparing for process improvement" white paper.
Change Management in Field Service OperationsJames Rock
Â
this is the presentation I delivered at Service Management Europe conference. It covers some of my change management experience gained via implementing service re-design and implementation projects.
Process improvement - preparing for process improvementiandavidjames
Â
FREE Process Improvement Videos from The Process Consultant:
http://theprocessconsultant.com/business-process-improvement/
https://www.youtube.com/watch?v=DlsfCgONWNA
Process Improvement. Thank you for viewing this process improvement infographic. It forms part of a series that is designed to give anyone a head start when setting up a process improvement initiative. Please also see our whiteboard animation videos and the "Preparing for process improvement" white paper.
The Ultimate List of Change Management Tools to Drive Change Like a Pro by Creately with 11 Editable Templates. Creately offers several diagram templates which can be used instantly to draw diagrams for your company's Change Management Process. Many types of Change Management Diagram templates can be found on our diagram community. Popular Change Management diagrams are available for free. Just click on the "Use as Template" button to immediately start modifying it using our online diagramming tools.
Future: The future of work in the Asia Pacific region is one of diversity, dynamism, and flexibility. Greater independence of time, place, and technology will become common. But how employees work will depend on the seeds sown today.
100% of organisations with the most flexible, mobile and progressive workplace strategies â i.e. Activity Based Working. Tech Research Asia (TRA) has interviewed have an advanced form of managed print services (MPS) in place.
For more information on Fuji Xerox Managed Print Services visit: http://www.fujixerox.com.au/solutions/documentservices/next_generation_mps.jsp or call 13 14 12.
. I have pursued a versatile career path and so there is potential to transfer my skills across different sectors and industries. I have obtained an interesting diverse working experience in various business environments over my career.
This PowerPoint set includes BPM cycles (Business Process Management), implementation tools, definitions, analyses and assessment templates and many more designs and business elements on process management.
Process management serves to plan, design and implement business processes and to continuously increase business efficiency. Objectives of process management are, for instance, a precise definition of business procedures, cost calculations, better qualities of the end product and other business-oriented optimization components.
Chase Sowden, Barcodingâs supply chain architect, leads a workshop that focuses on eliminating waste from business operations. Sowden explains why determining customersâ requirements, obtaining organization-wide buy-in, examining each process, identifying a problem, and looking for a solution will help companies improve their daily processes.
Change management, COVID-19 business impact, business change management trainingTonex
Â
Covid-19 has changed everything in life. It has created a new way we live in. It needs no telling that businesses are seriously affected by COVID 19 massacre. All sectors are experiencing high volume impact.
This is why, change management is much important for all organizations at present. Tonex change management course is a blend of conjectural and practical trainings.
From side to side lectures and presentations, you will attain the theories and concepts and then you will experience what you are skilled via the practical activities, in both individual and small groups, and hands-on seminars and workshops.
Change management course benefits :
Change management course will also help you to business continuity and disaster recovery like corona virus right now.
Participants will learn how to build a disaster recovery plan and implement the functions to ensure their organization is sheltered from the constant risk of business disruptions caused by natural threats.
Audience
Change Management Training is a 2-day course designed for:
Senior leaders and executives
Strategic leaders/ Vice presidents
Directors and administrative
Division managers/ Team leaders
Mid-level, senior managers
Supervisors
Business owners
Course Outline
Overview of Change Management
Eight Phases of Successful Change Management
Communication Policy
Drivers of Change
Three Stages of Transitioning
Change Management Models
Organizational and Cultural Change Standards
Executing the Change in Corporation
Group discussion Outline :
The nature of this change
Pros and cons of the change
The consequences of change
Discuss the components of the change
Recommend several solutions and strategies
Discuss all the recommended strategies
Evaluate the strategy that Shell chose to go with
What would you change in their strategy?
Share your conclusions with other groups
Learn more.
Change management, covid 19 business impact, business change management training
https://www.tonex.com/training-courses/change-management-training/
The digital world means business is changing. Learn what it means for how you run your business and how Ronan Consulting Group can help you grow into the next generation.
International Target Operating Model DesignChris Oddy
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International Target Operating Model Design
Chris Oddy
SLIDE 1
⢠A Plan is only of value if it is successfully implemented
⢠A good Strategy is important⌠A Great Operating Model is more beneficial
⢠A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
⢠A breakdown of a business into its key components
⢠A framework for how an organization operates in terms of people, processes and technology
⢠A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
⢠A structure that dictates how the business should be organized
⢠A target state informed by strategy and opportunities for optimization
⢠An operational design that depicts how business objectives will be achieved
⢠A basis for developing operational improvement and transformation plans
⢠A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
⢠Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
â This approach might work initially, however it has significant associated risk
â Clients and products are added, new markets are entered and acquisitions are integrated.
â People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
⢠A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
â Faster decision making in areas such as launching new products, services and partnerships
â Improved client service through greater roles and responsibility definition across the organization
â Better investments as they can more easily be assessed and prioritized based on business impact
â Reduced risk from a more controlled and stable operating environment
â Higher colleague engagement and alignment from clearer strategic execution plans
â Greater long-term operational efficiency and optimization
⢠Businesses without a Target Operating Model typically:
â Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
â Decisions are slow due to the lack of clarity as to how to implement strategies
â Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
⢠A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
⢠The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
⢠The Target Operating Model can be created in layers
⢠The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
The Ultimate List of Change Management Tools to Drive Change Like a Pro by Creately with 11 Editable Templates. Creately offers several diagram templates which can be used instantly to draw diagrams for your company's Change Management Process. Many types of Change Management Diagram templates can be found on our diagram community. Popular Change Management diagrams are available for free. Just click on the "Use as Template" button to immediately start modifying it using our online diagramming tools.
Future: The future of work in the Asia Pacific region is one of diversity, dynamism, and flexibility. Greater independence of time, place, and technology will become common. But how employees work will depend on the seeds sown today.
100% of organisations with the most flexible, mobile and progressive workplace strategies â i.e. Activity Based Working. Tech Research Asia (TRA) has interviewed have an advanced form of managed print services (MPS) in place.
For more information on Fuji Xerox Managed Print Services visit: http://www.fujixerox.com.au/solutions/documentservices/next_generation_mps.jsp or call 13 14 12.
. I have pursued a versatile career path and so there is potential to transfer my skills across different sectors and industries. I have obtained an interesting diverse working experience in various business environments over my career.
This PowerPoint set includes BPM cycles (Business Process Management), implementation tools, definitions, analyses and assessment templates and many more designs and business elements on process management.
Process management serves to plan, design and implement business processes and to continuously increase business efficiency. Objectives of process management are, for instance, a precise definition of business procedures, cost calculations, better qualities of the end product and other business-oriented optimization components.
Chase Sowden, Barcodingâs supply chain architect, leads a workshop that focuses on eliminating waste from business operations. Sowden explains why determining customersâ requirements, obtaining organization-wide buy-in, examining each process, identifying a problem, and looking for a solution will help companies improve their daily processes.
Change management, COVID-19 business impact, business change management trainingTonex
Â
Covid-19 has changed everything in life. It has created a new way we live in. It needs no telling that businesses are seriously affected by COVID 19 massacre. All sectors are experiencing high volume impact.
This is why, change management is much important for all organizations at present. Tonex change management course is a blend of conjectural and practical trainings.
From side to side lectures and presentations, you will attain the theories and concepts and then you will experience what you are skilled via the practical activities, in both individual and small groups, and hands-on seminars and workshops.
Change management course benefits :
Change management course will also help you to business continuity and disaster recovery like corona virus right now.
Participants will learn how to build a disaster recovery plan and implement the functions to ensure their organization is sheltered from the constant risk of business disruptions caused by natural threats.
Audience
Change Management Training is a 2-day course designed for:
Senior leaders and executives
Strategic leaders/ Vice presidents
Directors and administrative
Division managers/ Team leaders
Mid-level, senior managers
Supervisors
Business owners
Course Outline
Overview of Change Management
Eight Phases of Successful Change Management
Communication Policy
Drivers of Change
Three Stages of Transitioning
Change Management Models
Organizational and Cultural Change Standards
Executing the Change in Corporation
Group discussion Outline :
The nature of this change
Pros and cons of the change
The consequences of change
Discuss the components of the change
Recommend several solutions and strategies
Discuss all the recommended strategies
Evaluate the strategy that Shell chose to go with
What would you change in their strategy?
Share your conclusions with other groups
Learn more.
Change management, covid 19 business impact, business change management training
https://www.tonex.com/training-courses/change-management-training/
The digital world means business is changing. Learn what it means for how you run your business and how Ronan Consulting Group can help you grow into the next generation.
Similar to Sanjeev Verma, Director, Offices - Group Property at Rolls Royce & Hilary Jeffery, Director at Aecom - When there are no more costs to cut - Moving on from austerity
International Target Operating Model DesignChris Oddy
Â
International Target Operating Model Design
Chris Oddy
SLIDE 1
⢠A Plan is only of value if it is successfully implemented
⢠A good Strategy is important⌠A Great Operating Model is more beneficial
⢠A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
⢠A breakdown of a business into its key components
⢠A framework for how an organization operates in terms of people, processes and technology
⢠A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
⢠A structure that dictates how the business should be organized
⢠A target state informed by strategy and opportunities for optimization
⢠An operational design that depicts how business objectives will be achieved
⢠A basis for developing operational improvement and transformation plans
⢠A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
⢠Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
â This approach might work initially, however it has significant associated risk
â Clients and products are added, new markets are entered and acquisitions are integrated.
â People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
⢠A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
â Faster decision making in areas such as launching new products, services and partnerships
â Improved client service through greater roles and responsibility definition across the organization
â Better investments as they can more easily be assessed and prioritized based on business impact
â Reduced risk from a more controlled and stable operating environment
â Higher colleague engagement and alignment from clearer strategic execution plans
â Greater long-term operational efficiency and optimization
⢠Businesses without a Target Operating Model typically:
â Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
â Decisions are slow due to the lack of clarity as to how to implement strategies
â Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
⢠A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
⢠The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
⢠The Target Operating Model can be created in layers
⢠The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
Human Capital Management is the most discussed and studied domain by all people leaders as they climb the
hierarchical ladder in the Service Industry, even though the leader was
once part of the people or work force he/she is set to lead. This reemphasizes the fact that workforce is the most important ass et each organizationâs success is dependent on.
Workforce management is the most critical imperative to ensure we have no surprise operations.
Hybrid work models are becoming a norm and this will create a varied workforce scenarios for managers to run the operations a
nd teams. This further compels the need for
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Knowledge Management is first and foremost a willingness and desire of people within the organisation to help each other make things better. If this desire is not truly there, all that your process and technology-related investments will lead to, are expensive and embarrassing white elephants.
Creating Value Through Digital Enterprise Transformation
Originally presented to XPX, CT Chapter. We look at what it takes to create value and reduce risk using digital enterprise transformation to improve your business processes, technology, and talent foundations.
Topics covered include building a roadmap, process improvement, systems improvement including ERP, CRM, BI/Analytics, and eCommerce, how to build a global organization, and how to build a professional management team.
Corporate Recruitment 2020 Maturity Model Feb 2017 Gareth Flynn
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Corporate Recruitment / Talent Acquisition Maturity Model - How Talent Acquisition will evolve in the next 5-8 years. A Model developed by TQSolutions and PwC with input from industry.
⢠Key things to know before moving to a global model
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⢠Determine technologies that will support the global model
⢠Methods for determining the right scope of service for globalized delivery
⢠Identifying change management strategies
⢠Measuring the success
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f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
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Bitcoin Lightning wallet and tic-tac-toe game XOXO
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Sanjeev Verma, Director, Offices - Group Property at Rolls Royce & Hilary Jeffery, Director at Aecom - When there are no more costs to cut - Moving on from austerity
1. When there are no more costs to cut
Moving on from austerity
Sanjeev Verma and Hilary Jeffery
2. The burning platform is changing
1st generation
2nd generation
3rd generation
Getting fitter
Getting smarter
Becoming strategic
⢠Cost reduction
⢠Reducing
headcount
⢠Tackling
expenses
⢠Cost avoidance
⢠Becoming more agile
⢠Doing more with less
⢠Engaging with
stakeholders
⢠Driving business value
⢠Getting to root causes
⢠Tackling business
inefficiency
⢠Integrated solutions
⢠Whole system approach
3. Are we dealing in false economies? 3
Some all too familiar examples:
- Cutting research and innovation programmes
- Employee benefit reductions
- Client facing reductions
- Efficiency programmes potentially leaving companies ill
prepared for problems
4. Shifting the conversation
90% of projects still
operate here
Changing how .
resource used .
Org structure/
workstyles
Changing what people do
Business process
Changing how people do it
Culture
Influencing business direction
Vision and objectives
5. Limiting the value we can add
Introduce more mobility/sharing
BUT
Paper based workflow
âthatâs the way weâve always done itâ
Focus on limiting risk
Changing how
resource used
Org structure/
workstyles
Changing what people do
Business process
Changing how people do it
Culture
Influencing business direction
Vision and objectives
6. Limiting the value we can add
Reduce physical barriers between teams
BUT
Email audit trails required
Blame culture
Reward individuals, not teams
Changing how
resource used
Org structure/
workstyles
Changing what people do
Business process
Changing how people do it
Culture
Influencing business direction
Vision and objectives
7. Limiting the value we can add
New iPhones for all staff to support innovation
BUT
Complex and stringent rules for usage
Monthly âshameâ reports on bills
Conflicting innovation/cost
reduction views
Changing how
resource used
Org structure/
workstyles
Changing what people do
Business process
Changing how people do it
Culture
Influencing business direction
Vision and objectives
8. The Rolls-Royce story â so farâŚ
1st generation
7 years of reduction
2nd generation
Refining our toolkit
3rd generation
Testing some early ideas
Getting fitter Getting smarter Becoming strategic
⢠Year on year 5%
reduction over last 5
years and is ongoing
⢠Exhausted
opportunities for
cost cutting
⢠20% of our sites are
agile
⢠Targeting 45% by
2016
⢠Ongoing portfolio
rationalisation
⢠Focusing on productivity
and doing more with less
⢠Integrating all
workstreams â whole of
systems approach
⢠Identifying early pilot
groups to test ideas
9. Trent XWB vision
1.To produce the worldâs most efficient engine
2.To be producing an engine a day by 2016
3. To address the challenges prevalent in Gas Turbine New
Product Introduction (NPI), in particular:
⢠Inefficient programme management
⢠Challenges with number of design iterations
⢠Complex and hierarchical organisational structure leading to
difficulties in teamwork
⢠Lack of focus on customer
⢠Workspace that didnât support how people worked
10. If we had tackled the challenge from a
1st or 2nd generation perspective
1st generation response 2nd generation response
⢠Reduce headcount
⢠Flatline salaries
⢠Reduce sqm
⢠Reduce travel
⢠Reduce technology spend
⢠Restructure the team â
combining roles
⢠Invest in agile working to
reduce footprint
⢠Co-location
⢠Introduce new
technologies
11. A 3rd generation approach
New organisational construct - key principles:
⢠Aligned interaction with clear accountabilities
⢠Integrated Project Team (IPT) model
⢠High-performance team-based working
⢠Dissolution of boundaries
⢠Clear, consistent communication
Designed to:
- drive a high performance culture
- allow accountability for both System and Sub-System
integration in one project team
- Enable teams based on complementary skills
Minimum direct supervision and external support
12. The challenge
Org structure and
design
Ways of
working/processes Workplace and IT
What we did
Transformation team - business lead, HR, IT and Comms
⢠New organisational
structure
⢠Capability to form and
disband teams
⢠Co-located support
teams
⢠Clear role statements
⢠Leadership training
programme
⢠Voice of the customer
events
⢠Process redesign
⢠Staff training
⢠Definition of culture and
values â all involved
⢠Programme of
celebrating successes
⢠Employee defined
space
⢠Neighbourhood
strategy
⢠Project spaces
⢠Inspiring design
⢠Supporting technology
& visual management
⢠Wide range of
collaboration spaces
13. Sustaining the change
1. Continuous Improvement
2. Transfer ownership
3. Maintain Champion network
4. Lead by example
5. Effectively use the spaces available
14. Return on investment
Impact on behaviours
⢠Increased informal collaboration
⢠Quicker information sharing and
decision making
⢠Failing smarter and faster
⢠Faster iteration across teams
Impact on Product
⢠Pushing iteration up the
design process
⢠Less costly rework
⢠More engaged,
empowered workforce
15. If youâre serious about doing this 15
The Business Output
How work, worker & workplace support
that output
That the new model works
The hurdles blocking the way
The changes promised
Define
Determine
Demonstrate
Diffuse
Deliver
16. If youâre serious about doing this 16
- Whole of system thinking throughout:
- Business cases to include mandatory identification of, and engagement
with, other parts of business impacted (e.g. HR, IT, Comms, Brand etc.)
- Return to logic â what is the problem? What will be the (measureable)
benefit/costs of addressing it? What needs to change throughout the
business to fix it?
- Proper diagnostics to understand root causes
- Fully resourced and integrated transformation team
- Thorough understanding of the mechanics of the business
- Require experts in process engineering
- Strong relationships with senior leaders
- Change management done in an authentic way - canât just consist of a
handful of workshopsâŚ.
- Sufficient time to properly address issues
- Identification of a pilot project to test ideas and gain buy in
17. Thank you
Any questions?
Sanjeev Verma and Hilary Jeffery