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An Organizational Mind Map
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
This document is the property of Scientrix Holdings Limited (“Scientrix”). It
contains confidential and proprietary information and it not to be disclosed
outside your organization. Any use or reproduction of this content, in whole
or in part, other than for evaluations purposes, is strictly prohibited without
a written declaration of consent by Scientrix. The information contained in
the document does not constitute a consulting service.
CONFIDENTIALITY
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
Leadership background
What is the purpose of strategy in organizations?
What are leaders’ roles in strategy development?
The spiral methodology
How can Scientrix help?
AGENDA
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
What is leadership?
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
Integrative thinking was coined by Dr. Roger Martin, Dean of the Rotman Business School in Torononto. Integrative thinking is defined as a discipline for solving complex problems.
What is the purpose of strategy
in organizations?
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
A company’s strategy is its course, onward movement in space and time.
Vanishing point
Time
Space
What are leaders’ role in strategy
development?
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
The leader sets the vision, direction and focuses on maximizing sustainable value creation with a strong emphasis on the 3-5 year time frame.
Vanishing point
Time
Space
3 year
5 year
8 yearVision
Strategic direction
Sustainable value
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
Efforts towards profitability & liquidity yield benefits in the short term. Efforts towards customer value creation and growth will yield benefits in the future. The balance of these creates value over time.
Vanishing point
Time
Space
3 year
5 year
8 year
Customer value GrowthLiquidityProfitability
The spiral methodology
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
The successful organization structures its Value Delievery Ststem (Y) as an integrating framework designed to deliver Value (X) and customers through a Unique Value Propostion (Z).
THE SPIRAL METHODOLOGY
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information CapitalOrganizational
Capital
Corporation
FunctionsTasksShape
Control Activities
Corporate Strategy
Functional StrategyOrg. Strategy
Step DefinitionControl
Standards
Corporate Strategic Directions
Core ObjectivesCritical Success Factors
Operational Obj.
Control Obj.
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
Our concepts follows a 3 dimensional thinking process in organizations: What to do? What to achieve? How to achieve? This thought process is followed by the leaders with a broad scope of responsibility (mission) and by employee who have narrower scope of responsibility.
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information CapitalOrganizational
Capital
CorporationFunctions
TasksSteps
Control Activities
Corporate StrategyFunctional Strategy
Org. Strategy
Step DefinitionControl
Standards
Corporate Strategic Directions
Core ObjectivesCritical Success Factors
Operational Obj.
Control Obj.
Leaders with a broad scope of responsibility
THE SPIRAL METHODOLOGY
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
Our concepts follows a 3 dimensional thinking process in organizations: What to do? What to achieve? How to achieve? This thought process is followed by the leaders with a broad scope of responsibility (mission) and by employee who have narrower scope of responsibility.
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information CapitalOrganizational
Capital
CorporationFunctions
TasksSteps
Control Activities
Corporate StrategyFunctional Strategy
Org. Strategy
Step DefinitionControl
Standards
Corporate Strategic Directions
Core ObjectivesCritical Success Factors
Operational Obj.
Control Obj.Employees with a narrower scope of responsibility
THE SPIRAL METHODOLOGY
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
The inverted pyramid on the left represents the company’s business composition: the Corporation is subdivided in Business Unis, The Business Units in Functions, the Functions in Tasks, the Tasks into Process Steps, the Process Steps into Conrol Activities Responsibilities are assigned on every level.
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information CapitalOrganizational
Capital
CorporationFunctions
TasksSteps
Control Activities
Corporate StrategyFunctional Strategy
Org. Strategy
Step DefinitionControl
Standards
Corporate Strategic Directions
Core ObjectivesCritical Success Factors
Operational Obj.
Control Obj.
THE SPIRAL METHODOLOGY
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
We have the Executive on the Corporate and Business Unit Level, the effective Leader on the Functional Level, the Competent Manager on the Task level, and the Contributing Team Leader and the highly capable individual on the Step and Control Level.
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information CapitalOrganizational
Capital
CorporationFunctions
TasksSteps
Control Activities
Corporate StrategyFunctional Strategy
Org. Strategy
Step DefinitionControl
Standards
Corporate Strategic Directions
Core ObjectivesCritical Success Factors
Operational Obj.
Control Obj.
Executives
Effective leader
Competent manager
Contributing team leader
Highly capable individual
THE SPIRAL METHODOLOGY
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
The inverted pyramid on the left represents the company’s business composition: the Corporation is subdivided in Business Unis, The Business Units in Functions, the Functions in Tasks, the Tasks into Process Steps, the Process Steps into Conrol Activities Responsibilities are assigned on every level.
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information CapitalOrganizational
Capital
CorporationFunctions
TasksSteps
Control Activities
Corporate StrategyFunctional Strategy
Org. Strategy
Step DefinitionControl
Standards
Corporate Strategic Directions
Core ObjectivesCritical Success Factors
Operational Obj.
Control Obj.
THE SPIRAL METHODOLOGY
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
The pursuit of long term value is carried forth by the high level, whilst mid term outcomes are met by middle management and short term outputs and delivered by employees. The achievement of objectives is tracked through performance measurements. The meticulous control of process elements ensures high quality and regulatory compliance.
THE SPIRAL METHODOLOGY
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information CapitalOrganizational
Capital
CorporationFunctions
TasksSteps
Control Activities
Corporate StrategyFunctional Strategy
Org. Strategy
Step DefinitionControl
Standards
Corporate Strategic Directions
Core ObjectivesCritical Success Factors
Operational Obj.
Control Obj.
Long Term Objectives
Mid Term Objectives
Short Term Outputs
Specific Control Objective
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
Strategy is the linking element, the bridge that provides management and a systematic approach to clarify the way objectives will be achieved, and outline the unique value contribution of each unit in the organization.
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information CapitalOrganizational
Capital
CorporationFunctions
TasksSteps
Control Activities
Corporate StrategyFunctional Strategy
Org. Strategy
Step DefinitionControl
Standards
Corporate Strategic Directions
Core ObjectivesCritical Success Factors
Operational Obj.
Control Obj.
THE SPIRAL METHODOLOGY
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
People are the force behind successful strategy design and execution. A shared understanding of Mission, Strategy and Value creates a performance culture where knowledge is shared end-to-end. The development of a collaborative learning and performance culture will mobilize and sustain the process of change.
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information CapitalOrganizational
Capital
CorporationFunctions
TasksSteps
Control Activities
Corporate StrategyFunctional Strategy
Org. Strategy
Step DefinitionControl
Standards
Corporate Strategic Directions
Core ObjectivesCritical Success Factors
Operational Obj.
Control Obj.
THE SPIRAL METHODOLOGY
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
Integrating, aligning and managing these critical dimensions of the organization is immensely complex. Scientrix provides the architecture for such an integrated solution i.e. a matrix strucutre that maps the organization’s strategies and aligns high level strategy with operational execution.
ZX – What to achieve
Y –
Wha
t to
achi
eve
Strategies
How can Scientrix help?
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
The Scientrix XYZ matrix concept combined with decentralized power of web technology, allows you for the frist time in history a fully integrated way to map and monitor the success of your strategies in a logical way whilst empowering all management and employees to contribute to the success of the organization.
What is Scientrix?
Scientrix provides a digital solution
to strategy execution. The XYZ
matrix based concept was
developed by Rentia Muell in
2004. This concept embeds the
key principles of improved
alignment, agility, collaboration
and orchestration in organizations.
The matrix approach provides a
solution to master complex
problems and multi-directional
relationships in organizations.
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
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Website www.scientrix.comEmail [email protected]
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CONTACT
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©