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Developing Organizational Capabilities
SE Wisconsin ASTD Annual Expo
November 14, 2001
Michael Venn, Ph.D.
B.K. Simerson, Ed.D.
Tradewinds Consulting, LLC
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Overview The assessment
• The right questions• The right measures• Benefits of using a model• Models
Practice The plan
• Process• Plan details
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The Right Questions
How important is this to achieving our business strategy/objectives?
How well are we doing this right now? How well do we need to do this to be
successful?
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The Right Measures
Start with the measures by which business success is currently judged
Encourage the addition of other measures if necessary
Necessary other measures are obvious after you create a plan
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Benefit of Using a Model
Aids you in being systematic and systemic Allows you to identify areas of strength and
target opportunities for improvement Assists you in making valid and credible
recommendations for change The more sophisticated the model, the more
thorough the analysis and the more valuable the insights
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Models - Examples
Simple models Company’s “Model of a Business” Sophisticated models
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Simple Models
• People
• Process
• Technology
Company’s “Model of Business”Amoco Renewal Star
Structure
Strategy
Processes
People
Rewards
BusinessPerformance
Sophisticated ModelsBaldridge Criteria for Performance Excellence Framework
1Leadership
2StrategicPlanning
5Human Resource
Focus
3Customer andMarket Focus
6Process
Management
7BusinessResults
Organizational Profile:Environment, Relationships, and Challenges
4Information and Analysis
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Sophisticated ModelsVirtual CEO
Organization Strategy• Mission, Vision, and Competitive Advantage• External Assessment• Internal Assessment• Objectives, Initiatives, and Goals
Organization Design• Basic Structure• Core Competence• Information, Systems, and Technology• Organization Efficiency
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Virtual CEO - cont.
Organization Culture• Values and Benefits• Leadership• Human Resources Systems• Organization Character
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Practice
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Process Select model
• What is the criticality of the situation?• What fits stakeholders’ concept of the business?
Assess business against model• Brainstorm• Survey
Prioritize needs Identify actions to address needs Prioritize actions
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Process - cont.
Create action plan Define any additional business measures Identify barriers to implementation of action
plan and add countermeasures to barriers Implement action plan Track progress against measures Revise action plan as necessary
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Plan Details
Objective Actions Responsible party Due date Measure of success
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References
Strategic Business Principles by Jeffrey A. Rigsby and Guy Greco (available from http://www.virtualceo.com)
2001 Criteria for Performance Excellence (available from http://www.quality.nist.gov)
Tradewinds Consulting, LLC 17
Tradewinds Consulting, LLC
B. K. Simerson, Ed.D.630.513.5864
Michael Venn, Ph.D.920.459.9462
