Holistic & Strategic Survey to Identify Classic

and Pending Business Pitfalls     

HR Specialty Products & Services Catalogue Executive Summary

A No Frills Distillation of Vendor’s Marketing Collateral

Thomas A Ference

President & CEO

Human Resources Mining & Distribution Co

Locating, Validating and Accelerating HR  Innovation

 

Office: 219-662-0201

Cell: 630-240-2583

Fax: 219-661-0236

e-mail: tference@hrmdco.com

Website: www.hrmdco.com

Holistic & Strategic Survey to Identify Classic and Pending Business Pitfalls   

• Companies frequently fail and most others perform significantly below their potential because of various organizational ineffectiveness problems in one or more of 12 business areas

• A more holistic approach to assessing and addressing all key drivers of organizational effectiveness will generate large-scale sustainable gains in organizational performance

• The missed opportunity is that no single type of survey gets at all of the key drivers of organizational effectiveness across the multiple domains (e.g. employees, customers, risk, IT, etc.)

• This Organizational Effectiveness Survey quantifies the importance of over 90 critical organizational business drivers within 12 major categories and evaluates how well the organization is performing in each area

Organizational Infectiveness Examples

Failures

• Eastman Kodak• GM & Chrysler• Lehman Brothers, AIG & Bear

Stearns• Countrywide Financial• Washington Mutual • Fannie Mae & Freddie Mac• Peregrine Financial Group & MF

Global• Circuit City & Borders Books• Arthur Andersen• Enron & WorldCom• Pan Am, TWA • American Motors• Polaroid, Woolworth’s

Problems• Facebook – IPO handling by Facebook,

NASDAQ & Morgan Stanley• JPMorgan Chase - hedging trading losses• BP - Gulf oil spill• Apple - labor and environmental issues at

China manufacturer Foxconn• Wal-Mart - bribery in Mexico to expedite

opening of new stores • HP (Board & CEO’s) – 4 CEO’s and

questionable strategies in just a few years• Netflix – pricing strategy/execution • Yahoo & Avon – governance, leadership,

strategy and execution problems• Massey Energy - mine explosion – money

more important than safety• Barclays (and other banks) – Libor interest

rate manipulation

12 Business Driver Categories

• Strategy • Senior Leadership Team • Governance • Culture • Organizational Structures, Systems and Processes • Workforce Excellence • Performance Measures and Reward Systems • Technology and Business Process Effectiveness • Financial Planning, Management and Measurement • Business Risk Assessment and Mitigation • Environmental, Sustainability and Responsibility • Overall Organizational Effectiveness

Illustrative Survey Comments Key Driver Survey Comment

• Strategy Organization does not use a systematic or integrated approach to developing or deploying strategy. Mission, vision and values are not communicated

• Culture There is absolutely no respect for employee work life balance. You are expected to work 70-80 hours a week and if you complain you are next on the layoff list

• Workforce Excellence

Really creative people leave - the top down culture is too restrictive

• Technology Our IT Department is underfunded and it is taking its toll on the organization

• Performance / Rewards

There is a sense by management that they understand OD and don't need to be transparent or manage change. The culture is becoming fear based.

Strategy Map

Next Steps• This product/service is contained in the HR Specialty

Products & Services Catalogue™ • Operational level details about this particular service

provider can be obtained in conference with the vendor• The HR Mining &Distribution Co. is an independent and

contracted representative of the vendor• Upon your request, we will arrange for an introduction

that can range from a simple, quick conference call to a services overview / system demo

• Tom Ference 219-662-0201 (Chicagoland area) or tference@hrmdco.com

• Thank you for your potential interest in this fresh thinking