Org Review Powerpoint Presentation

A Perspective on Organizational Review

DSExecutive Services Group

Achieving Excellence


Organizations Don't Plan To Fail

They Fail To Plan


Today’s Global Environment

Dynamic and Rapidly Changing

Organizations MUST REASSESS/REDESIGN

Structures, People, Processes, Infrastructure


Today’s Local Environment

Dynamic and Rapidly Changing

Leaders assessing whether appropriate structures, accountabilities, reporting relationships, performance measures in place

Should Organizational Leaders REASSESS and REDESIGN

Structures, People, Processes, Infrastructure

GOAL: To Be More Responsive To External Environment


FORCES OF CHANGE

Organizational

SocialTechnological

Employee Needs & ValuesBusiness & Economic


Reactions To The Forces Of Change

Do we need to change?Do we need to change? To what degree?To what degree? What process should we use?What process should we use? How do we get from here to How do we get from here to

there?there? What is “What is “therethere”?”?


The Case For Change

What are the current realities?

What are the compelling threats / opportunities?

What are the gaps (strengths vs. weaknesses)?

Economy

Demographics

Technology

Social Trends

Competition

Environment


LEADERS set direction, decide acceptable behavior (values), and get people moving towards a common dream. MANAGERS design systems, set goals, track progress, and generally make sure things get done.

YOU need both to create a high-performing organization:

knowing where to go, and knowing how to get there

The Agents of Change


A Lot Can Go Wrong

Weak Leadership And The Organization Can Stagger In Circles

Weak Leadership And An Organization Wastes Time And Money,Duplicates Effort And Produces Far Too Much Or Too Little Paperwork

But Even Strong Management and Strong Leadership Can Dissolve Into ChaosWithout A Connection Translating The Leadership Direction

Into Management Systems


Why Do Organizations Fail

Organizational Factors Environmental Factors

•Lack of VISION•Faulty Organization Structure•No Strong Leadership•No Standard Operating Procedures•No Communication/Feedback•Wrong Fit of Job and People•Lack of Strong Perf. Appraisal System•No System of Rewards and Incentives•Nepotism and Favouritism•Poor Formal Planning/Forecasting

•Unanticipated Changing Customer Demands•General Economic Conditions•No Strong PR With Other Govt. Agencies


Why Undertake An Organizational Review

Leaders Need To Know What’s Happening In Their Business Environment

Leaders Need To Make The Right Decisions To Position The Organization For Success

Helps To Get An “Objective Picture” Of Organization’s Strengths,

Weaknesses, Barriers and Resistance To ChangeIt’s About Making HARD Decisions About The Future Of The

Organization

Reluctance To Undertake Review Because Of Complexity And Inherent Obstacles To Change


Why Undertake An Organizational Review“Some Triggers/Symptoms”

•Little or No Accountability For Results (Confusion Around WHO Is Accountable For WHAT)

•Organizational Communications Are Inconsistent/Fragmented

•Parts Of The Organization are Significantly Over Or Understaffed

•Personnel Retention Is A Significant Problem

•New Skills And Capabilities Are Needed


Why Undertake An Organizational Review“Some Triggers/Symptoms”, Cont’d

•Productivity Is Stagnant

•Problem Solutions Do Not Produce Desired Results

•Budgets Are Exceeded Without Justification Or Consequences

•Personal And Departmental Conflicts Are Noticeable

•Complaints Regarding Customer Service


Why Undertake An Organizational Review“Some Questions To Consider”

1. Does The Organization Have A Clear Vision Of Where It Wants To Be In 5 Years And How It Will Get There?

2. Are The Appropriate Organizational Structures And Processes In Place To Support Such A Vision?

3. Do We Need To Redesign Our Functions In Order To Improve Our Operations?

4. Do Employees Possess The Necessary Knowledge, Skills And Abilities To Support And Implement Such A Vision?

5. Is The Current Work Environment Conducive To Long Term Growth, Such As Internal Communications And Direction, Employee Support And Development


Why Undertake An Organizational Review

Provides Opportunity To Examine

Processes UtilizedHow Are We Doing It?Work Performed

What Are We Doing?

Reasons For Work Why Are We Doing It?

How Processes Can Be Measured

How Processes Can Be Improved


Getting Started

The Organizational Review

Roadmap

Commitment

Structure

Communication

Education

Process

Found

ation

For S

ucces

s


Getting Started


Roadmap

Commitment

•Leaders Must Openly Want Process•Must Also Be Open To Change•Willing To Permit And Participate In Open Discussions•Must Be Highly Visible During Each Stage Of Process


Getting Started


Roadmap

Structure

•Process Needs To Be Managed Or It Will Fail•Formal Planning Team Or Committee To Spearhead Process•Must Be Given Specific Mandate With Goals•Must Be Inclusive And Representative•Combination Of Vision And Action


Getting Started


Roadmap

Process

•Flexible, User Friendly And Specific To Your Needs•Participatory•Not Left To Planners Or External Consultants•Realistic About Goals, Objectives, Resources, Outcomes•Establishes And Ensures Accountability For Results


Getting Started


Roadmap

Education

•Courses, Workshops, Seminars•Focuses On Establishing Ground Rules, Communications And Initial Approaches•Laying Groundwork Will Minimize Confusion•Practical Training Program Will Gain Support and Commitment By ALL


Getting Started


Roadmap

Communication

•Strategy Ensures Everyone Is On The Same Page•Designed To Meet Informational Needs Of Stakeholders•Provides Mechanism For Seeking And Acting On Feedback•Must Be Consistent And Relevant•Timely And Current•Monitored And Reviewed


Data/Information

Analysis/Assessment

Develop Organizational Blueprint

Implementation

Organizational Change

Evaluation/Follow-Up

Ideas/Strategies

Vision/Mission/Values

ContinuousImprovement

Future

Current

Organizational Review Process


Data/Information

Analysis/Assessment


Implementation



Ideas/Strategies



Future

Current



Vision•The Picture Of What The Organization Is Striving To Achieve.

•What Will Success Look Like?•Should Challenge and Inspire The Organization To Achieve Its Mission

Mission

Values

•The Strategic Purpose Of Your Organization. •Why Does Our Organization Exist? •What Business Are We In?

•The Fundamental Beliefs Of Your Organization•Traits and Qualities Considered Essential•How The Organization Values Customers, Internal Community•Values Of Senior Leaders Reflect Organizational Culture

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Data/Information

Analysis/Assessment


Implementation



Ideas/Strategies



Future

Current



Data/Information

Important To Develop An Accurate And Thorough Description (Profile) Of The Organization And The

Environment As They Currently Exist

Ideas/Strategies

Important That A “BENCHMARK” Be Established To Properly Evaluate The Potential Benefits Of Recommended

Changes

1. Historical Performance

Profile Is Best Described In Three Dimensions

2.Stakeholder Expectations

3. External Environment


1. Historical Performance

Profile Is Best Described In Three Dimensions

2.Stakeholder Expectations

3. External Environment

SWOT Analysis•Strengths•Weaknesses•Opportunities•Threats

Owners•Vision, •Strategies•Management•Image•Reputation•New Initiatives•Risk

Employees•Opportunity•Challenge•Security•Advancement•Monetary•Benefits•Working Conditions•Image•Reputation

Customers•Services Provided•Value•Reliability•Image/Reputation

Trends•Social•Technological•Economic•Political

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Data/Information

Analysis/Assessment


Implementation



Ideas/Strategies



Future

Current



1. Leadership and

Management

Analysis/Assessment

2.Structural Efficiency

3. Process Effectiveness

•An Accurate Picture Of How The Organization Operates Right Now•Reveal Trends, Irregularities, Limitations And Opportunities

•Vision•Mission•Direction•Planning•KSA’s•Communication•Relations

•Organization Structure•Mandates•Roles/Responsibilities•Authorities•Accountabilities•Reporting Relationships•Delegation

•Workflow Analysis•Performance Management•Operating Procedures•Initiatives/Priorities•Records/Info. Mgmt


4. Organizational Systems

Analysis/Assessment, Cont’d

5.Supporting Infrastructure

•An Accurate Picture Of How The Organization Operates Right Now•Reveal Trends, Irregularities, Limitations And Opportunities

•Management Levels•Boards•Committees•Bylaws

•Human Resources •Evaluations •Job Descriptions •Learning

•Financial•Policies•Standards•Controls

•Technology•Integration•Reliability•Sustainability

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Data/Information

Analysis/Assessment


Implementation



Ideas/Strategies



Future

Current



Develop Organizational Blueprint“Enablers For Change”

1. Enabling Processes

2. Enabling Organization Structure

•What Business Processes (New or Reengineered) Are Necessary To Implement Desired Direction•Do We Have Those Business Processes In Place?•If Not, How Will We Build Those Business Processes

•Is The Organization Structure Correct To Implement The Desired Direction•If Not, What Preferred Structure Should Replace It?•How Should We Transition To The Preferred Structure? And When?



3. Enabling Intellectual Capacity

4. Enabling Technologies

•Do We Have The “Right” People In The “Right” Job?•If Not, What Changes Should We Make? People, Hiring, Retention Processes•Encouraging People To Learn And Grow

•What Technologies Are Necessary To Support Our Desired Direction•Do We Currently Possess Expertise Or Support In These Technologies?•If Not, How Do We Obtain That Expertise?



5. Enabling External Relationships

6. Enabling Capital Resources

•What External Relationships Are Necessary To Support Our Desired Direction?•Are They Currently Established•If So, How Do We Enhance Them?•If Not, How Can We Establish Them?

•Do We Have The Funds Necessary To Support Our Desired Direction?•If Not, How Do We Obtain Those Funds?


Data/Information

Analysis/Assessment


Implementation



Ideas/Strategies



Future

Current



Implementation

•Implementation plans are detailed methods specifying how a project associated with an Objective is to be implemented.

•Task specification includes :Projected Starting Date, Projected Completion Date, Major Activities/When Initiated, Support People, Resources Needed, Assessment Methods or Criteria/When Conducted, Target Results, and Timetables for completion.

•Implementation plans separate Objectives into manageable parts for coordinated implementation of goals.

•Implementation plans also specify detailed cost and expenditure information.


ImplementationWhy Do So Many Plans Fail?

1. Inadequate Executive Sponsorship To Provide Leadership, Credibility And Communication

2. People Not Clear How Plan Will Be Implemented

3. Individual Responsibilities Not Clearly Defined

4. Insufficient Training

5. BRICK WALLS Not Recognized. Nothing Ever Goes Exactly According To Plan

6. Scope Creep. When It Happens, So Do Expenses, Timelines , Dissatisfaction

7. Forgetting To “Mind The Shop”


Budgets

Policies

Best Practices

Support Systems

Rewards

Implementation

Internal, Operations Driven ActivityMajor Benefits Accrue ONLY When The Plan Is Put Into Operation

Implementation


Implementation

Budgets

Policies

Best Practices

Support Systems

Rewards

New Organizational Strategies And Budget Reallocations

Downsizing Some AreasEliminating Activities No Longer JustifiedShift Resources To Support PrioritiesFunding Activities That Make Or Break Success

How Well Budget Allocations Are Linked To The Needs Of Organizational StrategyCan Either Promote Or Impede The Implementation Process


Budgets

Policies

Best Practices

Support Systems

Rewards

How Policies Aid ImplementationProvide Top-Down Guidance (Behaviour/PerformanceChannels Actions/Decisions To Promote ChangeCounteract Tendency To Resist Chosen DirectionServes As Lever For Changing Corporate Culture

WARNINGToo Much Policy Can Be As Stifling As Wrong Policy

OrAs Chaotic As No Policy

Implementation


Budgets

Policies

Best Practices

Support Systems

Rewards

Continuous Improvement Philosophy

INSTILL Enthusiasm/Commitment To Doing Things

Right

STRIVETo Achieve Small Steps Forward Each Day

IGNITEEmployee Efforts To Be Creative

PREACHThat Everyone Must Be Involved

REFORMThe Corporate Culture

Implementation


Budgets

Policies

Best Practices

Support Systems

Rewards

Implementers Must Invest In CreatingSupport Systems That Promote Successful Change

Learning

Communications

Information Systems

Implementation


Budgets

Policies

Best Practices

Support Systems

Rewards

Implementers Challenge

To Design A Reward Structure That Motivates People

To Do The Very Things It Takes To Make The Change Strategy Successful

Positive Or Negative Rewards?

Elements Of Both Are Necessary

BUT, Positive Reinforcement Should Outweigh Negative Reinforcement To Promote Healthy Work Environment

Implementation


Implementation“Action Steps”

1. Outline Planned Activities And Expected Outputs2. Identify Specific Tasks, Responsibilities And Timeframes3. Establish Benchmark Targets To Help Evaluate Progress4. Start With Smaller Projects That Have High Chance Of Success5. Keep Stakeholders/Employees Informed And Involved6. Evaluate Progress Regularly7. Change Plans When Conditions Change – Don’t Be Too Rigid8. Use Every Opportunity To Learn From Experience9. Celebrate Successes Publicly


Data/Information

Analysis/Assessment


Implementation



Ideas/Strategies



Future

Current



Requirements For Successful Organizational Change

•Strong Leadership

•Consensus at the Top

•A Shared Vision

•The Right Attitude ("get on board”)

•Commitment To See It Through

•High Employee Involvement

•Permanently Empowered Employees


Requirements For Successful Organizational Change, Cont’d

•A Comprehensive and Systemic Approach

•Lots of Guts (A willingness to take risks and attack sacred cows)

•Continuous Catalytic Activity at the CEO Level

•Trustworthy Communications Top Down/Bottom Up

•Ownership of Change By A Vast Majority of Employees

•Financial Resources

•Extensive Education & Training at all Levels


Organizational ChangeEnvironment

Management

Structure

Resources

BusinessProcesses

Culture

Technology

Assessment And Planning For Change


Data/Information

Analysis/Assessment


Implementation



Ideas/Strategies



Future

Current



Monitoring and EvaluationDid We Get There?

FeedbackDo We Need New StrategiesOrganize Information Flow and Feedback System

Establish Performance Measures To Indicate How WellResults Achieved Compared To Established Targets

Determine How To Measure and Evaluate Progress

Monitoring And Evaluation


Monitoring and EvaluationDid We Get There?

FeedbackDo We Need New Strategies Is Our Plan Still Realistic And Attainable?

If Not, What Changes Are Required?

What Will Be The Impact Of Those Changes?

Monitoring And Evaluation

Documents

Org Review Powerpoint Presentation