Contemporary Management-Assignment 4
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Transcript of Contemporary Management-Assignment 4
Contemporary Managment
4th Assignement
AAGSB - MBA
Prepared By :
Hazem Saeed Ahmed
Value Based Management
Schneider Electric 2- Division - Name – Date
Agenda
Introduction /Why and What
IsValue Based Management
Introduction /Why and What
IsValue Based Management
How do youimplement
Value Based Management?
How do youimplement
Value Based Management?
• Drive value for key stakeholders• Focus your business on what counts - relentlessly• Facilitate deployment of strategy and management philosophy• Establish accountability at all levels
Schneider Electric 3- Division - Name – Date
The Problem(s)
Shareholders want bigger returnsWe are losing business to competitors on price and on
performanceCustomer expect high quality at low priceWe are not ‘easy to do business with’We don’t pay enough attention to our ‘important’ customersToday’s structure does not support the segmentation strategyFinancial information gets attention, but it isn’t enoughOur employees understand the need to change, but they don’tCustomers want a single problem owner We are not able to adapt quickly to new business opportunities
Schneider Electric 4- Division - Name – Date
Why VBM? - Because organizations have to change constantly in order to meet expectations
● Superior executive performance is defined by delivery of value - to investors, customers, employees and others who have material influence
● Growth in market value is a key to executive survival and the winning organization
● Executives need new skills, new tools and a responsive organization to deliver value
● Possession of facts is critical when making high risk decisions
● Information Portals provide consistent communication to employees and other stakeholders
Schneider Electric 5- Division - Name – Date
Benefits of VBM
●Focus the efforts of people in the organization on driving to achieve what’s important in a holistic manner:
●satisfied customers●correctly assigned resources●growing profits / SVA/ CFROI, etc.●streamlined processes that deliver●business facts to manage the business●motivated and accountable people●waste eliminated
The bottom line: VBM = Performance
Schneider Electric 6- Division - Name – Date
What is VBM?Value-based management (VBM)
A discipline that focuses on the management of the organization holistically
Emphasizes the creation of value as defined by its stakeholders and priorities defined by management
Focuses on the deployment of strategy and value creation by managing processes, activities, jobs, compensation and organization structure
Uses analytical methods, facts, computing /communications technology in an integrated framework
Schneider Electric 7- Division - Name – Date
Why Value?
● The creation of value is the primary goal of managers in leading companies
● Organizations exist to create value for all constituencies / stakeholders
● Stakeholders include customers, owners, managers, employees, suppliers and society in general
● Organizations determine the degree to which they will prioritize the interests of each stakeholder group and will therefore balance performance goals accordingly
Schneider Electric 8- Division - Name – Date
What Values?
Values depend on the stakeholder, however, examples
might be:● Markets and owners expect that economic value be
created● Customers may expect to obtain desired goods and
services on time and at competitive prices● Employees may expect a substantive and meaningful
job with commensurate compensation● Suppliers may expect to be paid on time● Society may expect that their environment will be
improved
Schneider Electric 9- Division - Name – Date
PERFORMANCE
Stakeholder Needs / ValuesCustomers• Employees• Regulators• Owners• Investors
Objective Behavior
Consequences
Feedback
Performer
CUSTOMERStep1 Step 2
Best Practices
Activity BasedCosting/
Budgeting
Performance Measurement/ Scorecard
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FINANCIAL
Strategy
Process• Goals• Results
Organization• Values• Goals• Results
Activities• Goals• Results
QUANTITY
Value Based Management Framework
Process Management
Human PerformanceOrganization
Design &Compensation
Schneider Electric 10- Division - Name – Date
VBM and Measurement
• People behave as they are measured• The only purpose for measurement is to influence human behavior• The emphasis in measurement must be
New Conditions, Future State and Desired Performance
Therefore, disciplined application of definedmeasurements and goals is critical to
accomplishment of the desired values / goals
Schneider Electric 11- Division - Name – Date
Agenda
Introduction /Why and What
IsValue Based Management
Introduction /Why and What
IsValue Based Management
How do youimplement
Value Based Management?
How do youimplement
Value Based Management?
Schneider Electric 12- Division - Name – Date
Two Cycles in VBM
Implementation Design DetailedAnalysis
Rapid Prototype
VBM
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FINANCIAL
Strategic Plan
Process• Goals• Results
Organization• Values• Goals• Results
Activities• Goals• Results
QUANTITY
Foundation / Planning Cycle On-Going Management Cycle
Performance
Schneider Electric 13- Division - Name – Date
VBM Implementation Stages
Implementation Design DetailedAnalysis
Rapid Prototype
VBM
Schneider Electric 14- Division - Name – Date
VBM Rapid Prototype Delivers
• A complete status report • Gaps identified • Actions and plans agreed
Schneider Electric 15- Division - Name – Date
VBM Rapid Prototype Involves
Implementation Design Rapid
PrototypeVBM
DetailedAnalysis
What it is:• 3-4 week analysis• Situation analyzed• Values, directions and priorities agreed • VBM plan developed and agreed
What you have to do:• Executives provide 4 hours up front• Provide access to key staff • Provide access to data• Attend 2 executive workshops (4-6 hours)
Schneider Electric 16- Division - Name – Date
VBM AnalysisDelivers
• Economic profile linking SVA to processes• Processes analyzed / disconnects identified • Profitability by segment / cost of processes• Design options defined and approved
Schneider Electric 17- Division - Name – Date
VBM Analysis Involves
Implementation Design DetailedAnalysis
Rapid Prototype
VBM
What it is:• 3-6 month analysis of performance
of key aspects of the business • Design assumptions established• Design specifications created / approved
What you have to do:• Provide teams of employees / data• Set goals• Participate in steering team meetings• Attend 4 executive workshops (4-6 hours)
Schneider Electric 18- Division - Name – Date
VBM Design Delivers
• Detailed process & organization specifications• Scorecards developed at all 3 levels:
Org’, Proc’, Job• Change management planned• Detailed specifications for data• Information Portal specifications• Activity & process budgets developed
Schneider Electric 19- Division - Name – Date
VBM Design Involves
Implementation Design DetailedAnalysis
Rapid Prototype
VBM
What it is:• 2 month design processes and
organization • Detailed design recommendations• Implementation plan agreed
What you have to do:• Provide teams of employees• Participate in steering team meetings• Attend 1 management workshop (2 days)
Schneider Electric 20- Division - Name – Date
VBM ImplementationDelivers
• Process owners assigned • Change management implemented• Process changes implemented• Process Scorecards implemented• Individual Scorecards implemented• New computer and communications software implemented
• Organization design implemented • New job descriptions developed• Training requirements identified and conducted• Incentive compensation changes implemented• Activity and process budgets implemented
A completely aligned organization, measurementand management system including some or all of the following:
Schneider Electric 21- Division - Name – Date
VBM Implementation
Implementation Design DetailedAnalysis
Rapid Prototype
VBM
What it is:• 4+ month implementation of new
measures / processes / organization • New measures and goals accepted• Employees in different jobs
What you have to do:• Provide teams of employees• Assign employees to new roles• Participate in steering team meetings• Drive implementation
Schneider Electric 22- Division - Name – Date
VBM Information Portals for Communicating with all Constituencies
● Distribution of consistent and appropriate measurement information to everyone in the organization is fundamental to execution of VBM
● Use of computer technologies - data warehouse, OLAP and presentation layer software provide the “media” of distribution
● It is the media that facilitates organization change. The marriage of management philosophy with technology and the imperative to create value
● The media is represented by the presentation of current measures and performance information on computer screens to all accountable parties
● The suite of tools includes software to perform simulation modeling of processes and economic performance
Sample Measurement Scorecard / Dashboard