CRAB® - Executive Briefing

8/6/2019 CRAB® - Executive Briefing

http://slidepdf.com/reader/full/crab-executive-briefing 1/27

BUSINESS

EXCELLENCE I G H T E D

S E R I E S C O P Y

ompre ens ve us ness s

patent pen ng

the essential link in your businessMonday, 02 May 2011



r n B in l i n

• SBS is a Knowledge Organisation founded by experts in the field of Quality, Environment, , , ‐

Management.

• International and diverse experience over 20 years in the above fields in form of direct , , .

• Our experts bring in the wealth of information, knowledge and experience to assist organisations in their pursuit for excellence.

• SBS

also

provides

extensive

range

of

training

courses

including

accredited

training

courses

for the Management Systems.

• SBS also has developed several solutions to cater to a wide spectrum of industries through

research and practice.

– Human Computer Interaction Assessment

– Com laints Mana ement S stem: Turnin Ne ative into Positive

– Comprehensive Business Risk Assessment

– Organisation Climate Survey, and lots more…

the essential link in your business2



Pur ose of Business

• Every business has a purpose and it is convincingly much larger than

ust ca cu at ng t e op ottom nes

• It has both tangible & intangible ambitions to be achieved over a

– This could be found in the Personal Statements of the Board of Directors or even a Directive or a Policy that sets a framework for conducting the business

– In

large

organisations,

the

employees

are

encouraged

&

engaged

in

brainstorming the path forward

– Resultant, a new Vision & Mission is statement made, that could be well refined from the earlier ones and warrant changes in the way the business is

conducted

• The ultimate oal is Leadershi & Business Excellence




Business Ob ectives

• Measurable milestones set up in order to realise the Vision set by

the management

• These often come out as a measure of Critical Success Factors CSF

or Key Result Areas (KRA)

• This sets the focus of the or anisation

– Conformance or Excellence? Must have a delicate balance

Performance Indicators (KPI)

organisation.




The roblem

• Or anisations are often daunted with the uncertaint of their present status and most importantly their risks and

controls

• Though some risks could have been (in)formally known, but not s stematicall anal sed

– Some could be even with a bias of reference or comfort

mitigation measures helps organisations to forge their




Risks

• Risk

– OHSAS: Combination of the likelihood and consequence(s) of a specified

hazardous event occurring – Genera : Pro a i ity or t reat o a amage, injury, ia i ity, oss, or ot er

negative occurrence, caused by external or internal vulnerabilities, and which

may be neutralised through pre‐mediated action.

– Finance: Probability that an actual return on an investment will be lower than

the expected return.

or influenced by internal or external factors that directly or

indirectly affect the entity. It is the combination of 3 vectors –Probability, Vulnerability and Controls.

• Risks can be classified as Systematic & Unsystematic Risks




Com . Business Risk Assessment

• CRAB is a sophisticated tool to identify, assign, evaluate and analyse

risks to set the direction & gain control over the risks.

• This is a unique product developed through years of research and

practice. Re erences to the basic concept could be ound in several International Standards and literatures.

• s we s on e as c r ogy ro a y, u nera y on ro s

and thus this relationship determines the magnitude of the Risk.

, interaction are also included to identify the loci of issues.

• , verify work and manage work (all 3 levels).




Or anisation Levels

ProcessManage

ystem

Verify

Perform




BUSINESS


S E R I E S C O P Y

An insi ht to the assessment




CRAB a roach

• Identifying the business risks irrespective of their significance

– Doing this exercise at all 3 levels would not only identify all risks, but also

create

awareness – To e iminate ias, po ing is one iscrete y an soon a ter recor ing t e

details source is destroyed

– All the 3 levels mi ht have different focus and thus the si nificance & riorit

rating may differ – However those significant and hi‐priority jobs would surface up

• Categorising the risks function‐wise

• Evaluating the risks based on the trilogy and including the priority• The out‐put of such an exercise is in the form of graphs easy for

interpretation & understanding




Risk Classification

n l y

n t a t i o n

r R e p r e

s

F

• Risks are classified according to the origin function and control function thus ainin the locus of risks & controls.




Risk Review

n l y

1 3

n t a t i o n

r R e p r e

s

2 4 5

F




Business Risk Matrix

• Business Risk Matrix is the correlation of the

probability of risks versus their consequence.

• The importance of this relationship is view the

risks in a holistic manner.

• Size of the bubble indicates the magnitude.

• Both the probability & consequence are graded as Lo & Hi

• Derivative of this information would be used to caution the

processes where the magnitude of risks are in resonance with either

probability or consequence or both.




Risk Vs Control

• This is a display of Top 20 Risks

compare aga nst t e contro s

exercised.

•

3

the risks & controls reveals the

process maturity.

• In any normal instance the top few risks would be much higher than

the controls and thus the difference is negative.

acceptable level of controls commensurate the risks and eventually

the difference will be leading (positive).




Risk Res onsiveness

• Risk Responsiveness graph indicates the

responsiveness of the organisation.

• This should be viewed in conjunction to the

earlier graphs.

• This may be a surprise to few how come

organ sa ons s surv ve w g r s s.

• The secret is the responsiveness

– Reactive Response & Proactive Response

• Higher the risks away from the ‘0’ line, better the planning is.

• Proactive response is a resultant of scientific planning and diligent

implementation.




Priorit Matrix

• Risks are prioritised based on their urgency and

mportance to t e organ sat on an ts

customers.

•

they are managed.

• More the number of Important issues indicate

criticality

of

the

process.• This means if the risks are managed proactively and mitigated in

time, they don t become urgent and consume productive time o the

executives.

• Even distribution of all risks indicate the organisational planning and

control over its activities.




BUSINESS


S E R I E S C O P

Y

Peda o




This is ust a Baseline

• It is a baseline surve of the or anisation’s risks and its

management profile.

•

and quantum of progression.

and policies adopted.

• ow t e m estones ave to e eterm ne an

corresponding actions have to be planned.

• This is where SBS expertise would bring in the desired

knowledge and experience to the organisation’s benefit.




Consultin

• SBS Expertise pool will spend significant time as demanded by the project and the

.

• Ethos of professional consulting is practised when it comes to confidentiality,

integrity and commitment.• Customised studies are commissioned on specific requests of the clients for

benchmarking and rationale.

• To Mana ement shall assi n a Senior Executive Mana ement member with

authority as the Change Champion to coordinate, facilitate and steer the process

within the organisation and to liaise with external agencies.

• A Core Team shall be formed hand picking personnel from different functions and

divisions within the organisation depending upon their competency and drive.

• SBS Experts will work in sync with those members in introducing & implementing

the change.• However, the success depends upon the Top Management’s commitment,

involvement and monitoring the mission & supplementing with resources.




En a ement

Actions speak louder than words

• The quantum of professional fee is directly related to the economic advantage

.

• However there is a marginal amount of engagement fees charged to ensure the

planning, implementation, controls & monitoring are effective enough to achieve

.

• This would involve a host of business realignment activities starting right from a

Climate Survey, As‐Is study, process mapping and re‐engineering, customer .

• Our interaction would not limit with people & processes, but also would include

customers,

suppliers,

systems

and

software

the

organisation

engages

and

uses

to

.

• Our focus: Sustainabilit Pro itabilit Customer Deli ht




BUSINESS


S E R I E S C O P

Y

Business Excellence Model




2

Management Objective

) I

S t r a t e g y

A p p r o a c h

e l l e n c e

m e n t &

n t m

e n t &

n s u l t a t i o

v e m e n t

l i t y ( H S E )

i p ( P o l i c y

e r C e n t r i c

a t i o n a l E x

l e D e v e l o p

I n v o l v e m

g e M a n

a g

a t i o n &

C

u a l I m p r o

e s p o n s

i b i

L

e a d e r s h

C u s t o m

O p e r

P e o p

K n o w l e d

C o l l a b o

C o n t i

S o c i a l

Organisation Culture (Values, Beliefs & Tenets)1

2 2 3 5




Ideolo

• This Business Excellence model is again derived from the best pract ces rom severa nternat ona stan ar s, co es terature.

• Designed

to

suit

the

Indian

Hi‐

risk

appetite – W ere 11 our is muc a greater span in i e

• It all starts with the Leadership, Customers, People and Processes as

vectors.

• The numbers indicate the sequence for sustainable implementation

•

and momentum in achieving its desired goals and thus motivation

to achieve more…!

• Success is reviewe , recognise an ce e rate in or er to

reproduce results across the organisation.




Or anisation CultureManagementObjective

L e a d e r s h i p ( P o l i c y & S t r a t e g y )

C u s t o m e r C e n t r i c A p p r o a c h

O p e r a t i o n a l E x c e l l e n c e

P e o p l e D e v e l o p m e n t &

I n v o l v e m e n t

K n o w l e d g e M a n a g e m e n t & B I

C o l l a b o r a t i o n & C o n s u l t a t i o n

C o n t i n u a l I m p r o v e m e n t

S o c i a l R e s p o n s i b i l i t y ( H S E )

ManagementObjective



















• Organisations promote a professional working culture where every employee or

OrganisationCulture (Values, Beliefs& Tenets)OrganisationCulture (Values, Beliefs& Tenets)

.

• Leaders demonstrate the importance & benefits of values it believes in and

encourages all employees to adopt the same.• Ethics & Fair Trade requirements shall be documented and communicated as a

mandate across its organisation.

• Remediation and redressal shall be held im artiall and collectivel b a rou of personnel irrespective of ranks or hierarchy or affiliation or association as per a

well established and agreed procedure.

– Freedom of speech & representation and Right to information & fair redressal shall always be preserved

– Maintain a high employee morale and satisfaction to achieve better results and

productivity

• Causation analysis shall focus on process than on personnel so as to address the

root cause and arrive at adequate corrective & preventive actions.




Business

urv va o t e ttest

‐ Sir Charles Darwin 1809‐1882

“

is not compulsory”‐ Dr. E war Deming 1900‐1993 He urged businesses to use

statistical analysis to reduce

waste & improve production

processes.“The business of business is to

stay in business”


‐ . . ‐



BUSINESS


S E R I E S C O P

Y

anagemen s o ng ngs r g ,

.‐ Peter Drucker

B. Krishnamurthi

Strategy and Business SolutionsUnit 16‐A, H&G House, Sector‐11, CBD Belapur, Navi Mumbai

Tel: +91‐22‐27561508‐09; 27760292; HP: +91 9821512334


Email: [email protected] Web: www.businesssolutions.co.in

CRAB® - Executive Briefing

Documents

Transcript of CRAB® - Executive Briefing