CRS 3 Designing your future, today Presented by Imran O Kazmi.
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Transcript of CRS 3 Designing your future, today Presented by Imran O Kazmi.
CRS3
Designing your future, todayPresented by
Imran O Kazmi
Client Contact 101 Synergize (a Synergie
Consultants Company)P O Box 74327, The Fairmont,
Dubai, UAEVoice +9714 3116779Fax +9714 3311765Cellphone +97150 [email protected]
About us, but briefly!
We are a transition of Synergize (Pakistan based operations), already a well known name in the world of HR and Training
www.synergize.org to whet your appetite!
Try and buy!
Training Strategy and Implementation Training Needs Analysis Training Calendar
Creation Training Modules
Creation Training Delivery
Corporate Strategy Creation and Implementation Strategic Assessment Strategy Creation /
Amendment using relevant qualitative and quantitative tools
Strategy mapping using CRS Cube
Few of our clients
Banking ABN Amro Bank Citibank First International
Investment Bank International Housing
Finance Limited MCB Union Bank UBL
Oil PSO Caltex Chevron Texaco
Chemicals & Pharma Merck Marker Wyeth Chemidyestuff Industries Ehtesham Processors Engro Asahi Polymers &
Chemicals FMCG
Gillette Habib Oil Mills Lever Brothers Procter & Gamble Tapal Tea
Why CRS Cube
ChanceChancealways favors
the prepared mind
What is CRS Cube
A research based model to boost your Performance that does the following Analysis of current state Creation and implementation of plan to reach to
peak performance To us a performing organization has…
Delighted Customers Delighted Suppliers Delighted Shareholders Delighted Employees
Five Pillars of Performance Good performance is not an accident, it is a
product of hard work, clear thinking and utter determination: To us there are 5 pillars of performance that we
call CRS Cube where C=CONSENSUS Building within the team R=RELATIONSHIP within and outside the organization S=STRATEGY at corporate and across all levels S=Fine tune SKILLS S=Organizational SYSTEMS and procedures
Pillar 1: Strategy
Linking Vision to Opportunities & Capabilities
Slice of life: In the course of the strategic
realignment TA Triumph-Adler AG was transformed into a tightly focused distribution and service business with a leading franchise in the future market of digital office communication.
Issues Creating a strategy Mapping structure to strategy Linking strategy across
functions Translating strategy into action
Our Solutions CRS Cube Performance
Process Implementation Balanced Business
Scorecard Corporate, Marketing &
Sales, Corporate Finance, Customer Care and Supply Chain Strategies
Pillar 2: Consensus
Employee ownership of corporate initiatives
Slice of Life: Exxon to Engro
Issues Apples are oranges to
some or may be strawberries to the rest
Our Solutions Defining and clarifying a
common Vision Character Building and
Values definition Team Building to open
communication channels Discover individual
motivation and link with corporate via research, consulting and training inputs
2
Pillar 3: Systems & Procedures Strategy provides
direction, systems give you the road to walk on
Slice of Life: Enron Issues
Linking with value chain Process identification and
(re) engineering Identifying key measures
to control & improve Optimal resources
utilization
Our Solutions Systems and Procedures
Audit Quality assessment and
certification Business Process (re)
engineering Resource Capitalization
Audit Policy manuals creation
Pillar 4: Skills
Skill is the prerequisite for implementing any strategy
Slice of Life: Microsoft Issues
What is the set of skill required, desired and available at present
Is it accompanied by the RIGHT attitude
How do we measure, what to measure, what is the level that we are measuring for?
Our Solutions Job profiling and
descriptions Setting up or analyzing
performance appraisal systems
Training Needs Assessment (TNA)
Developing and designing a Training Calendar
Designing and delivering Customized Workshops to meet TNA
Pillar 5: Relationships
Relationships are about delighting internal and external stakeholders
Slice of Life: Emirates Issues
Respect vs Priorities Highlighting the critical
contributors in the Value Chain
Finding a BALANCE
Our Solutions Research and
Comparative Studies/ Bench Marking
Value Chain Management
Internal and external customer care strategies and implementation
ImplementingCRS Cube
From plans to actions
The Process
1. Preliminary CRS Cube assessment in red, orange and green areas
2. Client selection of methodology; from least to most intensive interventions: Fix the red and orange areas only Implement the Balanced Business Score Card Implement CRS Cube Performance Management Model
Balance Scorecard-What is it? To measure the performance of organizations
from different perspectives Financial:
How do we look to shareholders? Customers:
How do customers see us? Internal process:
What must we excel at? Innovation and Learning:
Can we continue to improve and create value?
Vision &
Strategy
Vision &
Strategy
CUSTOMERCUSTOMER
“To achieve our vision, how should we appear to our customers?”
Objectives Measures Targets Initiatives
FINANCIALFINANCIAL
“To succeed financially, how should we appear to our shareholders?”
Objectives Measures Targets Initiatives
INTERNAL BUSINESS PROCESSES
INTERNAL BUSINESS PROCESSES
“To satisfy our shareholders and customers, what business processes must we excel at?”
Objectives Measures Targets Initiatives
INNOVATION AND LEARNINGINNOVATION AND LEARNING
“To achieve our vision, how will we sustain our ability to change and improve?”
Objectives Measures Targets Initiatives
BSc- How does it look like
Pros and cons of BSC
Pros Established with the patronage of Harvard (Norton and Kaplan) Worldwide implementation: Mobil, HSBC, Lloyds, Southwest
among others Cons
Assumes strategy is already created Assumes strategy fine tuning is done in the ‘background’ – no
process defined to do so Assumes consensus building and sharing is practiced at all levels
– no process interventions placed CAVEAT EMPTOR (Buyer Beware)
In the absence of clearly defined strategy making and fine tuning processes and consensus building mechanism; BSC is a guaranteed failure.
CRS Cube Performance Model Strategy:
Making it everyone’s job
Skills: Fine tuning to meet
strategic and tactical objectives
Systems: Enabling to achieve rather
than crib
Relationships: Prioritize but care for all
Consensus Building: Take the pack along
In short: CRS Cube Model builds
on strengths of the Balanced Score Card AND covers weaknesses by including strategy and consensus as parts of the PROCESS rather than assumptions
…leading to “Fail Safe” implementation
Implement CRS Cube Performance Management Model1. Involve top team (CEO + direct reports)
a. Define and build consensus over Corporate Vision and Missionb. Define and build consensus over Corporate Strategyc. Break corporate strategy into CRS Cube dimensions identifying key
objectives, targets and measures d. Define organization structure of the present and future to deliver
the corporate strategy and create restructuring plan2. Move one level successively down till the last level in the
hierarchya. Explain and clarify vision and corporate strategy along with its CRS
Cube dimensions at each levelb. Facilitate creation and alignment of individual CRS Cube
dimensions with corporate dimensions3. Create / identify measurement and consensus building
mechanism at all hierarchical levels to achieve objectives and fine tune strategy as a continuous process
CRS Cube Performance Model Strategy:
Making it everyone’s job
Skills: Fine tuning to meet strategic and tactical objectives
Systems: Enabling to achieve rather than crib
Relationships: Prioritize but care for all
Consensus Building: Take the pack along
CRS Cube Template Employee Name Abdullah Mahar Designation Marketing Manager Reporting To GM Marketing Period Jan – Dec 2004
Area Objective Performance Measures/ Indicators
Specific Target
Key action items
Strategy Fine tune marketing strategy
Market share Achieve 35% share
Research competition and customer needs
Skills Assess team capabilities
Quiz results
Customer feedback
Avg 80%+ Quiz results
Delighted customer feedback
Refresher course
Customer feedback survey
Systems Use IT to the fullest Avg time to respond to queries
Reduce from 1 day to 12 hours
Electronic filing and mail course
CRS Cube Template contdArea Objective Performance
Measures/ Indicators
Specific Target Key action items
Relationship
Stakeholder
Generate profits above forecast
Quarterly financial reports
From 50mn to 75mn
Expand markets
Review costs
Relationship
Customer
Reduce fuel filling time
Avg time to service fuel customer
Reduce fuel filling time from 2 min to 90 sec
Time & motion study
Staff training
Relationship
Employee
Boost team morale
Attrition %age Reduce attrition from 5 to 2.5%
Employee Surveys
Events
Relationship
Supplier
Reduce payment time
Invoice payment time
From 45 to 30 days
Liaise with accounts
Faster invoice submissions
Consensus Building
Build ownership of initiatives
Market share Achieve 35% share
Weekly meetings with ‘sharing awards’
The Process … is the beginning1. Preliminary CRS Cube assessment in red,
orange and green areas
2. Client selection of methodology; from least to most intensive interventions: Choose wisely from the three choices: Fix the red and orange areas only Implement the Balanced Business Score Card Implement CRS Cube Performance Management
Model