Strategic Planning Steering Committee Kick-off

October 20, 2009High Performing Organizations -- The Path

George M. Langlois, Ph.D., President – Organizational Strategies, Inc.Diane Surette, EVP – Burke, Inc.

March 29, 2010

Objectives of Today’s Discussion

• Provide the big picture/context for creating high performing organizations (HPOs)

• Provide real examples of how the principles of HPOs are applied

• Discuss how to begin the process of building a HPO

2

3

Format of Today Presentation

A Guided Discussion• Presentation of concepts / examples• Discussion• Questions

4

The Path – Providing the Context

MissionKnow who your

are.

VisionKnow where

you want to go.

Strategic PlanHave a plan

Operational PlanAccountability

Tracking Progress

Measures

5

The Path - Mission

1 •Who you are

2 •Who you are not

3 •Realistic and honest

6

The Path - Vision

1 •Where you intend to take the organization

2 •The areas on which you intend to focus

3 •Your guiding principles

7

The Path – Strategic Plan

1 •Key outcomes on which you are focusing to move forward

2 •The main strategies you will use to get there

3 •Accountabilities

8

The Path – Operational Plan

1 •Who does what?

2 •What resources will they use?

3 •What are the timelines?

9

The Path – Measure

1 •What will it look like when we achieve it?

2 •Will there be agreement?

3 •What are our benchmarks?

10

Success factors• Brutal honesty– Team approach– All constituents or stakeholders have a voice– Roles are clear– Open system for input and review

• Outside confirmation – Measurement – Benchmarking

• Clear comprehensive communication

5

Operationalizing The PlanDeveloped and deployed:• a “living” strategic plan with four areas of focus• a robust program to find and retain the right

people• performance management and measurement

systems• systematic employee input and feedback

programs• Reward programs

11

12

Burke Mission

To provide superior decision support services that enable our clients to

succeed.

13

The Vision

©2005 Burke Incorporated. All rights reserved.

14

Burke Commitments and Values

We will:• “Do what it takes” to meet our commitments to our

clients• Display honesty and integrity in all our endeavors• Take a disciplined approach to our work, based on

scientific standards and best practices• Value smart people doing smart things• Value seeking, sharing, and applying knowledge• Organizational agility and flexibility

15

Burke Commitments to Employees• We will hire and train only the best people for all positions in the

company• Employees will have a work environment and tools needed to perform

their jobs at maximum quality and efficiency• Employees will be compensated fairly, based on standards of

performance and contribution, and will share in the financial success of the company

• Employees will treat each other with respect and dignity, recognizing the worth, quality and importance of each individual

• We will foster an environment where open communication exists among all employees

• The work climate will be free of strict rules and structures, where our employees are empowered to take risks and affect change to achieve our common vision

Operationalizing The PlanFinding the right people

– Defining critical competencies tied to your plan– Developing a profile of the candidates sought– Sourcing the candidates– Screening the candidates

• Resumes• Testing

– Structured individual interviews– Presentation to Burke audience

• Preparedness• Delivery• Mastery of subject matter• Discussion immediately following the presentation• Rating by each observer

– Panel Interview with operating committee– Synthesizing all input– Coming to consensus

16

Operationalizing The Plan

Retain the right people– On-boarding and assimilation– Career planning and development– Employee surveys– Discussion Groups with CEO– All Employee Meetings – quarterly

17

Operationalizing The Plan

Manage performance– Mentoring– Training– Performance Audit system– Customer Audit System

18

Operationalizing The Plan

Reward performance– Competitive variable compensation– Benefit plans– ESOP– Recognition programs

19

20

Conclusions

• Plan well - customize• Remain open and flexible• Be inclusive of input• Communicate openly• Provide resources• Select, develop and retain the right people