1. 1. RACI Change Manager Session 2 1 RACI Charting, mapping your current to future state
2. 2. RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 | Registered office 19 Market St, 3131, Nunawading, Victoria Australia | Ph. (03) 9012 6216 In Session 2 1. Who is RACI Change Manager 05 mins 2. RACI Charting and its impact on business efficiency 40 mins 3. Aligning organisational Accountabilities 20 mins 4. Introduction to Session 3 05 mins 2
3. 3. Who is RACI Change Manager (Michael Carew) ? Leaf Free Gutter Guard 1988 to 2002 Inventor - patent engineered and built the manufacturing process Commercialised exit sale 2002 3 Micro Stop 1991 to 1993 Invention - patent Commercialised exit sale 1993 SuperBoot - 1998 to current Invention - patent Commercialised - over 2.5m product sales zero product defect Tradestore - 2000 Australias largest online store Developed commercialised and closed after dot com bubble burst 2002 Freshtel 2003 2008 Founder & CEO of Freshtel Holdings Limited listed on the Australian Stock Exchange April 2005 Partnership with the 3rd largest retailer in the world Tesco UK Grew market cap from $4m to $160m over 4 years exit in 2008 MyTVR 2009 - 2011 World first cloud based mobile PVR patent commercialise closure in 2011 due to Supreme court decision on Copyright. RACI Change manager Business development and efficiency solutions CompanyLMS Cloud based Staff Training and competency delivery and management Business strategy, coaching and Business development 2011 - current VIP Plumbing and Electrical, Surrey 1985 2006 Establish grew to over 30 employees implemented quality systems and processes exit sale 2006
4. 4. 4 + + + Future state Session 1 Session 2 Session 3 RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 | Registered office 19 Market St, 3131, Nunawading, Victoria Australia | Ph. (03) 9012 6216 RACI Change Manager Strategy RACI Mapping RACI to position descriptions Current state =
5. 5. RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 | Registered office 19 Market St, 3131, Nunawading, Victoria Australia | Ph. (03) 9012 6216 Questions ? 5
6. 6. 6 When nobody did what anybody could have done Animated video
7. 7. 10 Great Questions circle Yes or No Answering Yes to 3 or more of this questions we can help RACI Assessment and RACI Charting to resolve problems such as. 1. Work frequently delayed or incomplete? 2. Teams have questions about who does what? 3. There are multiple decision-points within a single process? 4. There inadequate communication and/or co-ordination in the organisation 5. Accountabilities of individuals or departments undefined and unclear? 6. There is insufficient delegation of authority? 7. We work in a reactive environment rather than a proactive one? 8. Decisions arent made in a timely fashion? 9. A blame culture exist? 10. Tasks are being performed and decisions being made at the wrong levels? NY NY NY NY NY NY NY NY NY NY 7 Exercise -
8. 8. 8 The Answer is RACI RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 | Registered office 19 Market St, 3131, Nunawading, Victoria Australia | Ph. (03) 9012 6216
9. 9. RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 | Registered office 19 Market St, 3131, Nunawading, Victoria Australia | Ph. (03) 9012 6216 RACI Explained? 9
10. 10. Organisational Chart 10 Reception General Manager Chief Financial Officer Customer Ser. Manager Directors Credit Manager Sales & Marketing Manager A for day to day management of the company A for overall company performance and maximising the return for shareholders A for day to day management of Reception A for financial management A for Operational performance A for Sales performance A for Credit and bad debt Management Discussion on Role accountability Exercise Next page -
11. 11. 11 Who would the General Manager approach if reports indicated that bad debt is escalating? Who would the Directors approach if they were concerned over revenue dropping? Who would a Director approach if a friend shopping in one of their stores complained about the service? 1. Director 2. General Manager 3. Receptionist 4. Chief Financial Officer 5. Operations manager 6. Customer Service Manager 7. Sales and Marketing Manager 8. Credit Manager 1. Director 2. General Manager 3. Receptionist 4. Chief Financial Officer 5. Operations manager 6. Customer Service Manager 7. Sales and Marketing Manager 8. Credit Manager 1. Director 2. General Manager 3. Receptionist 4. Chief Financial Officer 5. Operations manager 6. Customer Service Manager 7. Sales and Marketing Manager 8. Credit Manager Organisational Chart Exercise - Circle the correct answer
12. 12. 12 To many As Question? In this situation can the Credit Manager be held accountable for the performance of the Credit department. The General Manager was going to fire the Credit manager due to nearly $350,000 of bad debt
13. 13. 13 After RACI Charting I called a meeting with the Credit Manager Sales director Nat Sales Manager Nat Operations Manager General Manager The problem was explained The visual of the As circled all over the RACI did not need explaining. Collaboration In a team discussion it was agreed that the Credit Manager was hired for her expertize in Credit Management and it was agreed that she would not interfere in their field of expertise if they did not interfere in hers. Bad Debt was reduced to under $78K within 12 months without the loss of a customer. Customers were made aware of the reason credit policies were in place and appreciated the companies position on risk management.
14. 14. Example RACI Chart 14 STEP DESCRIPTION GM Fin Controller Operation Manager Sales Manager IT Manager HR Manager Board 1 Achieving corporate objectives A/R R R R R R 2 Ensuring that the agreed strategies are implemented A/R R R R R R 3 Submitting business forecasts and budgets for the approval of the Board and recommending major policy changes and developments A/R 4 Monitoring and directing overall operations to achieve revenue and expense budgets and the satisfactory performances of the various profit centres across the organisation A/R 5 Directing the preparation, communication, and execution of operating objectives, plans and programs A/R 6 Negotiating major deals and financial arrangements, loan terms etc A/R R C 7 Directing and motivating the executive team in the achievement of agreed goals and standards by the provision of effective leadership and vision for the Organisation to grow responsibly and in a profitable and sustainable manner A/R 8 Acting as the chief spokesperson for the organisation A/R 9 Ensures that best-practice standards are adheared to in accordance with all relevant legislative parameters and Government requirements A/R R R R R R 10 Ensures that all departments produce high quality, relevant information to assist in the decision-making processes that exist at both an operational & strategic level A/R R R R R R 11 Develops growth strategies that take advantage of Middys core skills with the aim of maximising existing revenue streams and developing new business opportunities A/R R 12 Ensures that planning is constantly undertaken to ensure that Middys is well placed to meet the challenges of the future A/R 13 Ensure that effective delegation and monitoring of activities under this position description A/R GM RACI
15. 15. Example RACI Chart 15 Receptionist RACI STEP DESCRIPTION receptionist Managers Employee General Customers 1 Answer telephone calls and take messages or forward calls A/R I R 2 Schedule and confirm appointments and maintain event calendars A/R C/I R 3 Greet and welcome customers, clients, and other visitors A/R R 4 Check visitors in and direct or escort them to specific destinations A/R R R 5 Inform other employees of visitors arrivals or cancellations A/R R I 6 Enter customer data and send correspondence A/R R I 7 Copy, file, and maintain paper or electronic documents and records A/R R R 8 Handle incoming and outgoing mail A/R R R 9 Manager stationary levels and order A/R R R 10 Distribute mail to various departments A/R I R R 11 Complete phone and mail books daily A/R I I 12 Book and coordinate meeting rooms A/R C/I R R 13 Ensuring that office is maintained to the highest standard A/R R R
16. 16. R: Does the step Project: Enter Project Name A: Accountable for the step PROCEDURE RACI C: Consulted with before the step DEPARTMENT Reception I: Informed when the step is completed UPDATED 00/00/2013 STEP DESCRIPTION ROLE 1 ROLE 2 ROLE 3 ROLE 4 ROLE 5 ROLE 6 ROLE 7 ROLE 8 ROLE 9 ROLE 10 1 2 3 4 5 6 7 8 9 10 11 12 13 Exercise -Create an Example RACI Tasks for closing a business at end of day
17. 17. RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 | Registered office 19 Market St, 3131, Nunawading, Victoria Australia | Ph. (03) 9012 6216 1. RACI is a great way to ensure work is not frequently delayed or incomplete 2. RACI ensures teams are clear about who does what 3. RACI reduces multiple decision-points within a single process 4. RACI ensures there is adequate communication and/or co-ordination in the organisation 5. RACI ensures Accountabilities of individuals or departments are defined and clear 6. RACI ensures t is here insufficient delegation of authority 7. RACI assists in changing a reactive environment to a proactive one 8. RACI ensures Decisions can be made in a timely fashion 9. RACI ensures blame cultures dont exist 10. RACI ensures tasks are being performed and decisions being made at the right levels Summary 17
18. 18. Today 3 years 2 years 1 years 4 years 5 years Vision in place Strategy in place General manager in place HR manager in place Business review & recommendations Everyone working as a team New business software finalised Rationalisation of Administration Procurement officer in place Management meeting are the norm Stores are more profitable New business software in place Overheads reduced Budgets and KPIs are in place Store network rationalised Store network growing Staff empowered and accountable Store network reaches 40 sites Professional Board (senior team) in place Revenue on target Vision realised 1: Implementation capability depends on your People Finance Operations Customers 18 2: Carry out a gap analysis to highlight what you have and what you need. RACI Charting is a great way to carryout a gap analysis 1st step document the tasks the business currently carries out in its day to day business 2nd step document the tasks the business will need to do to realise the vision The differences in the tasks identify the gaps Strategy Map
19. 19. 19 Cascading Goals Company Short term Goals Department Short Term Goals Individual Short term Goals Company Long term Objectives Company Long term objectives are broken down into Company shorter term goals Company short term goals are broken down into Department Goals Department short term goals are broken down into Individual Goals (Goals should be linked to KPIs) Ensure goals are SMART Goals S M A R T PECIFIC EASURABLE CHIEVABLE EALISTIC IME SPECIFIC The sum of Individual short term goals equals the company overall Long term Objectives
20. 20. RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 | Registered office 19 Market St, 3131, Nunawading, Victoria Australia | Ph. (03) 9012 6216 Questions ? 20
21. 21. RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 | Registered office 19 Market St, 3131, Nunawading, Victoria Australia | Ph. (03) 9012 6216 21 In Session 3 Developing Position Descriptions Staff Appraisals What are KPIs and linking KPIs to job performance Recap on all 3 sessions plus general discussion
22. 22. Summary & Contact information Michael Carew 22 Postal PO Box 4128 East Balwyn Victoria 3103 Reg. Office 19 Market St, 3131, Nunawading, Victoria, Australia W (03) 9012 6216 M 0412 362 011 E m.carew@raci.com W www.raci.com www.companylms.com Contact Details Consulting Services RACI implementation Business efficiency Business Strategy Business Development Business mentor and coaching Company training delivery platforms Employee Bonus systems RACI Change Manager Pty. Ltd. YouTube Tutorials https://www.youtube.com/channel/UCGE9Il9dVCK81ahNHq54P_g/videos