1

... our Success Formula & how we built it

SF cnz coffee table v5.indd

2

3

about usCapabilityNZ, or the New Zealand Business Capability Society, was incorporated in November 2008 with the following underlying objectives:

Increase understanding of and demand for high quality services aimed at raising capability in the business sector in New Zealand;

Facilitate the supply and development of appropriate and accessible capability building services to meet the dynamic needs of all New Zealand enterprises;

Increase understanding of the direct benefits of investing in building business, management and leadership capability within New Zealand;

Increase knowledge and acceptance of services available to build capability within New Zealand;

Work with the private sector and Government to facilitate the supply and development of capability services that are of a high quality and of relevance to New Zealand enterprises; and

Implement any other object that relates to the building of business capability within New Zealand.

4

What we are all about is building business capability so that all those great small and medium NZ business are more successful in what they want to do.

Greatness doesn’t depend on size.

5

The stakeholdersBusiness Asscociations

Business Advisors

Training Service Providers

Government Agencies

Capability Providers

DIG A LITTLE DEEPER AND EXTRACT THE VALUE

from an extensive business network

CNZ staff

Business Coaches Business Owners

Economic Development Agencies

Busines Information Zones

Regional Partner Network

6

why we have a Success FormulaHaving a Success Formula offers our organisation a multi faceted approach

to building our own capability.

Our formula helps us define our best practice and identify the improvements

we need to implement if we want to achieve our agreed success.

We are able to measure and track our journey to success by using web

enabled tools.

Using our Success Formula gives us a unique management system to…..

• drive ongoing commitment by everyone

• encourage participation and accountability for continuous improvement

• provide a means of tracking performance

• enable integration of our vision and purpose into everything we do.

7

acknowledgementsWe started the process off to develop what our Success Formula would be ... along the way we

involved our customers, our suppliers and our stakeholders as they see us through different eyes.

We asked them to help identify the important behaviors and practices we need to have in place

to be successful. We received great online responses ( 65% response rate) and appreciated the

effort taken to brainstorm and then vote for the most important behaviors and practices. The

contributions were exceptionally relevant and we have used these ideas to create our FORMULA for

SUCCESS.

Our FORMULA will benchmark Best Practice for CapabilityNZ.

We will regularly invite our customers, our suppliers and our stakeholders to score our

performance against our FORMULA. The scores and feedback are used to to continually improve

our services and performance.

It is inspiring having you on this shared journey ...“accelerating the building of business capability, contributing to a productive

- Jim Collins

8

Creating our formula

begin with the end in mind (Stephen Covey)

9

Our first experience of understanding the success formula process was an away day at the Wellington Zoo. Not only did we have ago at the items that could make up our success formula but we also did some voluntary work cleaning up the monkey island. It was a hot and rewarding day on all counts.

10

our unique formula

11

SUCCESS for us is ...

trusted contribution+ve impact

practical

network creators

vibrant

the connectorscommunity builder

great for the bottom lineagile

future focus

market knowledge

reputation neutral

12

our driversour drivers are the behaviours, principles and practices we need to have in place if we are to consistently achieve our success.

We have relevant, useful and practical services and products that add value to the bottom line of a business. We get business owners and leaders to think about their business operation. We make a positive impact on business therefore contributing to a productive and competitive NZ.

We are an effective catalyst in business because we understand, listen and interpret the market needs. Our market knowledge means we can build a vibrant business community.

We are absolutely trusted by the business community because we are neutral and ethical. CapabilityNZ is open and transparent and the business community has full confidence in our products and processes. We have a great reputation for delivery.

The business community is assured and confident that CapabilityNZ builds strong business to business connections through strategic networking. We know constant and regular communication is imperative. We work to be collaborative and true partners in business.

We continually review and develop our products and services. CapabilityNZ is agile and flexible with a focus on innovation. We create fresh approaches to building business relationships.

Our team brings their initiative, intelligence and experience to the execution of agreed actions and outcomes. We are a highly performing team, we work efficiently with direction. We value being part of a team but when necessary we can work independently.

We have a compelling and exciting vision and our purpose in the business community is clear. Our leaders are motivating, positive and future focused.

Our team has sound business expertise and we fully understand our business functions. Our processes and policies are practical, well sorted and efficient. We follow the PLAN-DO-ACT-CHECK approach to the way we work.

13

our limitersour limiters are the behaviours, principles and practices we need to eliminate if we are to achieve our success.

Our product and services are too complicated and hard. Questionnaires and processes have too many steps and are impractical with no relevance to building business capability.

Bureaucracy and indifferent support means CapabilityNZ gets tied up in knots. Non alignment between governing bodies and the CapabilityNZ team leads to lack of cohesion, fragmentation and disengagement.

Business providers and potential benefactors protect themselves as they are suspicious of CapabilityNZ motives. We are seen as a competitor and there is a lack of acceptance of us amongst the business community.

We are under resourced and over committed. There is no clarity of roles and responsibilities. Mistakes are often made due to poor systems and lack of guidelines.

14

the word we’re all talking about

capability1, ability2, a characteristic that may be developed potential aptitude

15

the story behind our pictures

... this was about showing the work-life balance which is what most of us strive for

...we learn, we change, we evolve to be something better and greater .. thats INNOVATION

... YES it may all be mapped out with multiple pathways but I will die before I get through this !

... understanding is often portrayed as correct interpretation ... with no distortion inbetween

... what better portrayal of a TEAM that the All Blacks, emotionally linked in the before game HAKA.

... lets not get tied up in unessecary string and knots with overly bureaucratic process

... this is trust; letting go and depending on another person

... get a man to the moon and back in 10 years. US President John FK described the ultimate mission.

... sometimes it is much easier to put barriers up and keep others out than open the door and move to a far better place.

... the maori hongi show respect for one another and out of this comes rapport

... a well oiled machine is a capable thing that humms along do the job it was designed for

... the Nepalise sherpas have shown us many times what its like to be overloaded ... my back hurts!

16

making a differenceDescribing best practice on its own is not going to get results.

Creating our formula was just the start!

We continually measure our performance against our formula.

We are prompted to go online regularly to assess our performance.

We score and comment against each driver and limiter. Our input is recorded anonymously.

Our constructive, honest feedback and great ideas make the difference.

It is critical that we are committed to this process so we can achieve our results.

This is how we go from good to great.

We are absolutely trusted by the business community because we are neutral and ethical. CapabilityNZ is open and transparent and the business community has full confidence in our products and processes. We have a great reputation for delivery.

Trusted Score

TRUSTEDPERFOFORMACE TREND

Jun 10 Jan 10 Jun 11 Jan 11 Jun 12 Jan 12

1.0

2.0

3.0

4.0

2.4 2.5

3.4

2.32.5

3.2

TRUSTED

EXAMPLE ONLY

17

understanding the scoresThe sum of the score of each driver is divided by the sum of our scores of each limiter to give us an overall percentage.

DRIVERS ÷ LIMITERS = OVERALL %

In addition we can go online to see dashboard reports of the individual driver and limiter scores and the recommendations that have been suggested for continuous improvement.

Combined Score

PERFORMANCE TREND

Jun 10 Jan 10 Jun 11 Jan 11 Jun 12 Jan 12

20%

40%

60%

80% EXAMPLE ONLY

18

keeping it aliveWe have many useful tools and resources.

These resources are customised to our needs.

They are designed to help us take action.

They are designed to integrate our values and best practice into the

way we do work.

The visual aspect of our formula is powerful in supporting this

integration.

The pictograms are used in our tools to help us keep focussed on our

principles, behaviours and practices.

19

taking actionThe development of our success formula with the help of our stakeholders is OK on one level, but with nothing else it is just an interesting exercise.

To make a real difference we must take

... and make it a real living way of life around here.

Striving to increase our overall score by increasing the DRIVER performance and decreasing the impact of the LIMITERS is what we do, each and every working day.

ACTION

20

... the last word

- Napoleon Hill