Transcript WHAT TOMORROW HAS IN STORE…

“Engage, Deliver and Manage Change”
Siân Dennis & Clive Howe
WHAT TOMORROW HAS IN STORE…
MEGATRENDS
MEGASHOCKS
TOP 10 MEGATRENDS
URBANISATION
GLOBALISATION
& TECHNOLOGY
RESPONSIBILITY
DIVERGENT DEMOGRAPHICS
RESOURCE SCARCITY
DISEASE & HEALTH
Logic
Creative
MAKING CHANGE WORK
a simple, sustainable, online solution to measuring the
performance and success of change management initiatives
CHANGE INITIATIVES : THE FACTS

Between 70% and 85% of all business projects and
programmes FAIL

10 – 33% of all projects are written off

50% of all projects experience scope creep

60% deliver within a 10% variation

<20% of IT projects are completed on time and within budget

ROI between -30% and – 70%

Only 7% of projects are successful [ on time, within budget, to
original scope & deliverables]

Sophisticated Management Information Systems are seldom
used or are misused
PUSHING THE BOUNDARIES IN AFRICA
COMMON THREAD
Simplicity
Engagement and drill down
Ownership
Flexibility
Accountability
Sustainability
Progress at a
glance
In today’s White Water you have to embrace
change if you want to be sustainable and
survive
Vision for Change
Values
Critical Success
Factors
Each CSF is
measured with a
Key Performance
Indicator
To produce
professionally
presented
process based
training & dev.
that can be
easily
implemented.
KEY PERFORMANCE
INDICATORS
STRATEGIC
OBJECTIVES
CRITICAL SUCCESS
FACTORS
PEOPLE
Recruit, develop and
retain a highly motivated
and energetic team
2. Customer retention
>70%
CUSTOMER SERVICE
• Develop, measure and implement a regular CSI process-SD
• Implement a customer loyalty programme -SD
• Develop a strategy of regular meaningful customer engagement-SD
CUSTOMER SERVICE
Attract, satisfy and retain
our customers through
the service we offer
1. 99% up time
2. Clean audit
3. ISO accreditation
PROCESSES
• Investigate and implement an effective ERP system - KL
• ISO 14001 accreditation -DD
• Documentation of all critical processes -DD
PROCESSES
All our processes should
be simple, effective and
efficient
1. PAT 50 mil
2. Debtors days 36
3. Stock turns 8
FINANCIAL PERFORMANCE
• Focus in improvement of working capital -JF
• Ensuring GPs are well managed -DJ
• Identify and reduce areas of waste -JF
FINANCIAL
PERFORMANCE
Achieve budgeted
targets
1. CS Index >75%
1. 20% outside SA
2. 3 new products
GROWTH
• Grow the Rest of Africa market -AK
• R&D to facilitate development of customer focussed products - RA
• Grow the Australia market – AK
2. 2 large CSI projects
IMAGE
• Develop and implement annual perception survey -SD
• Strategic Social Responsibility programmes - HT
• Develop and implement the new branding-DA
1. 15% income from
partners
PARTNERSHIPS
• Develop and implement a partner engagement strategy-HP
• Select strategic partners who will add value -HP
1. Perception survey
2. 5 sound partners
The Strategic plan of ABC Incorporated
GROWTH
Grow profitable business
in selected markets
IMAGE
Become a respected
and trusted brand
PARTNERSHIPS
Develop great
relationships with
selected strategic
partners
INTEGRITY
We will be
open, honest &
consistent in all
our dealings.
We will conduct
business in an
ethical way
SERVICE
EXCELLENCE
We engage our
clients and
exceed their
expectations
TEAMWORK
We make
working
together
enjoyable
RESPECT
We treat people
as we would
like to be
treated
VISION
& PURPOSE
We will be the leaders in offering strategy formulation,
performance management and leadership development
1850
“To make a difference”
PEOPLE
• Develop and implement a comprehensive HR strategy-CH
• To develop a fit for purpose energetic team-CH
• To implement a performance based remuneration strategy-JF
1. Staff turnover <7%
2. Staff Satisfaction
Survey >76%
3. 6 days training p/a
VALUES
New strategies can only be
achieved through
engaging with our people.
Built-in accountability, and
constant review are critical
if we are to push the
boundaries.
If our plans are too
complex, then this
becomes difficult.
Who brushed their
teeth today?
Who flossed today?
FLOSS
 Brushing is not good enough
 We need to be proactive
 Be different
 Be courageous
 Develop a culture of excellence
FOCUS
Where do you want to be?
Focus on the important things
Have a clear Vision
The
ba Tonga
Chief
Urgent
1
Important
Not urgent
2
The
Vision &
Values
Not
important
3
X
X
X
4
FORMULATE
 Have a strategic mind
set
 Plan for the next 6
months
 Translate into action
plans
 The big rocks
KEY PERFORMANCE
INDICATORS
1. Staff turnover <7%
2. Staff Satisfaction
Survey >76%
3. 6 days training p/a
2. Customer retention
>70%
CRITICAL SUCCESS
FACTORS
PEOPLE
• Develop and implement a comprehensive HR strategy-CH
• To develop a fit for purpose energetic team-CH
• To implement a performance based remuneration strategy-JF
• Develop and implement an engagement programme -CH
CUSTOMER SERVICE
• Develop, measure and implement a regular CSI process-SD
• Implement a customer loyalty programme -SD
• Develop a strategy of regular meaningful customer engagement-SD
PEOPLE
Recruit, develop and
retain a highly motivated
and energetic team
CUSTOMER SERVICE
Attract, satisfy and retain
our customers through
the service we offer
1. 99% up time
2. Clean audit
3. ISO accreditation
PROCESSES
• Investigate and implement an effective ERP system - KL
• ISO 14001 accreditation -DD
• Documentation of all critical processes -DD
PROCESSES
All our processes should
be simple, effective and
efficient
1. PAT 50 mil
2. Debtors days 36
3. Stock turns 8
FINANCIAL PERFORMANCE
• Focus in improvement of working capital -JF
• Ensuring GPs are well managed -DJ
• Identify and reduce areas of waste -JF
FINANCIAL
PERFORMANCE
Achieve budgeted
targets
GROWTH
• Grow the Rest of Africa market -AK
• R&D to facilitate development of customer focussed products - RA
• Grow the Australia market – AK
GROWTH
Grow profitable business
in selected markets
IMAGE
• Develop and implement annual perception survey -SD
• Strategic Social Responsibility programmes - HT
• Develop and implement the new branding-DA
IMAGE
Become a respected
and trusted brand
PARTNERSHIPS
• Develop and implement a partner engagement strategy-HP
• Select strategic partners who will add value -HP
PARTNERSHIPS
Develop great
relationships with
selected strategic
partners
1. 20% outside SA
2. 3 new products
1. Perception survey
2. 2 large CSI projects
1. 15% income from
partners
2. 5 sound partners
The Strategic plan of ABC Incorporated
VALUES
INTEGRITY
We will be
open, honest &
consistent in all
our dealings.
We will conduct
business in an
ethical way
SERVICE
EXCELLENCE
We engage our
clients and
exceed their
expectations
TEAMWORK
We make
working
together
enjoyable
RESPECT
We treat people
as we would
like to be
treated
VISION
& PURPOSE
We will be the leaders in offering strategy formulation,
performance management and leadership development
1850
“To make a difference”
1. CS Index >75%
STRATEGIC
OBJECTIVES
PERFORMANCE AGREEMENT Name:
Measurement
Objective
Actions and Tactics
1.
2.
1/1/15
1/3/15
1.
2.
First draft to be in place
Adjustment to be completed
Develop and implement
a comprehensive HR
strategy
1.
2.
3.
1/2/15
3/3/15
1/4/15
1.
2.
3.
Skills gap analysis
Decide on training required
Roll out a comprehensive training
programme
To develop a fit for
purpose energetic team
1.
15/1/1
5
1/2/15
1/4/15
1.
2.
3.
List all engagement activities
Link these to the strategic intent
Sign off programme to be adopted
Develop and implement
an engagement
programme
2.
3.
Performance Target : Operating Profit R 2 million
Personal Development Plan: SMDP programme to be completed
Exercise 4 time a week
Read Good to Great by Jim Collins
Best Practices:
Daily:
Plan daily at the end of each day
Morning get up and Go meeting with the team
All e-mails to be opened and attended to
Weekly:
Plan weekly every Thursday
TTT (Time To Think) meeting with the team
Monthly:
Celebrate success meeting with the full team
One-on-one meeting with each member of the team to monitor ec@ps success
Quarterly:
Performance touch base on all tracking and objectives achieved
6 monthly:
Review and reset ec@ps for the next 6 months
PEOPLE
Recruit, develop and
retain a highly motivated
and energetic team
CUSTOMER SERVICE
Attract, satisfy and retain
our customers through
the service we offer
PROCESSES
All our processes should
be simple, effective and
efficient
VALUES
INTEGRITY
We will be
open, honest &
consistent in all
our dealings.
We will conduct
business in an
ethical way
FINANCIAL
PERFORMANCE
Achieve budgeted
targets
SERVICE
EXCELLENCE
We engage our
clients and
exceed their
expectations
GROWTH
Grow profitable business
in selected markets
TEAMWORK
We make
working
together
enjoyable
IMAGE
Become a respected
and trusted brand
PARTNERSHIPS
Develop great
relationships with
selected strategic
partners
RESPECT
We treat people
as we would
like to be
treated
VISION
We will be the leaders in offering strategy formulation,
performance management and leadership development
1850
“To make a difference”
100%
targeted
6 days
annual
training days
Deadline
CRITICAL SUCCESS
FACTORS
Date:
FEEL
Inclusive communication
Listen with empathy
Value differences
FIRE
Revive and re energise (Vuselela)
Continuous improvement
Execute the plan
PURPOSE
WHY
HOW
WHAT