Organizational Velocity Improving Speed, Efficiency & Effectiveness of Business (Sample)

ORGANIZATIONAL VELOICTY

A faster organisation is normally a better organisation

Advantages + Money sooner + Anticipate competitors + Exceed customers expectations + Do more + Create new opportunities
Reactive speed

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+ Increase efficiency Cautions Rushing with no information Executing poorly Not waiting for situation to evolve Pushing too hard
Proactive speed

CONTENTS

Contents

Page Organizational Velocity Improving your Speed, Efficiency & Effectiveness 1 4

Process Audits
Worked Example

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20

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Benchmarking 41 43 Becoming Faster The Management Challenge

IMPROVING YOUR SPEED, EFFICIENCY & EFFECTIVENESS

Process Recommendations Dashboard contains a menu of prioritised process improvement opportunities

Process Recommendations Dashboard Process BBFTB1 Implement
Yes Yes Yes Yes Yes No No No No No

Quick win

Implement

Yes

No

Yes

No

Yes No Yes No This of the full presentation. For further details and download 3 is only a partial view Yes No Yes No Yes No Yes No please goto: www.straticx.com/store.html

Yes Yes Yes

No No No

Yes

No

Yes Yes

No No

Yes Yes

No No

Yes Yes

No No

Yes Yes

No No

Notes: (1) Big Bang For The Buck Opportunities

IMPROVING YOUR SPEED, EFFICIENCY & EFFECTIVENESS

Financial benefits are often be derived from the Process Audits and General Observations
Benefits Dashboard
Benchmarking General Observations EXAMPLE OUTPUT BBFTB Opportunities Efficiency gains: ~ $x.xm (~x FTEs) Specific effectiveness gain of ~$x.xM for Order to Cash process Additional significant effectiveness opportunities (sized as Low/Medium/High only) Quick Wins: Efficiency gains: ~$x.xM Additional effectiveness opportunities (sized as Low/Medium/High only)

164 5
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This is only Audits (inc. a partial view of the full presentation. For further details and download General Observations review of best please goto: www.straticx.com/store.html 66 Efficiency gains from better meetings: ~$x.xM practise for
each process)
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Process

General BBFTB

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Process Quick Wins

(~x FTEs) Significant effectiveness opportunities (sized as Low/Medium/High only)

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Process BBFTBs

Total Potential Opportunities Observed

Focus Opportunities

Total Impact of opportunities Efficiency gains: $x.xM Specific effectiveness gains: ~$x.xM (Order to Cash) Additional significant effectiveness opportunities

PROCESS AUDITS

A Process Audit consists of six steps

Process Audit Steps Summary

1 Process Value Chain Overview

2 Description of Main Activities

3 Process Audit Results

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4 Improvement Opportunities 5 Prioritisation of Opportunities 6 BBFTB Opportunity 1 Pagers

PROCESS AUDITS

Step 2 involves interviewing the Process Owner (and team) to detail each step of the process, describe it and who is involved etc
Step 1. Detail each sequential step of the process (through interview with Process Owner & Team)

2. Complete more detail for each step

Description

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Who?

How long?

PROCESS AUDITS

The efficiency and effectiveness of each process is rated according to the extent of improvement potential
Rating Criteria
Step

High level of improvement possible

Each process is rated for each of the 10 audit questions across efficiency and effectiveness

Moderate level of improvement possible Worst rating across This is only a partial view of the full presentation. For further details and download the respective audit please goto: www.straticx.com/store.html questions drives the No action required

overall rating for that process for each of efficiency & effectiveness

PROCESS AUDITS

Step 5 - Each opportunity is then ranked by both value and ease of implementation against set criteria
Rating Criteria for Improvement Opportunities
Step

Ease of implementation
Easy
Easy implementation without major investment, limited effort, no risk and no global guideline restrictions

Moderate

Implementation with some financial investment, medium implementation effort, some risks and/or some global guideline restrictions

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Value of opportunity
High
Frees up a large amount of time or resources to do more and/or increases the quality of the outcome (effectiveness) to a very high degree

Medium

Frees up a significant amount of time of resources to do more and/or increases the quality of the outcome (effectiveness) significantly

Low

Frees some but limited time of resources to do more and/or increases the quality of the outcome (effectiveness)

PROCESS AUDITS

Step 6 is to produce a one page description for each opportunity, redesigning the process
BBFTB Opportunities
Step

Description of Opportunity

Description of Benefit

Estimated Value

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Recommended Next Steps

Risks / Considerations

Investment Required

CONTENTS

Contents

Page Organizational Velocity Improving your Speed, Efficiency & Effectiveness 1 4

Process Audits
Worked Example

9
20

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Benchmarking 40 42 Becoming Faster The Management Challenge

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PROCESS AUDITS

The value chain for Strategic Planning identifies six key process stages
EXAMPLE

Strategic Planning

Create roadmap/ revise last year's roadmap

Define issues and opportunities

Define detailed strategies (brands, departments, etc)

Review detailed strategy and combine to corporate strategy

Preparation of presentation deck

Presentation and discussion of strategy Leadership Team

Process Owner

J. Smith

Strategic roadmap from This is only a partial view of the full presentation. For further details and download previous year please goto: www.straticx.com/store.html Input Market, competitor, product Output Strategic roadmap

analysis Global strategy framework

Process customer (internal, external) Leadership Team

Process frequency
Involved parties (internal, external) Main IT-systems, -tools

Annual
MD, CFO, Leadership Team

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PROCESS AUDITS

The efficiency audit highlights lack of alignment of activities and the lead time it too long
Priority Process Audit: Efficiency
EXAMPLE

Efficiency Questions
A
Is there a need to completely redesign the process? Are any steps in the process unnecessary? No

Efficiency

No

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D Are there large efficiency opportunities within any of the steps? E Are too many people involved in the process? (Decision matrix) Does the process take too long?

Lack of alignment in guidance provided, driving different activities Needs wider involvement to achieve objectives Limited visibility of actual workload leading into strategy planning Total lead time is too long for the strategic planning process

Condensed and precise process (clear perimeter, input/output, etc); best practice time frame: 4 weeks Ability to drive out of the box thinking (challenge status quo). Strategy should be built outside in (not just based on where the business is at today) Shared understanding and buy-in from BU

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PROCESS AUDITS

There are three key improvement opportunities

EXAMPLE

Improvement Opportunities
Efficiency
1. Reorder the activities of strategy planning process 1

Effectiveness
2. Driving strategy understanding down in the organisation 2 3. Stimulate out of the box thinking 3

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PROCESS AUDITS

BBFTB #1 is to redesign the strategic planning process

BBFTB OPPORTUNITY # S.P.1
Description of Opportunity
Redesign the strategic planning process with shorter timeline and 2step approach

EXAMPLE Description of Benefit

The shorter timeline provides the opportunity to focus the planning effort during a specific period of time and base the strategic plan on the most current information Do the strategic planning of supporting functions in the second step improves the alignment with the commercial strategy

Estimated Value
$100k 10% less rework due to most current information and 2-step approach (strategy alignment)

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Review proposed process and timeline Implement new process for the next strategic planning process Clear communication of deliverables as needed in order to perform on the compressed timeline Be aware of other activity during this time: Year-end closing Submission of annual budget None, just communicate new process and design templates/ guidelines

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PROCESS AUDITS

Driving strategy understanding down in the organisation

BBFTB Opportunity # S.P.2
Description of Opportunity
Improve the communication of the strategic roadmap and the department roadmaps
Everyone in the organisation needs an understanding of how their work and outcome relates to the strategic goals and priorities

EXAMPLE Description of Benefit

Improved understanding of company goals and improved decision making on lower levels of the organisation

Estimated Value
Medium, especially better decision making and higher engagement of total organisation

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Implement communication concept Management must be able to translate strategic goals to individual workplace Low, time of management

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PROCESS AUDITS

and to the overall recommendations

Process Recommendations Dashboard Process BBFTB
S.P.1 Redesign strategic planning S.P.2 Communicate strategy

EXAMPLE

Implement
Yes Yes Yes Yes Yes No No No No No

Quick win

Implement

1. Strategic Planning

S.P.3 Stimulate out of the box thinking

Yes

No

Yes

No

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Yes Yes Yes

No No No

Yes

No

Yes Yes

No No

Yes Yes

No No

Yes Yes

No No

Yes Yes

No No

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WORKLOAD ANALYSIS

In parallel to the process audit work, a workload analysis will drive a clear understanding of how the organization spends its time
Key Workload Analysis Activities Workload Analysis

Workload Survey
Survey the team to evaluate: which processes employees are working on what activities they are undertaking to get things done the autonomy of their role general recommendations and comments on whether there is additional capacity in the business to do more

Meeting & Project Snapshot

Completed by key people in each department Identifies key recurring meetings and standalone projects/ workstreams

Meeting Quality Observations

Attended and evaluated key meetings

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Objective
Measure and observe whether the organisation is running very tight or whether there is room to capture efficiencies

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WORKLOAD ANALYSIS

Importantly, a workload survey provides an assessment of the willingness of the organisation to speed things up and get more done
Workload Survey Findings Do you believe there is additional capacity within the office to do more? Comments from Respondents
Using our tools correctly would save time to create time [10%] We need to change our effectiveness and speed in decision making and be more risk taking versus need to validate and research everything versus making business decisions based on experience and judgement [40%] EXAMPLE

No 45%
55% Yes

This is only a partial view of the full presentation. For further details and download Everyone is busy and at capacity but not necessarily on the please goto: www.straticx.com/store.html right things [0%]
Average of an additional 14% capacity by those employees that said Yes The suggested additional capacity ranged between 5% (7 respondents) and 40% (3 respondents)

Our plant is at about 70%, another at about 65%, one at about 80% and the last one at about 50-60%

We are already doing too much. We need to do less and focus on doing things properly instead of always rushing from one thing to another [0%]
In our dept we are fully busy so logical answer is "no" but we all find time for special projects/emergencies so the organisation does have some flex but suspect it is not sustainable the way we do it - we should plan it better and as a business agree things that won't be done in the future - that reprioritising could mean a better use of capacity rather than a more capacity

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WORKLOAD ANALYSIS

..as well as a perspective on the activities people are undertaking on a day to day basis
Time versus Employee Costs Spent for Key Work Activities
EXAMPLE

Other (Training etc)

Managing people
Communicating externally Communicating internally

3% 8%
8% 11%

2% 11%
6% 11%

21% further details and download 24% Desk Work view of This is only a partial the full presentation. For please goto: www.straticx.com/store.html
Represents ~$20m in people cost. A 10% improvement in meeting efficiency across the board would release ~$2.0m in resource

Meeting Related

46%

48%

Time Spent

Employee Cost

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WORKLOAD ANALYSIS

An audit of meeting quality will give an insight to the companies meeting culture
Meeting Audit Heat Map
Meeting On time Hygiene Pre-reading available Pre-reading read Behavior Time 1 1 5 2 5 2 3 5 3 5 3 2 5 3 5 4 5 5 2 5 5 3 1 N/A 5 6 2 3 2 5 7 2 4 2 5 8 1 5 2 5

EXAMPLE
9 1 5 2 5

Length
Frequency Decisions taken Other - information

3
5 Yes Yes

4
5 No Yes

2
5 No Yes

3
5 No Yes

1
1 Yes No

2
5 Yes Yes

4
5 Yes Yes

3
5 Yes Yes

3
5 Yes Yes

Clear objective

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Clear Agenda Document information quality Follow ups Right info Format Minutes/ Actions Follow up 5 1 2 5 N/A 3 2 2 5 N/A 5 3 3 N/A N/A 5 3 3 2 N/A 5 1 N/A 5 Yes 5 4 4 2 Yes 5 3 5 5 Yes 5 3 3 2 Yes 5 5 5 2 Yes

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5 = Very Good; 1 = Very Poor

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BENCHMARKING

Whilst benchmarking needs to be contextualized, it can help identify improvement opportunities or areas of focus
Benchmarking
EXAMPLE

Total FTES per HR FTE

Marketing Spend/Net Revenue

$ #

$ $

# ?

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Benchmark Benchmark Benchmark Benchmark 1 2 3 4

Our Co.

Benchmark Benchmark Benchmark Benchmark 1 2 3 4

Our Co.

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BECOMING FASTER THE MANAGEMENT CHALLENGE

Ultimately, the speed of an organisation is strongly influenced by its leadership, and their ability to inform culture and key processes
Becoming Faster The Organizational Challenge

Priorities Lack of Speed

Set, review

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Will Lack of Speed

Inform, incent, monitor, fine tune, excel

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