Creating Lasting Value through Organizational Strategy and Leadership

QE3 LEADERSHIP SOLUTUONS

People not Personnel

Whats gone wrong? Why do few companies actually make use of the greatest competitive weapon of all the powerful resources of motivated, energized, cooperative, trusting people?

Wickham Skinner (Professor Emeritus) HBS

The Hard Questions

What would you wish to change about your organizations personality given your business strategy?

How do you currently measure success? Do you have a scorecard, and is it synchronized with your strategic objectives?
Is your organizational structure built to fight the last war or the next one? Do you have the right people, and do they have the requisite skills, talents and capabilities that enable your organization to maintain its competitive edge? What kind of leaders do we have, and do we have them in the right place? How can we work together with less organizational friction? Do we accomplish our strategic objectives on time and on budget, and do our top executives hold each other accountable to ensure success? Does the organization have the right processes in place to manage change? Do you know if your employees efforts are aligned with the corporate objectives you have outlined in your strategic plan? If so, how are they being measured? Are meetings effective and do they promote active and lively data driven discussions on topics such as product innovation, or are they merely status updates?

Do You Have the Right People Driving Execution?

Products -Who is leading product development and does your current process tie strategic vision to successful product design, development and implementation? -Who is responsible for integrating customer feedback from all customer touch points, and how does that process work for your institution today? People: -Who will create, design and implement a robust and effective Performance Management Process for your organization? -Do you have someone that can create a high quality and effective corporate training program to build, train, and sustain the workforce of the future?

Process: -Who in your organization can identify and prioritize those processes that need the most improvement and can develop action plans to address them? -Do you have management dashboards that track key performance indicators and service level agreements driving execution across the organization? Technology: -Do you have people that can understand and develop an information technology strategy that will integrate and leverage the organizations in house capabilities with those offered by third party vendors? -Do you negotiate from a position of strength with your IT providers and have people internally capable of sustaining that advantage?

Assessing the Institution

How should we be organized to best execute our strategic plan? How are peers and best practice financial firms organizing for the future? Where functions should be centralized or standardized across the organization? What are the necessary competencies, experience and characteristics of each senior management position required for the future? What current management skills/talent can be further leveraged and where do gaps exist that require additional management resource? What skills can we acquire more effectively on an outsourced basis, and what skills should be developed internally? What types of improvements could be made to current organizational processes to better support the organizations strategic direction?

An optimized organizational structure will allow for continued growth, improved efficiency, and the flexibility to be responsive to both internal and external customers.

Tools
Organizational Assessment Surveys Executive Sponsor Overview Management Assessment Worksheet Succession Planning Worksheet Job Grade Matrices Management Development Plans

Deliverables
Review of the current organization

-Current organization structure -Hierarchy and span of control -Required competencies vs. current management expertise
Identification of the organizations current strengths, issues, and

obstacles -Accountability issues, -Lack of skills and experience in key areas, -Reporting relationships not aligned with the banks strategy, goals and vision, and, -Bottlenecks and choke points inhibiting progress

Identification of key organizational requirements, proposed skill sets and expertise to support achievement of strategic plan objectives

Deliverables
Recommended Organizational Strategy
-Organization Chart -Skills and competencies required by position (Senior Management level) -Proposed migration process to achieve organizational strategic vision -Process improvements from an organizational design perspective related to planning, execution, project management and management development/succession -Identification of key indicators and success metrics that will be incorporated into management scorecards.

Management Development Plans (Optional) -Measures ability in relationship to 9 specific development criteria, such as strategic thinking, operational
excellence, getting results and others. -Skills Development needs based on behavior, attitude, personality and 6 other traits. -Effectiveness of different methods for professional development, such as coaching, mentoring, assignment of stretch objectives, etc.