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Drive value for key stakeholders Focus your business on what counts - relentlessly Facilitate deployment of strategy and management philosophy Establish accountability at all levels
Agenda
What should you do next?
How do you implement Value Based Management? Introduction / Why and What Is Value Based Management
Focused Management Information Inc. August 1999 (Rev 4)
The Problem(s)
Shareholders want bigger returns We are losing business to competitors on price and on performance Customer expect high quality at low price We are not easy to do business with We dont pay enough attention to our important customers Todays structure does not support the segmentation strategy Financial information gets attention, but it isnt enough Our employees understand the need to change, but they dont Customers want a single problem owner We are not able to adapt quickly to new business opportunities
There are many complex and inter-related concerns. The combination is killing us!
Focused Management Information Inc. August 1999 (Rev 4)
Why VBM? - Because organizations have to change constantly in order to meet expectations
Superior executive performance is defined by delivery of value - to investors, customers, employees and others who have material influence
Growth in market value is a key to executive survival and the winning organization
Executives need new skills, new tools and a responsive organization to deliver value
Benefits of VBM
Focus the efforts of people in the organization on driving to achieve whats important in a holistic manner:
satisfied customers correctly assigned resources growing profits / SVA/ CFROI, etc. streamlined processes that deliver business facts to manage the business motivated and accountable people waste eliminated
What is VBM?
Value-based management (VBM)
A discipline that focuses on the management of the organization holistically
Emphasizes the creation of value as defined by its stakeholders and priorities defined by management
Focuses on the deployment of strategy and value creation by managing processes, activities, jobs, compensation and organization structure Uses analytical methods, facts, computing /communications technology in an integrated framework
Focused Management Information Inc. August 1999 (Rev 4)
Why Value?
The creation of value is the primary goal of managers in leading companies
Organizations exist to create value for all constituencies / stakeholders
Stakeholders include customers, owners, managers, employees, suppliers and society in general
Organizations determine the degree to which they will prioritize the interests of each stakeholder group and will therefore balance performance goals accordingly
A new Manifesto for Management, Sumantra Ghoshal, Christopher A. Bartlett & Peter Moran. Sloan Management Review Spring 1999, Vol. 40, Number 3
What Values?
Values depend on the stakeholder, however, examples might be: Markets and owners expect that economic value be created Customers may expect to obtain desired goods and services on time and at competitive prices Employees may expect a substantive and meaningful job with commensurate compensation Suppliers may expect to be paid on time Society may expect that their environment will be improved
Focused Management Information Inc. August 1999 (Rev 4)
I M E
Step1
Step 2
CUSTOMER
Process Management
Objective
Behavior
Best Practices
Consequences Performer
Feedback
Human Performance
PERFORMANCE
Focused Management Information Inc. August 1999 (Rev 4)
Therefore, disciplined application of defined measurements and goals is critical to accomplishment of the desired values / goals
Focused Management Information Inc. August 1999 (Rev 4)
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Agenda
What should you do next? How do you implement Value Based Management? Introduction / Why and What Is Value Based Management
Focused Management Information Inc. August 1999 (Rev 4)
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I M E
Q U
Detailed Analysis
A
L F I I N TA NQ U YC I A AN LT I T Y
Design
Implementation
Process Goals Results
Performance
Focused Management Information Inc. August 1999 (Rev 4)
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Detailed Analysis
Design
Implementation
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Detailed Analysis
Design
Implementation
What it is: 3-4 week analysis Situation analyzed Values, directions and priorities agreed VBM plan developed and agreed
What you have to do: Executives provide 4 hours up front Provide access to key staff Provide access to data Attend 2 executive workshops (4-6 hours)
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What it is: 3-6 month analysis of performance of key aspects of the business Design assumptions established Design specifications created / approved
What you have to do: Provide teams of employees / data Set goals Participate in steering team meetings Attend 4 executive workshops (4-6 hours)
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Design
Implementation
What it is: 2 month design processes and organization Detailed design recommendations Implementation plan agreed
What you have to do: Provide teams of employees Participate in steering team meetings Attend 1 management workshop (2 days)
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VBM Implementation
Rapid Prototype VBM Detailed Analysis
Design
Implementation
What it is: 4+ month implementation of new measures / processes / organization New measures and goals accepted Employees in different jobs
What you have to do: Provide teams of employees Assign employees to new roles Participate in steering team meetings Drive implementation
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Agenda
What should you do next? How do you implement Value Based Management? Introduction / Why and What Is Value Based Management
Focused Management Information Inc. August 1999 (Rev 4)
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Next Steps
Complete a simple series of self assessment questions Review results with an FMI representative Undertake initial review of VBM with sponsor executives Launch Fast Track VBM Visit our WEB SITE or contact us at: www.FocusedManagement.com psharman@focusedmanagement.com Phone (905) 829-2658 dmoorcroft@focusedmanagement.com Phone (613) 230-9379
Focused Management Information Inc. August 1999 (Rev 4)
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