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Strategic Management of Human Capital Business Systems Modernization Knowledge For Development Strategic Budgeting Decision Makers Sales & Marketing.

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Presentation on theme: "Strategic Management of Human Capital Business Systems Modernization Knowledge For Development Strategic Budgeting Decision Makers Sales & Marketing."— Presentation transcript:



3 Strategic Management of Human Capital Business Systems Modernization Knowledge For Development Strategic Budgeting Decision Makers Sales & Marketing Admin ManagersIT Managers Finance & Accounts

4 Transformation - A marked change, as in appearance or character, usually for the better. Transformation (n) - The process or result of changing from one appearance, state, or phase to another So in business transformation it could be said that transformational change is the process of changing from one 'look' to another, or one culture to another. If visible change has not taken place (both inside and out) then the change is not transformational in nature or form.

5 Business Transformation appears to have began as a label used by IT companies to re-brand their consultancy processes in order to sell integrated information systems more effectively. Now business transformation means much more. It implies a holistic process transforming across the business It also implies that this is the only valid strategic process towards achieving your corporate vision or way forward. Many organizations and consultancies appear to get lost in the chase for growth and change. Imagine that you have just watched your corporate MP4 or news paper in three years time. Have all the key elements of transformation been achieved compared to how they were? Or is there a lot more to do? Communicating and advertising your business transformation expectations and outputs to your Board, stakeholders and staff now is a must-do if your vision is to become a thing of reality. The old adage - what gets measured gets done

6  Transformation a process that enables your business across all the Key Performance Indicator so that you can maintain your customers and outperform your competitors on an ongoing basis.  Transformation relies on implementation of effective market and stay-in-business strategies that attract more profitable customers in selected markets and lower operating costs.  How do you know you need to transform your business? Ask yourself  Are we reinvesting in opportunities the market evolves?  Is our performance superior to our major competitors?  Is our competitive advantage strong enough to leverage more customers and more business from existing customers?  If the answers to any or all of these issues are doubtful, you need to change your approach. If you don't change, your competitors will change.

7 The move from 'running the business' or project delivery to business transformation requires action at many levels. At a project level, five key activities are: Focus on benefits Start thinking of projects in terms of business-led transformation activities, spanning many functions. Stop thinking of projects merely as functional and top down. The main objective of each project must be to gain specific benefits for all stakeholders. Project planning must clearly show how these benefits will be realized by enabling people to do things differently. The business changes required to realize the benefits must be clearly identified, ownership for them must be established, and the overall plan must address these changes as well as the delivery of any new technology. Resourcing To realise the benefits will depend on leadership of the project, the people involved, the effectiveness of the project team and the quality of communication and engagement with all the various stakeholders of the project. The implications for the role of the sponsor and the project leader are significant. Do they and the wider team have the expertise, and the time, to address the wider issues of transformation. Is there enough focus on resourcing? Getting the right people, at the right time in the right roles to enable success?

8 Expanding, developing and learning Do projects, build in opportunities to explore the possibilities and learn about the potential benefits? Is there an opportunity to evolve and refocus as the project progresses? By itself this is a huge shift for many organizations. fixed and traditional mindsets can be very damaging and often stifle any innovation or risk-taking. Risk taking and innovation Sustainability The project to be successful, will provide an opportunity for a continuous stream of benefits. In many situations the focus and effort should come after the initial project has been delivered. All too often the project team moves on as soon as the process change is live and so the opportunity for continued benefits realization is lost. Skills development Underpinning all these factors is the need for skills and knowledge development. This is about training and education and some significant shifts in thinking are required to learn to approach transformation in a new way and not as just another change project.

9 It is interesting that many organizations categorise outsourcing as the key strategy for business transformation. Certainly outsourcing CAN BE a valid strategy - but it is not the only one. equally not all outsourcing is transformational change. Outsourcing can only be classified as transformational if it is SEEN by all parties. many organisations attempt to mask this fact to customers and staff. If hidden then unless the new service demonstrates measurable change and is perceived as so by service users then it cannot be transformational. Many outsourcing services offer the same as in-house teams formerly did - is is not transformational - it is transactional change In a survey of enterprise level companies released by Capgemini Consulting in partnership with the Economist Intelligence Unit, Western European businesses have launched on average seven major transformation programmes in the past three years. Of these, 44% are motivated by the growth of international competition, 34% are motivated by industry consolidation and 34% are motivated by increased competition in domestic markets. Whilst 86% of those questioned feel that managing these business transformations is now an integral part of management, only 30% believe it is something at which they excel.

10 These transformation projects tend to focus on reducing cost due to new economies of scale at an international level and, increasingly, on achieving growth by seizing each and every opportunity offered by emerging markets. Whether the intention is to boost turnover or to improve profitability, the study underlines the extent to which economic globalization impacts on the number and content of these transformation programmers. The analysis reveals two major forms of transformation:  Fundamental change that generates a strong impact on results in less than two years, such as mergers and acquisitions (57%), outsourcing and off-shoring (53%), restructuring (46%) or strategic changes (46%). These Programmes involve external players and generate major transformation within the organization  Programmes that generate comparative improvement, such as value-chain optimization (33%), cross-functional performance improvement (44%), information systems redesigning (54%).  Of the executives questioned: 70% express dissatisfaction with the communication of objectives to employees, and 75% express dissatisfaction with training, commitment and people management  73% consider themselves to be unsuccessful in avoiding slippage in execution time  70% say they are not in a position to properly assess the success of their Programme

11  Consulting — Solving pragmatic problems quickly  Coaching — Coaching high performers for business, media & sport  Training — RBI  Management Development — Delivering solutions to ensure your manager are effective  Staff Surveys — Need to know what your staff are thinking and saying We recognise that providing the tools is only part of the picture. A good diagnosis is important to identify and isolate the points of leverage for your organisation. However developing appropriate action plans and the skills to implement sustainable and durable change is essential. Our extensive knowledge of key business processes aimed at developing your critical resources is at your disposal. We can provide help in the following  With our experienced consultants and Business Advisors we can provide expert help and support in applying the Risk bussiness initiative or other business development process for you or helping you deal with difficult assignments and projects.  Not all assignments are ones that you may feel confident in leading. We can provide help by: Leading the assignment for you - we can plan and project manage assignments to help deliver a quality experience for you client

12  Working as a consulting supervisor behind the scenes - working as a consultant can sometimes appear a daunting experience. We can provide client supervision to help build familiarity and capability to deal with a range of consulting assignments  Developing industry specific additional modules We can work with you to develop bespoke tools to fit the context and needs of your sector. Please contact us to discuss your requirements  Developing other diagnostic tools  Designing and executing Staff surveys  Designing and executing customer satisfaction surveys etc.  Supporting high performers. Over the years we have provided coaches to managing directors, other senior managers, TV personalities and international Management performers. When you're good at what you doing, how do you get better, what can you do to fine tune you're already high performance? Give us a call and talk through some of the short-term options. We do not do life coaching or long-term coaching. We only solve problems and increase performance now Our training workshops provide instruction and support in the application of the rbi inventory and in the business improvement process. Only competent users are licensed to use the rbi. We provide full training in the administration and application of the rbi questionnaire and improvement process. We believe the BIR to be the fastest, credible business review tool available on the open market.

13 Risk Bussiness Iniative User Training In association with the EDI. We offer users the ability to become licensed in using the RBI tool. Contact us for available dates. RBI Management Development Services – The outcomes of many rbi diagnoses indicate that building internal people and change process skills are vital for continuity and ownership of the changes needed for business improvement. We provide a series of development workshops that can develop those skills from coaching to change management. Our management development services are available to both RBI users as well as companies wanting to improve the effectiveness of their management at all levels within their organisation. Using our extensive experience we can deliver cost effective enterprise wide surveys. Either off- the-shelf or fully customised - your choice. Delivery can be paper or

14 As well as our highly effective accreditation programmes, RapidBI offer a range of fixed price 'off-the-shelf' or fully customised training programmes. Which one is the right solution for you? RBI Accreditation Edi Certification In House Training Train the Trainer Programmes Management Development Modules Organizational Development & Leadership Modules Personal Effectiveness Modules Graduate Development Programmes

15 The Business Improvement Review (rbi) for business is a strategic diagnostic review exploring the performance of people, management, operations, sales, marketing, and other business performance indicators. By finding out the perceptions of key stakeholders (managers, staff and customers - optional) you can build a model of businesses strengths and limitations. This will determine actions and priorities that will mobilise your resources to improve your business performance. Built around the powerful Primary Focus model, the Business risk bussines iniative (RBI) is designed to assess the effectiveness with which your company is using its resources to achieve improved business and organizational success. Combined with recent financial results and your promotional and sales materials, it uses a structured questionnaire to hold an 'intelligent mirror' to the organization that reflects the views of stakeholders assisting your management team in identifying key business and management development issues facing the company. The RBI uses current perceptions of performance covering finance, sales, marketing, operations and human resources, to examine factors that impact on the company's ability to adapt and grow. It also considers the prevailing organization culture expressed in terms of management values, style, expertise and effectiveness. The outcome is a clarification of the critical business issues facing the company and, where appropriate, how access to the services of business support organizations that can support your company in dealing with these issues. It identifies the key development needs of the management team, making recommendations on how your team can gain knowledge or skill necessary to underpin future success. Remember this process has been developed by Business Advisors of various Businesses.

16  Risk Based Inspection (RBI) is a methodology used to define inspection program requirements in All Major industries like refinery, petrochemical, other manufacturing a industries which have TQM.  As described by the Recommended Practice, the primary objective of RBI is that risk is taken into account when developing inspection plans on an equipment level.  RBI is used to prioritize inspection, usually via the means of non-destructive testing, to determine the level of corrosion within each equipment.  Typically, items with high probability and high consequence will be given a higher priority for inspection than items which are high probability but failure has low consequence. This strategy allows for a rational investment of inspection resources.  Increased safety and reliability of equipment due to proactive monitoring, mitigation and elimination of hazardous situations and material failures due to corrosion.  Detail equipment data and process conditions studied to provide mitigation plans for occurrence of hazardous situations and corrosive attack.  Enables the assessment of the likelihood and potential consequences of pressure equipment failures.  Develop specific equipment inspection plans; and enable the implementation of Reliability Centered Maintenance.  Fewer forced shutdowns-planned and unplanned, resulting in reduced operational costs.  Extension of CF for the Pressure equipment from DOSH. This is one of the most important aspects of implementing RBI especially from the beginning of Operations. Many companies h ave got CF extension for their pressure vessels for more than 3 years with RBI implementation

17 Safety Officers / Mangers Engineers / Executives Engineers / Officers QA / QC Managers RBI and Corrosion Engineers Maintenance Managers Plant Inspectors




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