1. CRS 3 Designing your future, today Presented by Imran O Kazmi

2. Client Contact 101 Synergize (a Synergie Consultants Company) P O Box 74327, The Fairmont, Dubai, UAE Voice +9714 3116779 Fax +9714 3311765 Cellphone +97150 5849562 imran@synergize.org www.synergize.org

3. About us, but briefly! We are a transition of Synergize (Pakistan based operations), already a well known name in the world of HR and Training www.synergize.org to whet your appetite! www.synergize.org

4. Try and buy! Training Strategy and Implementation Training Needs Analysis Training Calendar Creation Training Modules Creation Training Delivery Corporate Strategy Creation and Implementation Strategic Assessment Strategy Creation / Amendment using relevant qualitative and quantitative tools Strategy mapping using CRS Cube

5. Few of our clients Banking ABN Amro Bank Citibank First International Investment Bank International Housing Finance Limited MCB Union Bank UBL Oil PSO Caltex Chevron Texaco Chemicals & Pharma Merck Marker Wyeth Chemidyestuff Industries Ehtesham Processors Engro Asahi Polymers & Chemicals FMCG Gillette Habib Oil Mills Lever Brothers Procter & Gamble Tapal Tea

6. Why CRS Cube Chance always favors the prepared mind

7. What is CRS Cube A research based model to boost your Performance that does the following Analysis of current state Creation and implementation of plan to reach to peak performance To us a performing organization has… Delighted Customers Delighted Suppliers Delighted Shareholders Delighted Employees

8. Five Pillars of Performance Good performance is not an accident, it is a product of hard work, clear thinking and utter determination: To us there are 5 pillars of performance that we call CRS Cube where C=CONSENSUS Building within the team R=RELATIONSHIP within and outside the organization S=STRATEGY at corporate and across all levels S=Fine tune SKILLS S=Organizational SYSTEMS and procedures

9. Pillar 1: Strategy Linking Vision to Opportunities & Capabilities Slice of life: In the course of the strategic realignment TA Triumph-Adler AG was transformed into a tightly focused distribution and service business with a leading franchise in the future market of digital office communication. Issues Creating a strategy Mapping structure to strategy Linking strategy across functions Translating strategy into action Our Solutions CRS Cube Performance Process Implementation Balanced Business Scorecard Corporate, Marketing & Sales, Corporate Finance, Customer Care and Supply Chain Strategies

10. Pillar 2: Consensus Employee ownership of corporate initiatives Slice of Life: Exxon to Engro Issues Apples are oranges to some or may be strawberries to the rest Our Solutions Defining and clarifying a common Vision Character Building and Values definition Team Building to open communication channels Discover individual motivation and link with corporate via research, consulting and training inputs 2

11. Pillar 3: Systems & Procedures Strategy provides direction, systems give you the road to walk on Slice of Life: Enron Issues Linking with value chain Process identification and (re) engineering Identifying key measures to control & improve Optimal resources utilization Our Solutions Systems and Procedures Audit Quality assessment and certification Business Process (re) engineering Resource Capitalization Audit Policy manuals creation

12. Pillar 4: Skills Skill is the prerequisite for implementing any strategy Slice of Life: Microsoft Issues What is the set of skill required, desired and available at present Is it accompanied by the RIGHT attitude How do we measure, what to measure, what is the level that we are measuring for? Our Solutions Job profiling and descriptions Setting up or analyzing performance appraisal systems Training Needs Assessment (TNA) Developing and designing a Training Calendar Designing and delivering Customized Workshops to meet TNA

13. Pillar 5: Relationships Relationships are about delighting internal and external stakeholders Slice of Life: Emirates Issues Respect vs Priorities Highlighting the critical contributors in the Value Chain Finding a BALANCE Our Solutions Research and Comparative Studies/ Bench Marking Value Chain Management Internal and external customer care strategies and implementation

14. Implementing CRS Cube From plans to actions

15. The Process 1.Preliminary CRS Cube assessment in red, orange and green areas 2.Client selection of methodology; from least to most intensive interventions: Fix the red and orange areas only Implement the Balanced Business Score Card Implement CRS Cube Performance Management Model

16. Balance Scorecard-What is it? To measure the performance of organizations from different perspectives Financial: How do we look to shareholders? Customers: How do customers see us? Internal process: What must we excel at? Innovation and Learning: Can we continue to improve and create value?

17. Vision & Strategy Vision & Strategy CUSTOMER To achieve our vision, how should we appear to our customers? ObjectivesMeasuresTargetsInitiatives FINANCIAL To succeed financially, how should we appear to our shareholders? ObjectivesMeasuresTargetsInitiatives INTERNAL BUSINESS PROCESSES INTERNAL BUSINESS PROCESSES To satisfy our shareholders and customers, what business processes must we excel at? ObjectivesMeasuresTargetsInitiatives INNOVATION AND LEARNING To achieve our vision, how will we sustain our ability to change and improve? ObjectivesMeasuresTargetsInitiatives BSc- How does it look like

18. Pros and cons of BSC Pros Established with the patronage of Harvard (Norton and Kaplan) Worldwide implementation: Mobil, HSBC, Lloyds, Southwest among others Cons Assumes strategy is already created Assumes strategy fine tuning is done in the background – no process defined to do so Assumes consensus building and sharing is practiced at all levels – no process interventions placed CAVEAT EMPTOR (Buyer Beware) In the absence of clearly defined strategy making and fine tuning processes and consensus building mechanism; BSC is a guaranteed failure.

19. CRS Cube Performance Model Strategy: Making it everyones job Skills: Fine tuning to meet strategic and tactical objectives Systems: Enabling to achieve rather than crib Relationships: Prioritize but care for all Consensus Building: Take the pack along In short: CRS Cube Model builds on strengths of the Balanced Score Card AND covers weaknesses by including strategy and consensus as parts of the PROCESS rather than assumptions …leading to Fail Safe implementation

20. Implement CRS Cube Performance Management Model 1.Involve top team (CEO + direct reports) a.Define and build consensus over Corporate Vision and Mission b.Define and build consensus over Corporate Strategy c.Break corporate strategy into CRS Cube dimensions identifying key objectives, targets and measures d.Define organization structure of the present and future to deliver the corporate strategy and create restructuring plan 2.Move one level successively down till the last level in the hierarchy a.Explain and clarify vision and corporate strategy along with its CRS Cube dimensions at each level b.Facilitate creation and alignment of individual CRS Cube dimensions with corporate dimensions 3.Create / identify measurement and consensus building mechanism at all hierarchical levels to achieve objectives and fine tune strategy as a continuous process

21. CRS Cube Performance Model Strategy: Making it everyones job Skills: Fine tuning to meet strategic and tactical objectives Systems: Enabling to achieve rather than crib Relationships: Prioritize but care for all Consensus Building: Take the pack along

22. CRS Cube Template Employee NameAbdullah Mahar DesignationMarketing Manager Reporting ToGM Marketing PeriodJan – Dec 2004 AreaObjectivePerformance Measures/ Indicators Specific Target Key action items StrategyFine tune marketing strategy Market shareAchieve 35% share Research competition and customer needs SkillsAssess team capabilities Quiz results Customer feedback Avg 80%+ Quiz results Delighted customer feedback Refresher course Customer feedback survey SystemsUse IT to the fullestAvg time to respond to queries Reduce from 1 day to 12 hours Electronic filing and mail course

23. CRS Cube Template contd AreaObjectivePerformance Measures/ Indicators Specific TargetKey action items Relationship Stakeholder Generate profits above forecast Quarterly financial reports From 50mn to 75mn Expand markets Review costs Relationship Customer Reduce fuel filling time Avg time to service fuel customer Reduce fuel filling time from 2 min to 90 sec Time & motion study Staff training Relationship Employee Boost team morale Attrition %ageReduce attrition from 5 to 2.5% Employee Surveys Events Relationship Supplier Reduce payment time Invoice payment time From 45 to 30 days Liaise with accounts Faster invoice submissions Consensus Building Build ownership of initiatives Market shareAchieve 35% share Weekly meetings with sharing awards

24. The Process … is the beginning 1.Preliminary CRS Cube assessment in red, orange and green areas 2.Client selection of methodology; from least to most intensive interventions: Choose wisely from the three choices: Fix the red and orange areas only Implement the Balanced Business Score Card Implement CRS Cube Performance Management Model