alignment model process n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Organizational Alignment PowerPoint Presentation
Download Presentation
Organizational Alignment

Loading in 2 Seconds...

play fullscreen
1 / 42

Organizational Alignment - PowerPoint PPT Presentation


  • 409 Views
  • Uploaded on

Alignment Model & Process. Organizational Alignment. What is the Alignment Model?. A tool for achieving superior results through purposeful organizational alignment A means of understanding basic elements of strategic alignment and operational alignment

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Organizational Alignment' - chessa


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
what is the alignment model
What is the Alignment Model?

A tool for achieving superior results through purposeful organizational alignment

A means of understanding basic elements of strategic alignment and operational alignment

A tool for developing meaningful strategy

A tool for organizing operations in a way that makes sense

A tool for diagnosing organizational issues to identify root causes and propose corrective actions

common applications w client examples
Common Applications w/ Client Examples

Establish common organizational identity

  • African American Affinity Network (JCI)
  • Corporate Diversity & Public Affairs Department (JCI)
  • Corporate Communications Department (JCI)
  • The Billion Dollar Roundtable
  • Interiors Business Unit (JCI)
  • Johnson Controls – Saft JV

Drive strategic planning

  • Holland, MI Chamber of Commerce
  • Lakeshore Habitat for Humanity
  • Corporate Product Safety Department (JCI)
  • Michigan Minority Business Development Council
  • Indiana Minority Supplier Development Council
  • World Medical Relief (Detroit)
  • United Performing Arts Fund (Milwaukee)

Develop business processes and metrics dashboards

  • Central South Texas Minority Business Council
  • Medical University of Charleston, SC
  • City of Charleston, SC

Develop people systems

  • Corporate Law Department (JCI)
  • (virtually all functional groups within JCI Automotive Experience BU)

Does this apply to a PMO?

the alignment model

Strategic Objectives

Stake-

holders

Future

Value

StrategicAlignment

  • Strategies/Initiatives
  • Tactical Plans
  • Measures/Targets

Hedgehog Concept

refresh

Business

Processes

Current

Value

Customer

OperationalAlignment

  • Organization Structure
  • Information Systems
  • Metrics
  • People Systems
The Alignment Model

Vision

Mission

starting point

Hedgehog Concept

Starting Point

The hedgehog knows only one big idea,

but he executes it perfectly

time and time again.

your hedgehog concept

What you are deeply passionate about

What drives

your

economic

engine

What you can

be the best in

the world at

Your Hedgehog Concept
building the alignment model

Strategic Objectives

How We’re Going to Get There

Stake-

holders

Future

Value

  • Strategies/Initiatives
  • Tactical Plans
  • Measures/Targets

Who We Are

Hedgehog Concept

refresh

Business

Processes

How We Do It

Current

Value

Customer

  • Organization Structure
  • Information Systems
  • Metrics
  • People Systems
Building the Alignment Model

Where We’re Going

Vision

Mission

What We Do

levels of alignment
Levels of Alignment
  • Internal alignment at each level
  • Vertical alignment from Enterprise level to Business Unit level to Department level, etc.
  • Horizontal alignment between functions (i.e. complementary missions, visions…)
typical approach

Strategic Planning Session

Typical Approach

Define your Hedgehog Concept

Clarify and crystallize your Mission

Articulate a clear Vision

Define Strategic Objectives (goals) that align to the Vision, along with Measures & Targets

Develop Strategies and Tactical Plans to achieve the Strategic Objectives

  • Define and document the Business Processes by which you execute your Mission
  • Create an Organization Structure that makes sense for leading and managing the Business Processes
  • Implement Information Systems and Tools that enable the Business Processes
  • Develop a Metrics Dashboard that tells you how effectively and efficiently your Business Processes are operating
  • Staff and Develop the Right People with the Right Skills in the Right Places doing the Right Things to ensure successful Business Process outcomes.
your hedgehog concept1

What you are deeply passionate about

What drives

your

economic

engine

What you can

be the best in

the world at

Your Hedgehog Concept
purpose of the hedgehog concept
Purpose of the Hedgehog Concept

informsyour mission, vision, strategic plan, business processes, and all the other elements of the business

provides clarity about who you are with a deep understanding of how you will achieve success

hedgehog examples
Hedgehog Examples

Product Safety Department

“One is Too Many”

(injury, investigation, lawsuit, recall)

Law Department

Game-changing events; High value-add focus;

Close to the business; Efficient

Billion Dollar Roundtable

Diverse Supplier Development best practices,

thought leadership, and business case

definition of mission
Definition of “Mission”

Mission is purposeor “reason for being”

Mission is enduring…dayin and day out …doesn’t change often

Core is often a verband a noun

Essentially defines value delivered to customers

expressing mission engineering example
Expressing Mission – Engineering Example

MISSION of an engineering department, in its simplest expression, is something like:

Develop Product

MISSION STATEMENT can be embellished:

Develop world-class automotive interior products that surprise and delight customers and consumers.

Embellishments should serve to create excitement or communicate uniqueness, but should not detract from the Mission Statement being a sound bite.

mission examples
Mission Examples

Central South Texas Minority Business Council

“We do 3 things: certify, connect, develop”

Johnson Controls – Saft JV

Create stakeholder value by providing advanced battery solutions for vehicle applications.

Information Technology Department (JCI)

Connect people-to-people, people-to-information,

and people-to-process

strategic planning elements1

vision

Strategic Planning Elements

Objective: goal statements that reflect aspects of the vision

Vision:

clearly defined, decisive, attainable future rooted in customer needs; a preferred future state

objective

tactics

  • strategies

Strategies: courses of action laid out to reach the objectives

objective

tactics

  • strategies

Tactics: strings of planned actions (projects) that make up a strategy

tactics

objective

  • strategies
slide22
"Vision without action is a daydream.

Action without vision is a nightmare." 

– Japanese proverb

definition of vision
Definition of “Vision”

A short, succinct, and inspiring statementof what the organization intends to become and to achieve at some point in the future, often stated in competitive terms.

Intentions that are broad, all-inclusive and forward-thinking. 

The imagea business must have of its goals before it pursues them.

Describes aspirations for the future, without specifying the means that will be used to achieve those desired ends.

Simple – Bold – Organic

success vision
Success & Vision

“Corporate success depends on the vision articulated by the chief executive or the top management.”

“For a vision to have any impact on the employees of an organization it has to be conveyed in a dramatic and enduring way.”

“The most effective visions are those that inspire, usually asking employees for the best, the most or the greatest.”

“Keep stretch in your vision, communicate it constantly, and keep linking the events of today to your vision, underscoring the relationship between the two.”

visioning approaches
Visioning Approaches

Externally-Focused

“What will be the impact of what we will become”

Internally-Focused

“What we will become”

Superlative of Mission

“Become the best at what we do”

vision examples
Vision Examples

Become the world’s leading consumer company

for automotive products and services

Enable people and businesses throughout the world to realize their full potential

A more comfortable, safe and sustainable world

Put a man on the moon by the end of the decade

and bring him home safely again

Beat Coke!

sources of strategic objectives

Make the vision a reality.

1

Strategic Objectives

Future

Value

Strengths and Weaknesses in the operating environment.

Hedgehog Concept

refresh

Business

Processes

Current

Value

Customer

2

  • Organization Structure
  • Information Systems
  • Metrics
  • People Systems

3

Opportunities and Threats in the business environment.

Sources of Strategic Objectives

Stake-

holders

Vision

  • Strategies/Initiatives
  • Tactical Plans
  • Measures/Targets

Mission

External Environment

slide29
Opportunities / Threats in the Business Environment

Sources of Strategic Objectives

What drives our economic engine

3

Strengths / Weaknesses in the Operating Environment

What we can be best at

2

Issues / Opportunities for achieving the Vision or delivering on the Mission

What we are passionate about

1

product safety example
Product Safety Example

Mission: Ensure safe products and services.

We do this by…

  • Preventing safety issues
  • Solving safety issues
  • Driving safety knowledge and awareness into the organization
  • Ensuring compliance to regulations

Vision:We are committed to, and recognized for, product and service safety - every action, every time. “A journey from reaction to audits to accountability.”

Strategic Objectives:

Culture: Foster a culture where product and service safety is a normal behavior lived out by the organization.

Leadership: Make Johnson Controls a recognized leader in industrial, governmental, and research discussions on product and service safety and innovation.

Process: Standardize and globalize product and service safety business processes.

Organization: Execute product and service safety vision and mission with a lean organization where accountabilities are where they belong.

Technology: Define and implement integrated and collaborative safety tools worldwide (information systems solution).

progress against the vision
Spokes are key strategic objectives

Position on spokes measure progress toward vision

Progress against the Vision
core processes
Core Processes

Enterprise or Business Unit level:

  • The steps of value creation which produce a product or service the customer is willing to pay for.

Functional or Department level:

  • The steps of value creation which produce a deliverable that an internal customer needs or wants.

Suppliers

Customers

Inputs

Outputs

Process Steps

  • What is critical to the
  • Customers’ satisfaction?
    • CTQ (quality)
    • CTC (cost)
    • CTD (delivery)
sub processes enabling processes
Sub-Processes & Enabling Processes

Sub-Processes:

  • Process segments within a Core Process.

Enabling Processes:

  • Processes that support Core Processes and Sub-Processes.

Core Process

Suppliers

Customers

Inputs

Outputs

Process Steps

Sub-Processes

Enabling Processes

process mapping
Process Mapping

Suppliers

Customers

Process

Create the SIPOC diagram

  • Identify customers and their care-abouts
  • Identify process outputs

(deliverables – tangible output of the process)

  • Identify process inputs and suppliers
  • Establish process boundaries

Inputs

Outputs

A Process Map is a first step toward standardization and continuous improvement.

  • Establish process boundaries
    • Identify the triggers that start the process
    • Identify the deliverable or event that ends the process

Process

Start

End

Suppliers

Customers

  • Identify major milestones within the process

Inputs

Outputs

Process Steps

  • Map the process steps
    • Identify inputs and outputs for each step
    • Define who performs and tasks involved
    • Identify information required or produced and the source or destination
    • Define cycle time and elapsed time
metrics dashboards characterizing business performance
Metrics Dashboards – Characterizing Business Performance

Efficiency Metrics

Resources consumed to do the work

Achieved by improving what happens inside the process

Effectiveness Metrics

Quality of outputs per customer requirements

Achieved by improving what comes out of the process

Suppliers

Customers

Inputs

Outputs

Process Steps

cascading dashboards
Cascading Dashboards

System Effectiveness

BusinessResults

Key MeasurementsOverview

Top Level

Business Metrics

Customer Shareholder Employee

Process/

Business Unit /

FunctionalMetrics

Customer

Innovation

People

Increasing Detail

Level in Organization

Prod.Bus.Develop.

Bus.AwardProg.Mgmt.

Sourcing &Supply Mgmt.

OperationsMgmt.

Process/Dept./Plant

Metrics

Customer

Financial

Efficiency

Safety

People

Purpose of dashboard: See health of the business at a glance.

defining metrics
Defining Metrics

Good Metrics….

Are objective (vs. subjective)

Relate to project/business goals

Are clearly understood

Actionable

Include a clear goal/target

Can be applied consistently

people process framework
People Process Framework
  • Business Process has implications for Org Structure & Staffing Model.
  • Business Process and Staffing Model defines roles (Job Matrix, Job Descriptions).
  • Skills are derived from Job Descriptions and inform development program definition.
  • Assessment criteria derive from Skills definition.
  • Assessment Results inform Development Planning.
  • Development Plans drive development activities via training curricula and other development options.

Org Structure / Staffing Model

Business

Processes

Role Definition

(Titles, Job Descriptions)

Training Curriculum / Development Programs /

Other Development Options

Competencies

(Knowledge & Skills)

Talent

Acquisition

Development Plans

(Individual & Group)

Development Activities

Assessment

(Competency Gaps)