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XYZ Co. Are We On the Same Page?. “Mission”. Critical Success Factors. Company Measurements - “Dashboard”. Individual Expectations, Accountability & Feedback. If everyone knows what the target is, and the reward and measurement systems are in alignment, you will hit it!.

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xyz co are we on the same page
XYZ Co.Are We On the Same Page?

“Mission”

Critical Success Factors

Company Measurements - “Dashboard”

Individual Expectations, Accountability & Feedback

If everyone knows what the target is, and the reward and

measurement systems are in alignment, you will hit it!

Mark T. Livingston

definitions

Process Orientation

I

P

O

Output

Input

Process

Definitions
  • Dashboard key measurements of companies performance. Relevant daily, weekly, monthly and annual metrics
  • EAF Expectations (role, objectives), Accountability (performance measurements) Feedback (review process)
  • IPO Each persons role is quantified in terms of Inputs they receive, the value they add (Process)and Outputs they create (definition and metrics). Provides objective basis for 360 degree review process
  • 360 Degree review A peer, subordinate and superior evaluation that measures how well the individual supports others to meet their objectives

Mark T. Livingston

definitions1
Definitions

Organizational Capability ability to manage people for competitive advantage

Or/

A businesses ability to establish internal structures and processes that influence its members to create organization specific competencies and thus enable the business to adapt to changing customer and strategic needs.

Mark T. Livingston

organizational capability 1

CHANGE

ECONOMIC VICIOUS CIRCLE

COMPETITION

Organizational Capability1

To what extent do we understand economic and social conditions

affecting our business?

Continuous Learning; the ability to learn continuously about business

Conditions that affect the firm

1 Organizational Capability, Lake & Ulrich

Mark T. Livingston

organizational capability 11
Organizational Capability1
  • COMPETITIVE ADVANTAGE
  • Perceived Customer Value
  • Sources of Uniqueness

To what extent do we understand and meet customer needs?

Customer intelligence; the ability to scan continuously and learn

from customers

Competitor intelligence; the ability to examine continuously and

learn from competitors

1 Organizational Capability, Lake & Ulrich

Mark T. Livingston

organizational capability 12

SOURCES OF UNIQUENESS

TECHNOLOGICALCAPABILITY

ORGANIZATIONAL CAPABILITY

ECONOMIC/FINANCIALCAPABILITY

STRATEGIC/MARKETING

CAPABILITY

Organizational Capability1

To what extent does my business demonstrate world-class performance in

each source of uniqueness as well as the ability to integrate them?

Paradox; the ability to deal with competing demands

1 Organizational Capability, Lake & Ulrich

Mark T. Livingston

organizational capability 13
Organizational Capability1

SHARED MINDSET

To what extent do we have a shared mindset inside and outside

The organization?

Internalized Organizational Values; the ability to make customer

values employee values

Mindset dispersion; the ability to build a shared mindset inside and

outside the organization

1 Organizational Capability, Lake & Ulrich

Mark T. Livingston

organizational capability 14
Organizational Capability1

MANAGEMENT PRACTICES

To what extent do we use all management practices to build

shared mindset?

Integration; the ability to integrate all the management

Practices

Unity; the ability of management practices to build internal and

external unity

1 Organizational Capability, Lake & Ulrich

Mark T. Livingston

organizational capability 15
Organizational Capability1

CAPACITY FOR CHANGE

To what extent do we have the capacity for change?

Symbiosis; the ability to remove boundaries between external

threat and internal action

Reflexiveness; the ability to learn from previous actions

Alignment; the ability to integrate tasks, structures, processes and

Systems at the technical, political and cultural levels

Self Renewal; the ability to change over time

1 Organizational Capability, Lake & Ulrich

Mark T. Livingston

organizational capability 16
Organizational Capability1

LEADERSHIP AT ALL LEVELS OF THE ORGANIZATION

To what extent do we have leadership throughout the organization?

External Leadership; the ability to translate external needs to internal

Vision

Internal Leadership; the ability to translate vision into action

1 Organizational Capability, Lake & Ulrich

Mark T. Livingston

business realignment development framework
Business Realignment/Development Framework

Objective:

  • Provide a framework for competitive advantage and aligning an organization and its stakeholders toward that objective
  • Reconcile a “smorgasbord” of management theories and answer questions about :
    • Competitive Advantage
    • Leadership & Teamwork
    • “Re-engineering”
    • Values; “greed”, executive salaries
    • Social economic inequality; growth of upper 20%v vs middle 60% and lower 20%
    • Corporate Responsibility;
    • Stakeholders

Mark T. Livingston

business realignment development framework1
Business Realignment/Development Framework
  • Assessment
    • Situation
      • If critical - Initiate cash flow controls to preserve cash & protect equity/security
    • Validate business model
    • SWOT
    • Determine if sustainable core business exists

Mark T. Livingston

business realignment development framework2
Business Realignment/Development Framework
  • Planning
    • Identify/solve the initial business model problems
    • Identify/prioritize opportunities to increase revenues, reduce costs, increase cash flow
    • Identify/set measurable milestones (critical success factors), metrics for revenues, costs, quality, productivity, customer satisfaction & retention
    • Align stakeholder objectives and provide an acceptable go forward plan

Mark T. Livingston

business realignment development framework3
Business Realignment/Development Framework
  • Implementation
    • Take action & responsibility to achieve agreed upon goals
    • Report, measure progress and results weekly, monthly
    • Develop tools, training & systems to support staff to meet objectives
    • Create self sustaining strategic business building process for succession teams to continue business successfully

Mark T. Livingston

xyz co value chain business model

Customer

Segment 1

Customer

Segment 2

Customer

Segment 3

Affinity Group

Direct

Retail

Wholesale

Distribution

Channel

Outsourced/External Competencies

i.e.

  • Distribution
  • Telemarketing/Customer Service
  • Database Management
  • Other

Operations

Financial

management

Technical

Support

Outside Resources/Alliances

Owned/Internal

Competencies

Marketing

Systems / WAN

Management

Business

Development

Human Resources

Research &

Development

Raw

Materials

Suppliers

Materials

To be

Converted

Service

Providers

Contract

Manufacturers

Content

Providers

XYZ Co.Value Chain/Business Model

Mark T. Livingston

slide16
Value Chain/Business Model - Notes

This is a diagram I use to analyze a businesses value chain.

  • I want to understand the business by each customer segment. I also want to understand how the end users of customers product use product (if customer of the subject business is not the consumer or end user).
  • Next I want to understand relationships with distribution channels, potential conflicts and opportunities;
    • Those used by subject company
    • Then those used by competitors/providers of alternatives to product or service
  • Next I want to understand relationships with suppliers of raw materials, etc.
    • Is subject an “A” customer ( very important to supplier) or a B,C,D or F?
    • Can subject improve relationship to reduce cost, shorten leads, increase quality, etc
    • Alternative sources of supply
    • Impact on service cycle
  • Next an analysis of “owned” competencies, comparison to best practices. Can someone else add more value to them than the subject? If so, consider outsourcing.
    • Economics
    • Impact on service cycle
    • Opportunity for improvement

To succeed, every business must add value to an organization or individual. To out compete other providers, the organization must add more perceived value, to it’s “value chain” than those other providers. The same is true for individual competitive advantage

The objective of this analysis is to understand the “value chain” for the business and all of the “stakeholders” necessary to create that value. The “chain” varies from organization to organization based on how the organization converts it’s raw materials, information or components. The winner, over time, is always the organization that can add the most value. This hasn’t changed since the spice trade routes were first developed. Initially, trade route and distribution support channels were developed to support overland trade. When galley ships began using trade routes around the Cape of Africa, galley ship operators won trade business because they were more reliable, faster and less expensive than overland routes. This spawned supporting industries in the ports and galley ship building enterprises. When Clipper ships were developed they were adopted for the same reasons. Galley ship building competencies were not the same as Clippers and new builders emerged to satisfy the market. When Steam ships were developed they also were adopted and as before a new ship building industry (steel construction; different competencies) emerged to satisfy demand. The steam ships were so successful the Clipper captains petitioned congress under the theory of unfair competition. Nothing’s changed. Understanding the value chain is critical to competitive strategy and advantage.

Mark T. Livingston

xyz co industry growth curve
XYZ Co.Industry Growth Curve

Consolidation; many companies go

out of business or are acquired

Many new competitors, shrinking margins

Few competitors, high margins

Mark T. Livingston

xyz co company growth curve
XYZ Co.Company Growth Curve

Mark T. Livingston

xyz co company growth curve1
XYZ Co.Company Growth Curve

Mark T. Livingston

xyz co external service cycle creating customer perceptions

Point of Contact

“Moment of Truth”

With Customer

XYZ Co.“External”Service Cycle-creating Customer Perceptions

Mark T. Livingston

moments of truth
“Moments of Truth”

Mark T. Livingston

xyz co internal service cycle

Process Orientation

P

I

O

Input

Output

Process

XYZ Co.“Internal”Service Cycle

Individual Understanding of Role

Mark T. Livingston

life app success failure accident or design
Life “APP”Success/Failure – Accident or Design
  • How do you increase the Probability of Success ?
  • Can you define it?
  • “Begin with the end in mind”
    • Stephen Covey

Mark T. Livingston

life app success failure accident or design1
Life “APP”Success/Failure – Accident or Design
  • Alignment
  • Personal Values
    • Relationships
    • Social
    • Intellectual
    • Physical/Spiritual
  • Interests
  • Individual Strengths & Weaknesses
  • Vision of the future
    • Where do you want to be in the “Food Chain”?

Mark T. Livingston

life app success failure accident or design2
Life “APP”Success/Failure – Accident or Design
  • Perspective
  • Understanding of Process
  • Education you need
  • Competitive Advantage
    • Individual
    • Organizational
  • Options

Mark T. Livingston

life app success failure accident or design3
Life “APP”Success/Failure – Accident or Design
  • Increase Probability of Success
  • Take Action to
    • Maintain “Alignment”/Congruency
    • Invest in yourself to increase “Perspective”

Mark T. Livingston