A Customer Centric, Innovational Driven, Leadership Supporter, Entrepreneur Creater Management Framework Structure

1. Company X
Strategic
Goals
Customers
MainStrategicTheme(ContainerforallCompanyX
StrategicThemes)
Customer Centric Strategy
A zero defect workplace An Automated workplace
Innovation Adoption
Is the Key
MainStrategicTheme(ContainerforallCompanyX
StrategicThemes)

2. We Need to Identify all kind of
waste
Each process should be
identified in terms of its waste
generation
Each department has its
own processes and
procedures
All departments should be aligned
and work in synch to run the whole
center in the most efficient and
effective way
This should aim towards developing our
employees way of thinking and educate
them on a continuous bases
SUSTAINABILITY
Processes’
Process Mapping
Service and Products
Process Mapping
Our Employees are
one of our main
assets

3. Department 1 Department 2
Department 3 Department 4
HRIT
Finance
Company X

4. Department 1 Department 2
Department 3 Department 4
HRIT
Finance
Company X
Main Processes
Sub Processes
Procedures
Department
Goals
Forms
Main Processes
Sub Processes
Procedures
Department
Goals
Forms
Main Processes
Sub Processes
Procedures
Department
Goals
Forms
Main Processes
Sub Processes
Procedures
Department
Goals
Forms
Main Processes
Sub Processes
Procedures
Department
Goals
Forms

5. Department 1 Department 2
Department 3 Department 4
HRIT
Finance
Company X
PRODUCTSSERVICES
PRODUCTSSERVICES
PRODUCTSSERVICES
PRODUCTSSERVICES
PRODUCTS
SERVICES
PRODUCTS
SERVICES

6. Department Goals
Department
Company X
MainProcesses
SubProcesses
Procedures
Forms
Task Responsible Employee
Task reported to
Time required to perform task
Set by Employee
Time required to perform task
Set by Manager
Cost required to perform task
Set by Employee
Cost required to perform task
Set by Manager
Quality required to perform
task
Set by Employee
Quality required to perform
task
Set by ManagerQuality types
Cost Types
Cost
QualityTime
Efficiency KPIs need to be
identified per each process

7. Department Goals
Department
Company X
MainProcesses
SubProcesses
Procedures
Forms
AllTasksDetails
Targets for each
Sub-Process
Measurement Frequency for each
Sub-Process
Targets for each
Main-Process
Measurement Frequency for each
Main-Process
Data collection mean for each
Sub-Process
Data collection mean for each
Main-Process

9. KPI
#
1
Weight 1
KPI
#
2
Weight 2
KPI
#
3
Weight 3
KPI
#
4
Weight 4
KPI
#
5
Weight 5
KPI
#
6
Weight 6
KPI
#
7
Weight 7
Monthly KPI Performance
Measurement
Monthly
KPI
January
Weight 1
Monthly
KPI
February
Weight 2
Monthly
KPI
March
Weight 3
Monthly
KPI
April
Weight 4
Monthly
KPI
May
Weight 5
Monthly
KPI
June
Weight 6
Monthly
KPI
July
Weight 7
Monthly
KPI
August
Weight 8
Monthly
KPI
September
Weight 9
Monthly
KPI
October
Weight 10
Monthly
KPI
November
Weight 11
Monthly
KPI
December
Weight 12
Yearly KPI Performance
Measurement
Year KPI
#
1
Weight 1
Year KPI
#
2
Weight 2
Year KPI
#
3
Weight 3
Year KPI
#
4
Weight 4
Year KPI
#
5
Weight 5
5 Years KPI Performance
Measurement
Department X
Usage 1:
Employee
s
Performa
nce
measure
ment
(monthly,
yearly)
(5 years
successio
n
planning)
Usage 2:
Departme
nts,
Projects,
Programs,
Portfolio
tasks
Performa
nce
measure
ment
(,
monthly,
yearly,
5years)

10. Process 1
Process 2
Process 3
Process 4
Process 5
Process 6
Process 7
Process 8
Process 9
Process 10
Process 13
Process 12
Process 11
Process 14
Process 15
Process 16
Process 17
Process 18
Process 19
Process 20
Process 21
Process 22
Service X
Product Y
Department 1
Department 5
Department 2
Department 1
Department 1
Department 2
Department 1
Department 4
Department 5
Department 3
Department 1
Department 3
Department 2
Department 3
Department 4
Department 1
Department 2
Department 3
Department 2
Department 3
Department 1
Department 4

11. Sub Process 1
Sub Process 2
Sub Process 3
Sub Process 4
Sub Process 5
Service X
Product Y
Department 1
Department 3
Department 1
Department 3
Department 2
Task 1
Task 2
Task 3
Task 4
Task 5
Task 1
Task 2
Task 3
Task 4
Task 5
Task 1
Task 2
Task 3
Task 4
Task 5
Task 1
Task 2
Task 3
Task 4
Task 5
Task 1
Task 2
Task 3
Task 4
Task 5

12. Company X
Budget
Department
3 Budget
Financial statement
Monthly Cash Flow
Auditing
Costs
Auditing
Costs
Employees
Costs
Department
4 Budget
Department
2 Budget
Department
1 Budget
Department
5 Budget
Expenditure
Income
Should be either;
Balanced or,
Excess in Income
EXPECTED
ACTUAL
EXPECTED
ACTUAL

13. Supports work alignment between the different departments towards a
more collaborative workforce and a sustainable workplace and self
dependent workplace
Company X
Financial Statement
Department 3
Financial
Statement
Department 4
Financial
Statement
Department 2
Financial
Statement
Department 1
Financial
Statement
Department 5
Financial
Statement
Financial Accounting

14. Financial Accounting
Costs Breakdown to match as per each project
Project 1 Project 6Project 5Project 2
Project 4Project 3 Project
11
Project 9
Project 8Project 7
Project
10
ServicesProducts
Our Accounting system already supports this synchronization
But
Requires a re-structuring
PROJECTMANAGEMENT Initiation -
Preperation
Planning
Implementation
Monitoring
and
Assessment
Continuous
improvment
Project
12
Program 1 Program 2 Program 3

15. Main
Processes
Procedures
Sub
Processes
Efficiency
Effecteviness
Position Level
Duties
Main Purpose
Responsibility
Direct
Reporting
Skills
Tools
Competencies
Clients
Decision making
Problem Solving
Reports Preperation
Knowledge
Relationships
Work Experience
Formal Education
Skills
Certefication
ServicesProducts
Strategic
Goals
Performance Management System
Innovation
Creativity

16. Every task we accomplish at Company X should be considered as
an ICEBERG, with either of the following options:
Benefits Constraints
Shown Hidden Shown Hidden

17. We need to Log every thing and make it accessible for everyone to benefit from...
MAIN GOAL, to have it in our culture that we:
Admit our
strengths and
share them
Admit our
mistakes and
share them
Admit our
areas for
improvement
and share them
To achieve this goal we need to better structure these information to help drive our goal of having an
automated Company X which can run it self on its own**
** On its own à refers to a zero defect workplace

18. Company X Employees Training Development
New projects and tasks
to be accomplished
Aiming to be done
internally
Ability to take new tasks
and perform certain jobs
more efficiently and
effectively
Skills and competencies
Increase efficiency and
effectiveness for current
tasks and processes
Each employee to
have his/her own
SWOT analysis
Return on Investment
Each employee to
have his/her own
PESTL analysis
Creativity Innovation
These 3 requirements should
be accomplished and
measured prior to any
employee training approval
Performance
apraisal
Performance
Assessment
Employees
Goals
Department
goals
Company X
Strategic
Goals
Customers
Assessment
Stakeholders
assessment
Risk analysis

19. Performance Management Vs Financial Accounting Management
Tasks Breakdown to match as per each project
Every JoD we pay should be linked with a return on investment in reference to;
Process Mappings à Operational Goals à Strategic Goals
ServicesProducts
Our Accounting system already supports this synchronization
But
Requires a re-structuring
PROJECTMANAGEMENT Initiation -
Preperation
Planning
Implementation
Monitoring
and
Assessment
Continuous
improvment
Project 1 Project 6Project 5Project 2
Project 4Project 3 Project
11
Project 9
Project 8Project 7
Project
10
Project
12
Program 1 Program 2 Program 3

20. Performance Management Vs Financial Accounting Management
This will help remove the constraints, since it will help point the fingers towards;
What to reduce -in terms of expenditures-
What to increase -in terms of income (training, consultation, sponsorships, lectures, etc ..-
ServicesProducts
Our Accounting system already supports this synchronization
But
Requires a re-structuring
PROJECTMANAGEMENT Initiation -
Preperation
Planning
Implementation
Monitoring
and
Assessment
Continuous
improvment
Project 1 Project 6Project 5Project 2
Project 4Project 3 Project
11
Project 9
Project 8Project 7
Project
10
Project
12
Program 1 Program 2 Program 3
Every task to be done at Company X to be associated with a project

21. Products Services
Performance Management Vs Financial Accounting
Management
Company X Employees Training Development
New projects and tasks to
be accomplished
Aiming to be done
internally
Ability to take new tasks
and perform certain jobs
more efficiently and
effectively
Skills and competencies
Increase efficiency and
effectiveness for current
tasks and processes
Return on Investment
AN Interactive Financial Statement
PROJECTMANAGEMENT
Initiation -
Preperation
Planning
Implementation
Monitoring
and
Assessment
Continuous
improvment
Project 1 Project 6Project 5Project 2
Project 4Project 3 Project
11
Project 9
Project 8Project 7
Project
10
Project
12
Program 1 Program 2 Program 3

22. Company X
Mystery
Shopper
Customer
Satisfaction
Employee
Satisfaction
MarketingSalesPromotions
Training
Sessions
Awareness
Sessions
All of the above should be part of each program’s criteria
This is because
Each reflects an important part and represent a foundation for continuous improvement and development
Each of our employees to be an Excellence ambassador
And
Supports Company X vision and become a catalyst for more competitiveness and profits
With an aim for
Event
Management
… etc

23. Aimingtowards
Our Employees are
valuable assets
AimingtowardsWe end each year with a question:
Are you ready to leave us or not yet ?
Yes, but I want to stay
to help accomplish
the center’s vision
Yes, but I may come
back J
Yes, as I am an
excess at the
Company
No, I still have a lot to
learn and do at the
Company
Aimingtowards
Our processes will focus on having a
healthy and transparent workplace
TALENT DEFFERENTIATION – Each Employee is an Entrepreneur

24. Social Responsibility
1 day away
from work
2 days away
from work
3 days away
from work
4 days away
from work
5 days away
from work
Single social responsibility activity done alone or with a group
Should be proofed and measured and its reflection to be monitored
continuously
Double social responsibility activity (same topic or different topics) done
alone or with a group
Should be proofed and measured and its reflection to be monitored
continuously
Triple social responsibility activity (same topic or different topics) done
alone or with a group
Should be proofed and measured and its reflection to be monitored
continuously
Social responsibility Project done alone or with a group
Should be proofed and measured and its reflection to be monitored
continuously
Social responsibility Project done alone or with a group
Should be proofed and measured and its reflection to be monitored
continuously
Company X Main
Strategic Theme
and Strategic
Goals
Company X Main
Strategic Theme
and Strategic
Goals
Company X Main
Strategic Theme
and Strategic
Goals
Company X Main
Strategic Theme
and Strategic
Goals
Company X Main
Strategic Theme
and Strategic
Goals
VALUECHAIN
VALUECHAIN
A project template to be created and distributed PLANT Company X Values in our Employees

25. IDEAS Generation for every single issue related to Company X
EXAMPLE
Near Department 1
staff
Near Department 2
staff
Near Department 3
staff
Near Department 4
staff
Near Department 5
staff
1- We will be Educating our Staff...
2- We will be educating our Customers…
3- We will be educating our visitors…
4- We will be educating our guests…
5- We will be educating our Support Services employees…
We will be contributing towards a better country
Environment Protection
Recycling – Reusing
We will need to measure each of the previous 5 categories…
We will need to measure reflection each of the previous 5
categories on outside world
We will need to measure return on investment and use it
productively...
1
2
5
43
Continuous
monitoring
and
measurment
Spread the
knowledge of
sustainability
Add advices around them and
associate them with real numbers
form Company X experience
Makes everyone proud of what
they are doing in helping the
country and the world

26. LABOUR DAY
1/5/20XX
We need
to focus
on two
areas
Help support staff
dreams to develop in
their career
Help support the
succession planning
and career plans
Yearly bases to be implemented by Company X General Manager
Quarterly bases to be implemented by Company X Managers
One employee at a time to be Company
X General Manager on the next working
day after LABOR DAY off day
One employee at a time to be Company X
Manager / per each department on the first
working day of Jan,Apr,Jul,Oct

27. ManageServiceDeliveryProject/AddValuetodeliveredservices&Products
Leadership
Human Resources
Partnerships and
Resources
Customer / End User
Infrastructure
National Goals
Economy and investment
Strategy
Strategic Goals
Valuechaintoproduce/DevelopServices&Products()
Vision
Mission
Values
Involvement
Company X
Organizational
Structure
Empowerment/Delegation/
Capabilities build up
Quality
CostTime
Innovative Environment
Identify/Analyze Risks
Long term relationships
Exchange Experiences
Services Specifications
LessonsLearned/
Continuous
Improvement
Identify needs
Communication
Involvements
Support Creativity and
innovation
Social Responsibility
Involvement
Goals
Communication
Research Readiness
Analytical Readiness
Win – Win Relationship
Communication
Researches
Business Etiquette
Support studies and
researches
Studies and Researches
Knowledge Spread
Innovative Environment
Country different sectors
Awareness /
Training
Win – Win Relationship
Strategic Goals
Identify needs
Identify needs
%
%
%
%
%
LessonsLearned/
Continuous
ImprovementLessons
Learned/
Continuous
Improvement
LessonsLearned/Continuous
Improvement
KPIs
Capabilities &
Experiences
Operational Goals
Strategic Goals
Operational Goals
Business Etiquette
Studies &
Researches
Long term
relationships
Time
Policies and Strategies
Initiation
-
Preperat
ions
Plannin
g
Exec
ution
Measurem
ent and
Monitorin
g
Continuou
s
Improvmen
t
KPIs
KPIs
KPIs
LessonsLearned/
Continuous
Improvement
KPIs
Ideas and
Suggestions
Strategic Goals
Empowerments
Tools and
Equipments
Social Responsibility
Communication
Efforts
Processes
Quality
CostTime
Quality
CostTime
Quality
CostTime
Quality
CostTime
Agreements
Communication
Awareness /
Training
Ideas &
Suggestions
Recognition
Rewards and
Encouragements
Ideas & Suggestions
Awareness / Training
Rewards and
Encouragements
Technological Readiness
Financial Resources
Human Resources
Tools and Equipments
Not to force employees
on doing any thing
Commitment to work plan/
recognition
Community
Company X
Innovational
Excellence
Framework
structure

28. Executive Director
Manager
Employee
Co-Worker
Customer
Partner
Per Process
Per Employee
Per Task
Per Employee
Per Task
Per Employee
Per Process
Per Employee
Per Process
Per Employee
Per Process
Per Employee
Assign per manager…
To be assigned at the beginning of the service/product
value chain
Can allow & announce an extra margin for creativity and
innovation
Margin in either/both Time and Cost
But not Quality
Assign per employee…
To be assigned at the beginning of the process per each
service/product value chain
Can be re-assigned or mutual assignment for training/
qualifications purposes (to be categorized)
Can allow & announce an extra margin for creativity and innovation
Margin in either/both Time and Cost
But not Quality
Employees self assessment for their work
Can be compared later and help develop employees to
better assess themselves
Later to be justified and explained
Employees self assessment for their co-workers
When compared, margin of error (gap) will be pointed out
and to be eliminated
Later to be justified and explained
Customers self assessment for employees they deal with
This to be done at the end of each process/service delivery/
product
Later to be justified and explained
Partners assessment for employees they deal with
This to be done at the end of each process/service delivery/
product
Later to be justified and explained
Positions’ Required Skills
Positions’ Required Skills
Positions’ Required Skills
Positions’ Required Skills
Positions’ Required Skills
Positions’ Required Skills
Assign per manager…
To be assigned at the beginning of the service/product value chain
Can allow & announce an extra margin for creativity and innovation
Margin in either/both Time and Cost
But not Quality
Assign per employee…
To be assigned at the beginning of the process per each service/product
value chain
Can be re-assigned or mutual assignment for training/qualifications
purposes
Can allow & announce an extra margin for creativity and innovation
Margin in either/both Time and Cost
But not Quality
Employees self assessment for their work
Can be compared later and help develop employees to better assess
themselves
Later to be justified and explained
Employees self assessment for their co-workers
When compared, margin of error (gap) will be pointed out and to be
eliminated
Later to be justified and explained
Customers self assessment for employees they deal with
This to be done at the end of each process/service delivery/product
Later to be justified and explained
Partners assessment for employees they deal with
This to be done at the end of each process/service delivery/product
Later to be justified and explained
Education
Recommendations
Skills
Certeficates
Experiance
Exams
Interviews
When On Board
(Employees to assess themselves in all aspects)
When Qualifying
(Employees to assess themselves in all aspects)
Per Weight (may differ based on the process)
Per Weight (may differ based on the process)
Can be broken down per skill or Automatically
Distributed
Per Weight (may differ based on the process)
Per Weight (may differ based on the process)
Per Weight (may differ based on the process)
Per Weight (may differ based on the
process)
Per Weight (may differ based on the
process)
Per Weight (may differ based on the
process)
Per Weight (may differ based on the
process)
Per Weight (may differ based on the
process)
Per Weight (may differ based on the
process)
Per Weight (may differ based on the
process)
Per Weight (may differ based on the
process)
Per Weight (may differ based on the
process)
Per Weight (may differ based on the
process)
Supplier
Per Process
Per Employee
Suppliers assessment for employees they deal with
This to be done at the end of each process/service delivery/
product
Later to be justified and explained
Positions’ Required Skills
Suppliers assessment for employees they deal with
This to be done at the end of each process/service delivery/product
Later to be justified and explainedPer Weight (may differ based on the process)
Per Weight (may differ based on the
process)
Per Weight (may differ based on the
process)
Per Weight (may differ based on the process)
Per Weight (may differ based on the
process)
Per Weight (may differ based on the
process)
Can be broken down per task or
Automatically Distributed
Can be broken down per Processes or
Automatically Distributed
Can be broken down per skill or Automatically
Distributed
Can be broken down per task or
Automatically Distributed
Can be broken down per sub-processes or
Automatically Distributed
Can be broken down per skill or Automatically
Distributed
Can be broken down per task or
Automatically Distributed
Can be broken down per task or
Automatically Distributed
Can be broken down per skill or Automatically
Distributed
Can be broken down per task or
Automatically Distributed
Can be broken down per sub-processes or
Automatically Distributed
Can be broken down per skill or Automatically
Distributed
Can be broken down per task or
Automatically Distributed
Can be broken down per sub-processes or
Automatically Distributed
Can be broken down per skill or Automatically
Distributed
Can be broken down per task or
Automatically Distributed
Can be broken down per sub-processes or Automatically
Distributed
Can be broken down per skill or Automatically
Distributed
Can be broken down per task or
Automatically Distributed
Can be broken down per sub-processes or
Automatically Distributed
Extra optional Skills
Extra optional Skills
Extra optional Skills
Extra optional Skills
Extra optional Skills
Extra optional Skills
All extra points to be provided here
These will be given extra % as a bonus during the full assessment
Related to margins provided
All extra points to be provided here
These will be given extra % as a bonus during the full assessment
Related to margins provided
All extra points to be provided here
These will be given extra % as a bonus during the full assessment
Related to margins provided
All extra points to be provided here
These will be given extra % as a bonus during the full assessment
Related to margins provided
All extra points to be provided here
These will be given extra % as a bonus during the full assessment
Related to margins provided
All extra points to be provided here
These will be given extra % as a bonus during the full assessment
Related to margins provided
Per Weight (may differ based on the process)
Per Weight (may differ based on the process)
MUST be broken down per skill
Per Weight (may differ based on the process)
Per Weight (may differ based on the process)
Per Weight (may differ based on the process)
Extra optional Skills
All extra points to be provided here
These will be given extra % as a bonus during the full assessment
Related to margins providedPer Weight (may differ based on the process)
Per Weight (may differ based on the process)
MUST be broken down per skill
MUST be broken down per skill
MUST be broken down per skill
MUST be broken down per skill
MUST be broken down per skill
MUST be broken down per skill
Must attach each related document for current/future
reference
Must attach each related document for current/future
reference
Must attach each related document for current/future reference
Must attach each related document for current/future
reference
A%
B%
C%
D%
E%
F%
G%
Education
Recommendations
Skills
Certeficates
Experiance
Exams
Interviews
A%
B%
C%
D%
E%
F%
G%
100%
100%
A certain targeted % is required to fit in any
position
Targeted % to be given an upper threshold and
lower threshold
If upper threshold was exceeded multiple times,
the employee will be advised to whether qualify
for the next level or stay in the same level
If lower threshold
was exceeded multiple times, the employee will
be advised to explain, justify and advise
Career
Plans
Successio
nPlanning
Assessme
ntResults
Process
Per Sub Process / Task
Per Employee
Process KPIs to be reflected on the Employee assessment
Process PIs to be reflected on the Employee assessment
The employee is the main catalyst for the success of the
process
Positions’ Required Skills
Process KPIs to be reflected on the Employee assessment
Process PIs to be reflected on the Employee assessment
The employee is the main catalyst for the success of the processPer Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process)
Can be broken down per skill or Automatically
Distributed
Can be broken down per task or
Automatically Distributed
Can be broken down per sub-processes/task
or Automatically Distributed
Extra optional Skills
Process KPIs to be reflected on the Employee assessment
Process PIs to be reflected on the Employee assessment
The employee is the main catalyst for the success of the processPer Weight (may differ based on the process)
MUST be broken down per skill
A certain targeted % is required to fit in any position
Targeted % to be given an upper threshold and lower
threshold
If upper threshold was exceeded multiple times, the
employee will be advised to whether qualify for the next
level or stay in the same level
If lower threshold
was exceeded multiple times, the employee will be
advised to explain, justify and advise
Human
Resources
Developmental
Excellence
Framework
structure