Performance Management Practice

1. What’s Your Strategy for 2011?
How will you grow your business?
Performance Management Practice

2. Its Difficult to Manage Change . . .
Its Difficult to Manage Change . . .
People do not like to change old habits. Innovation occurs when
the right
the right people are in the right jobs with the right resources.
are in the right with the right
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3. Most Organizations Do Not Know
How Manage Change.
h
Successful transformation is based on ability to
get people engaged in changing business practices.
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4. Performance is a Function Practice
Performance is a Function Practice
An effective performance management practice creates
opportunity to get workers engaged in creating a better future.
opportunity to get workers engaged in creating a better future
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5. Performance Management Practice
Performance Management Practice
An efficient performance management practice is based on
making incremental improvements to facilitate step change.
making incremental improvements to facilitate step‐change.
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6. Step One – Model Business Value Creation
Detailed modeling of organizational structure, decision‐making and process/workflow.
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7. Step Two – “Quantify” Hidden Costs
Administrative
General administrative
Maintain brand‐resources
Operations, Planning, Reports, etc.
Upgrade & maintain systems
Web site maintenance
Authoring
Audio or video
Editorial or text
Image or graphics
Numerical
Communications
Contact Management
Email Correspondence
Scanning/Faxing
Phone – Correspondence
Other (texting, etc.)
Creative Development
Brainstorming & discussion
Drawing & writing (by hand)
Whiteboarding
File Management
Searching
Verifying Filenames
Creating Filenames
Categorizing files and folders
Reorganizing files and folders
Backing up files
Rights management & access
Transferring files
Meetings
Onsite meetings
Offsite meetings
Research & Learning
Web‐based online research
Offline research
Self‐directed problem solving
Support & Training
Hardware training
Software training
Supported problem solving
Illustration depicts knowledge worker activities (proportionately) and related costs.
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8. Step Three – Identify Collective Thinking
Tap into the collective thinking of the organization to identify how to make
incremental improvements (15 to 45 day projects) and focus resources.
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9. Step Four Develop Strategy & Roadmaps
Step Four – Develop Strategy & Roadmaps
Leverage insight gained to guide strategy and implement roadmaps.
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10. Step Five – Continuous Benchmarking/Coaching
Step‐Change implementation guided by performance benchmarking and coaching.
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11. Performance Management Workflow
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12. Performance Management Engagement
OBJECTIVE ‐ Engage CXO’s, subject matter experts, solution providers and application specialists to facilitate step‐change
by empowering knowledge workers with solutions and know‐how to maximize efficiencies and returns on capital.
OPPORTUNITY ‐ Leverage activity‐based metrics to break down structures / barriers and deliver insight to guide decision
making, improve agility and responsiveness of knowledge workers who are engaged to improve business practices.
ENGAGEMENT ‐ Initial engagement assesses business value creation (Step 1) utilizing available information and activity‐
based knowledge worker analytics to model structures and quantify hidden costs and inefficiencies (Step 2).
GUIDING PRINCIPLES ‐ Optimization of structure, process and resources based on the following assumptions:
GUIDING PRINCIPLES Optimization of structure process and resources based on the following assumptions:
• Performance management practice guides decision making, engagement and defines scope of 15 to 45 day projects.
• Understanding of knowledge worker performance introduces insight to guide business transformation.
• Knowledge of hidden costs self‐directs and empowers knowledge workers with a strong sense of purpose / incentive.
DELIVERABLES – Delivery of document (detailed presentation) and briefing containing the following:
• Clear next‐action steps driven by analytics, strategy and initial roadmaps to guide innovation projects.
• Delivery of strategic insight to guide investment decision making and allocation of resources.
• Opportunity to identify and reduce risks and enhance returns for stakeholders of no less than 30X of project cost.
• Insight and know‐how to eliminate source of bottlenecks, redundancies and busy work that impact productivity.
Insight and know how to eliminate source of bottlenecks, redundancies and busy work that impact productivity.
• Itemized break down of hidden costs and initial prioritization of work efforts (what to do now, next and later).
• Input to setup process / tools to generate collective thinking of organization to improve worker engagement.
• Initial input to guide development of strategy and roadmaps to guide step change and drive work efforts.
Charles Caldwell – P.O. Box 1009 Portsmouth, NH 03802 603‐294‐4171 chas@glbvst.com www.doingtherightthings.com
Copyright 2011 © Global Investments. All rights reserved.