driving strategic transformation programs webinar

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This presentation focuses on how to generate leadership "pull" for transformation initiatives. Those organizations less mature in their strategy execution journey tend to focus on immediate challenges together with the ROI of projects and programs. Strategic alignment is often neglected. In many ways the focus in less mature organizations is a function of the Operational excellence team's ability to control projects, but lesser ability to control or influence the more strategic issues. This ability alone is a key differentiator between those teams that don't make real progress down the maturity continuum and those that do. Article Source: http://www.slideshare.net/grantcrow12/driving-strategic-transformation-programs-webinar-26149777 For more information visit: http://www.i-nexus.com/

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PowerPoint Presentation - Slide 1

Did We Move the Dials?Driving Strategic Transformation Programs i-nexus 2010 i-nexus 2010Observations on Transformation Programs in 100+ Large OrganisationsLevel of PullLevel of MaturitySize of bubble = Relative Impact on Shareholder ValueFocus on ProjectSuccessFocus on ProgramROIFocus on OperationalPerformanceFocus on StrategicAlignmentBig Y = Speed to Tangible BenefitsBig Y = Initiative ROIBig Y = Process KPI ImprovementBig Y = Business Results Improvement i-nexus 2010Slide #2Most organisations Follow A Similar Journey....The Business Execution Maturity Model (BEMM)GoalDrivenProcessDrivenProgramDrivenProjectDrivenBEMMLevelsKeyGoalsDemonstrate SuccessAccelerate Benefit DeliveryMake Improvement SustainableAlign Improvement With GoalsLevel 1Level 2Level 3Level 4We Need To Implement Some Change ProjectsWe Need a Company-wideTransformation ProgramWe Need Our Operational Managers to Drive ImprovementWe Need to Align of Transformation Efforts With Our Business GoalsTypicalDecisionsPushPullPredominantChange Mode i-nexus 2010Slide #3What is the primary way your organization measures the success of your process excellence initiatives?

Hard financial benefits delivered

Change in organizational culture

Performance against KPIs of the program

Contribution against strategic goal

Increase in customer satisfaction20122008N=10310402030506064711513 i-nexus 2010Slide #Conceptually what do you need to succeed?DesiredBusiness ImpactChanged Process OutcomesProcess, People and System Changes Needed to Achieve Changed OutcomesAbility to systematicallytranslate strategy intoactionable prioritiesAbility maintain a laser focus on executionAbility to systematically make course corrections as we execute i-nexus 2010Slide #Practically how do we do this?

Learn more visitwww.i-nexus.comLeading organizations are increasingly combining key concepts from...

Hoshin Planning X-Matrix, Bowling Charts, A3sOperational Excellence Stage Gates, PDCA, Lean Six Sigma ToolsBalanced Scorecards Strategy Maps, Cascaded Scorecards ....to create an integrated Transformation system

Closed-loop Business Execution i-nexus 2010Slide #Systematically translate Objectives to Actionable PrioritiesStrategyMapsHoshin X-matricesA3s/Annual Improvement Plans/Action PlansAbility to systematicallytranslate strategy intoactionable priorities i-nexus 2010Slide #

Strategy mapping helps you create consensus, X-matrices help you translate into actions..FinancialCustomerInternalLearningMeasureTargetInitiativeIncrease ProfitMaximiseUtilisationRetainCustomersLowCost OfferFastTurnaroundMotivatedCrewObjectiveAchieve FastGround TurnaroundOn Ground Time

On Time Departure

25 Minutes

95% FlightsReduceTurnaroundTimeStrategy MapHoshin Plan i-nexus 2010Slide #Strategy Map to X-Matrix Example

i-nexus 2010Slide #The A3 helps those responsible for goals to charter the action plan, track the results and manage risks

Ground Operations Transformation ProgramBackgroundAirplane turnaround time is averaging 140 minutes. The consequence of this is poor utilization of assets and low customer satisfaction/below industry average customer retention both of which are eroding profitability. We need to dramatically reduce turnaround time and increase on-time departures.Offloading process improvementImproved Maintenance ScheduleScoping is behind plan Process ChangedOrganisation Changed i-nexus 2010Slide #Systematically maintain a laser focus on execution...

i-nexus 2010Slide #Execute against a shared plan with clear milestones and

i-nexus 2010Slide #Grasp the situation utilise integrated bowling charts to track progress/impact of strategic initiatives

i-nexus 2010Slide #Keeping on track Use MAAR to focus on root causes and to instigate countermeasures

CauseActionOwnerDueStatusAReduce instances of APTDJanBRemove instances of BABCFebMeasureAnalyseActionReviewOn Time Departure

Analysis of Root CausesAction Planning/ProgressValidation of ImprovementA B C DRCJFMAMJJASONA1021161800000B1823241629026 i-nexus 2010Slide #Conceptually what do you need to succeed?DesiredBusiness ImpactChanged Process OutcomesProcess, People and System Changes Needed to Achieve Changed OutcomesAbility to systematically make course corrections as we execute i-nexus 2010Slide #Paradigm Shift 1 -Review execution not historic performanceFrom: Are we meeting our targets?To: Will the actions we have underway enable us to achieve our goals? FebJanMarMayAprJun102040305070609080100Action: ABCTarget Date: AugImpact: +20 UOMs Action: XYZTarget Date: OctImpact: +35 UOMs SepJulAugNovOctDec i-nexus 2010Slide #The Real Question is Are We Likely To Hit Our Targets?

Improve Process Yeild

Impact:0.4% ReductionDate:28/09/2010 i-nexus 2010Slide #How can we get fit for Business Execution?Drive Strategic and Sustainable TransformationDevelopCore Execution CompetenciesCausal Thinking SkillsPrioritisation/ Improvement ToolsPDCA Approach to Operational ReviewsProcess ThinkingCrystallizeVision/Hoshin Planning ApproachEstablish Annual Hoshin TimetableProvide Guidance on Stretch Goal SettingCodify the Review ProcessImplement Leader Standard WorkAlign Resource and RewardPlanningSynchronise the Budgeting/ Forecasting ProcessAlign With Annual Performance ReviewsAlign Rewards with Catch-ball TargetsUnderpin With aBusiness Execution PlatformCreate Single Version of TruthEnsure Line-of-Sight for Every EmployeeTake Effort/ Complexity out of Catch-ball/ReviewMake Performance Transparent i-nexus 2010Slide #How can i-nexus help you realise the full potential of Business Execution?

The i-nexus on-demand Platform provides the most complete foundation available today for organisation-wide Business Execution.Our global consulting partners have a deep understanding of what it takes to establishbusiness execution disciplines and are ready to help you build the competencies you need.

Learn More: www.i-nexus.com i-nexus 2010Slide #www.i-nexus.com i-nexus 2010Slide #Business Navigator

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