Effective Organisational Strategy

Transcription

1 Effective Organisational Strategy Future Proof Your Business September 2018 Ooro, P.E.O., Ndwiga, K., & Berrian, H.M.

2 Agenda 1. About DaySeven Group 2. Strategic Direction & Leadership 3. Understanding Your Business Environment 4. Are YOU Ready for Change? 5. Measuring Your Performance 2

3 1. About DaySeven Group 3

4 1.1 About DaySeven Group 2008 DaySeven Consulting CC Established Level 3 B-BBEE Initial Focus Areas: Management Consulting Advisory Services Process & Project Management DaySeven Consulting CC Expansion Additional Focus Areas within DaySeven Consulting: Training Technology Research DaySeven Group (Pty) Ltd Established Specialist Companies Established within DaySeven Group: DaySeven Technology (Pty) Ltd DaySeven Projects (Pty) Ltd DaySeven Training (Pty) Ltd DaySeven Consulting retains focus areas: Management Consulting, Advisory & Research 2018 Expansion into East Africa Growth in DaySeven Consulting: Cross Sector Research Capability DaySeven Training: Services SETA Accreditation 4

5 2. Strategic Direction & Leadership 5

6 2.1 Setting The Tone What is Your Plan? Defining: Vision, Mission, Values & Goals Organisational Strategy (Plans, Structure, Culture) & Leadership Building a common/shared understanding Transition over time Understanding Change Determining a path for YOUR Future What you Need to Do vs. What you Have to Do What are the: Challenges, Timeframes & Priorities Are you Leading or Being Led? Your History/Legacy Where you Started This is NOW! Where you Are Your Future Where you are Going 6

7 2.2 Origin of Organisational Strategy Things that form an Organisational Strategy: Mission, Vision, Values & Goals Why we are in business Guides all strategic decisions What we will achieve when we fulfill our mission Mission Vision Goals Values Where we aim to be within a certain time frame The principles by which we do business 7

8 2.3 Defining Organisational Strategy All actions an organisation intends to take to achieve long-term goals: All these actions make up a company s strategic plan (Intentional Road Map) Strategic plans have a definite timeframe (How Long) They require involvement from all company levels. All your experience and input is relevant Common Goal, Self-Leadership Executive Long-Term Organisational Strategic Plans Management Implementation Operations Leadership Day-to-Day Management Day-to-Day Operations Short-Term Execution (Stepby-Step)

9 2.4 Importance of Organisational Strategy Does having an Organisational Strategy/Plan make a difference? It is the glue that links everything together Lack of Strategy = Strategy to Fail ORGANISATIONAL STRATEGY/PLAN VISION Plans Actions Goals SUCCESS LEADERSHIP

10 2.5 Why Strategy Implementation Fails Lack of understanding of; Individual, Team & Organisation Capability, & Responsibility Lack Of/Poor Communication Poor Resource Planning & Allocation Skills & Resources Matrix Insufficient Controls and Project Planning Poor Financial Decisions (Failure to appreciate cashflow needs or under-budgeting) 10

11 3. Understanding Your Business Environment 11

12 3.1 The Business Environment Market Influences: Market Forces: Suppliers, Customers, Intermediaries, Competitors Macro-Environment: Political, Economic, Social, Technological, Legal & Environmental (PESTLE Tool) Internal Influences: Vision, Mission, Objectives Value System Organisational Structure Quality of Workforce (HR Strategy) Available Resources 12

13 3.2 Understanding The Environment Business Environment Scanning: External What is the Competition doing? Internal What are we doing? Readiness for change Can we change and adopt? Adopt of Die Need for an Agile, Fluid Organisation Structure Objectives of External Analysis Review Analyse Identify Improve Review & Develop Strategic Direction based on the business Environment Use different tools to consistently Analyse & Monitor the business Environment Identify key Areas that need to be improved within LMC Becoming Competitive Develop and Execute Actions and Timeframes to improve the identified areas 13

14 3.3 Understanding The Environment Business Environment Scanning: ü External What is the Competition doing? Internal What are we doing? Readiness for change Can we change and adopt? Adopt of Die Need for an Agile, Fluid Organisation Structure Components of Internal Analysis Vision, Mission & Objectives Value System Org. Structure Quality of Workforce Legal Requiements Physical Resources & Technology (IP) 14

15 3.4 Understanding The Environment Objectives of the Internal Analysis Review Evaluate Identify Improve Review & Develop Strategic Direction based on the internal business dynamics Use different tools to consistently Evaluate LCM Strengths & Weaknesses Identify key Areas that need to be improved within LMC Building optimal and Sustainable Growth Develop and Execute Actions and Timeframes to improve the identified areas internally and measure improvement 15

16 4. Are YOU Ready For Change? 16

17 4.1 Theory of Change Theory of Change Managing the Change Process: Why do we need to change? When do we need to change? How do we manage change? What do we change? 2 Key determinants for Management & Staff: Readiness Openness/Willingness Have YOU answered these? Can be assessed by: Flexibility & Willingness to undertake strategic initiatives effectively at strategic management level 17

18 4.2 Planning for The Future ROI Long-Term Focus & Sustainability ACTIONS DRIVERS PLAN What we have to do Organisational policies and procedures Exceed set timelines Management s role What we need to do Business deliverables Operational staff s role Quick wins small blocks Long term organisational strategy defined by management 10 years or more cycles - Dependent on market strategy Influenced by political, economic and technology cycles Quick immediate wins Cyclical 2 year blocks Made up of short term cycles that can overlap Building blocks for long-term sustainability Influenced by political and economic planning and cycles Do you Know where YOU are Going? Current Short-Term Mid-Term Long-Term Up to 2 Yrs 2 5 Yrs Over 10 Yrs 18

19 4.3 Building A Dynamic Organisation Consider the following aspects Future Proof Your Organisation: Business Intelligence The information you have and how we use it How do you communicate change? Communication YOU Culture Your Values & Way of Doing Things Do you have the Correct Structure? Structure 19

20 5. Measuring Your Performance 20

21 5.1 Importance of KRAs Key Result Areas (KRAs) can be defined as: The things that LMC absolutely, positively must do to fulfill your responsibilities and achieve your business goals They are derived from the Organisational Strategy Organisational Strategy Organisational KRAs Management KPIs Staff KPIs KPIs Measurement Matrix etc. Relationship between KRAs and KPIs: KPIs are used to measure delivery of KRAs KPIs are both Organisational and Individual Organisational KPIs are defined in the Strategy Individual KPIs result from Organisational KPIs Does YOU have KRAs? 21

22 END Effective Organisational Strategy Future Proof Your Business Contact Us: T: E: 22

23