Developing Organizational Capabilities

1. Developing Organizational Capabilities SE Wisconsin ASTD Annual Expo November 14, 2001 Michael Venn, Ph.D. B.K. Simerson, Ed.D. Tradewinds Consulting, LLC

2. Overview • The assessment • The right questions • The right measures • Benefits of using a model • Models • Practice • The plan • Process • Plan details Tradewinds Consulting, LLC

3. The Right Questions • How important is this to achieving our business strategy/objectives? • How well are we doing this right now? • How well do we need to do this to be successful? Tradewinds Consulting, LLC

4. The Right Measures • Start with the measures by which business success is currently judged • Encourage the addition of other measures if necessary • Necessary other measures are obvious after you create a plan Tradewinds Consulting, LLC

5. Benefit of Using a Model • Aids you in being systematic and systemic • Allows you to identify areas of strength and target opportunities for improvement • Assists you in making valid and credible recommendations for change • The more sophisticated the model, the more thorough the analysis and the more valuable the insights Tradewinds Consulting, LLC

6. Models - Examples • Simple models • Company’s “Model of a Business” • Sophisticated models Tradewinds Consulting, LLC

7. Simple Models • People • Process • Technology Tradewinds Consulting, LLC

8. Company’s “Model of Business”Amoco Renewal Star Strategy People Structure Business Performance Rewards Processes

9. Sophisticated ModelsBaldridge Criteria for Performance Excellence Framework Organizational Profile: Environment, Relationships, and Challenges 2 Strategic Planning 5 Human Resource Focus 1 Leadership 7 Business Results 3 Customer and Market Focus 6 Process Management 4 Information and Analysis

10. Sophisticated ModelsVirtual CEO • Organization Strategy • Mission, Vision, and Competitive Advantage • External Assessment • Internal Assessment • Objectives, Initiatives, and Goals • Organization Design • Basic Structure • Core Competence • Information, Systems, and Technology • Organization Efficiency Tradewinds Consulting, LLC

11. Virtual CEO - cont. • Organization Culture • Values and Benefits • Leadership • Human Resources Systems • Organization Character Tradewinds Consulting, LLC

12. Practice Tradewinds Consulting, LLC

13. Process • Select model • What is the criticality of the situation? • What fits stakeholders’ concept of the business? • Assess business against model • Brainstorm • Survey • Prioritize needs • Identify actions to address needs • Prioritize actions Tradewinds Consulting, LLC

14. Process - cont. • Create action plan • Define any additional business measures • Identify barriers to implementation of action plan and add countermeasures to barriers • Implement action plan • Track progress against measures • Revise action plan as necessary Tradewinds Consulting, LLC

15. Plan Details • Objective • Actions • Responsible party • Due date • Measure of success Tradewinds Consulting, LLC

16. References • Strategic Business Principles by Jeffrey A. Rigsby and Guy Greco (available from http://www.virtualceo.com) • 2001 Criteria for Performance Excellence (available from http://www.quality.nist.gov) Tradewinds Consulting, LLC

17. Tradewinds Consulting, LLC B. K. Simerson, Ed.D. 630.513.5864 BKSim@avenew.com Michael Venn, Ph.D. 920.459.9462 MikeVenn@charter.net Tradewinds Consulting, LLC