New Approaches Towards Business Performance Management and Improvement

1. New Approaches TowardsBusiness Performance Managementand Improvement Final Project Conference July 3rd, 2009 Brussels, Belgium

2. Major Policies for Corporate Management • Improving strategy and business performance • A need for restructuring of PT-companies and PT-authorities • Solving the future “Skill Gap” by developing new competencies of staff

3. Findings on Strategy & Business Performance • Developing a clear, more focussed business strategy • A need for new management methods to further improve performance • More practical use of benchmarking techniques • Analysing and upgrading performance indicators • Finding new ways of stakeholder management • Establishing better contractual agreements for the mid & long term with public authorities

4. Structure HARDWARE Strategy Systems Shared Values Style Skills Staff SOFTWARE The 7 “S” Model

5. Findings Strategy & Business Performance (cont’d) • Wishing to act in a more proactive entrepreneurial approach • Obtaining a better knowledge on competitors • Better control of the business when new, more private partners are involved

6. Findings on Restructuring • Adjusting the organisational structure in accordance with a new mission, vision and or strategy • Better use of the latest change management methods • Decentralization and working with different business units • Use of modern IT technology for internal communication • Increase efficiency of the organisational structure through improved standard operating procedures • Know-how on outsourcing techniques and partnering

7. Business Process Redesign at DPMB in BRNO treasury

8. Findings on Solving the Future Skill Gap • Managers need more up-to-date Performanc Management methods • There should be greater emphasis on Competency Based Human Resource Management and Talentmanagement • Making better use of current EU research on (vocational) training and E-learning • Establishing more appropriate incentive schemes for middle management

9. From Strategy to Performance Strategy Structure/Culture Goals & Targets Behavioral Criteria (How) Output Criteria (What) Planning Rewarding Managing Appraisal

10. Strategic Challenges People Development Recruitment Competencies Succession Planning Performance Appraisal RewardPerformance Competency Based HR

11. Opening the Door for New Talents?

12. Findings on Solving Future “Skill Gap” (cont’d) • Adopting better hiring methods and processes to find more enterpreneurial type of top level managers • Create a better learning culture, including the use of modern learning technology (e-learning) • Intensify knowledge exchange between PT organisations and schools, universities, PT knowledge centers…..

13. Some Suggestions for Further Investigation • Further developing practical management guides and/ or toolkits • How to adopt corporate practices of the private sector to the public sector companies • Good practices on change management and decentralisation, business unit management • Determining future skill gaps for top/middle management • Good practices on learning and starting an e-learning pilot with various PT-organizations

14. Managers Learning New Competencies Working with different managers Experience on the job Networking Networkingopportunities Guidelinesfor on the jobcoaching /instruction Special assignments E-learning Classroomactivities

15. Custom e-learning “Off-the-Shelf” E-learning Live, Virtual Classrooms E-assessment Components for E-learning Online University Learning Management System

16. Follow the Big Guys?

17. “It is not the strongest of the species that survive, nor the most intelligent, but the most responsive to change” - Darwin -