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Developing Organizational Capabilities. SE Wisconsin ASTD Annual Expo November 14, 2001 Michael Venn, Ph.D. B.K. Simerson, Ed.D. Tradewinds Consulting, LLC. Overview. The assessment The right questions The right measures Benefits of using a model Models Practice The plan Process
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Developing Organizational Capabilities SE Wisconsin ASTD Annual Expo November 14, 2001 Michael Venn, Ph.D. B.K. Simerson, Ed.D. Tradewinds Consulting, LLC
Overview • The assessment • The right questions • The right measures • Benefits of using a model • Models • Practice • The plan • Process • Plan details Tradewinds Consulting, LLC
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
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
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
Models - Examples • Simple models • Company’s “Model of a Business” • Sophisticated models Tradewinds Consulting, LLC
Simple Models • People • Process • Technology Tradewinds Consulting, LLC
Company’s “Model of Business”Amoco Renewal Star Strategy People Structure Business Performance Rewards Processes
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
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
Virtual CEO - cont. • Organization Culture • Values and Benefits • Leadership • Human Resources Systems • Organization Character Tradewinds Consulting, LLC
Practice Tradewinds Consulting, LLC
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
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
Plan Details • Objective • Actions • Responsible party • Due date • Measure of success Tradewinds Consulting, LLC
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
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