strategy pm.2.1

What’s Your Strategy for 2011?

How will you grow your business?

Performance Management Practice

Its Difficult to Manage Change . . .Its Difficult to Manage Change . . .

People do not like to change old habits. Innovation occurs whenthe right people are in the right jobs with the right resources.the right people are in the right jobs with the right resources.

Copyright 2011 © Global Investments. All rights reserved.

Most Organizations Do Not KnowhHow Manage Change.

Successful transformation is based on ability toget people engaged in changing business practices.


Performance is a Function PracticePerformance is a Function Practice

An effective performance management practice createsopportunity to get workers engaged in creating a better futureopportunity to get workers engaged in creating a better future.


Performance Management PracticePerformance Management Practice

An efficient performance management practice is based onmaking incremental improvements to facilitate step‐change.making incremental improvements to facilitate step change.


Step One – Model Business Value Creation

Detailed modeling of organizational structure, decision‐making and process/workflow.Copyright 2011 © Global Investments. All rights reserved.

Step Two – “Quantify” Hidden CostsAdministrativeGeneral administrative Maintain brand‐resources Operations, Planning, Reports, etc. Upgrade & maintain systems Web site maintenance AuthoringAudio or video Editorial or text Image or graphics Numerical CommunicationsContact ManagementEmail Correspondence Scanning/Faxing Phone – CorrespondenceOther (texting, etc.) Creative DevelopmentBrainstorming & discussionDrawing & writing (by hand) WhiteboardingFile ManagementSearching Verifying Filenames Creating Filenames Categorizing files and folders Reorganizing files and folders Backing up files Rights management & access Transferring files MeetingsOnsite meetings Offsite meetingsResearch & LearningWeb‐based online researchOffline researchSelf‐directed problem solvingSupport & TrainingHardware training

Illustration depicts knowledge worker activities (proportionately) and related costs.

Software training Supported problem solving


Step Three – Identify Collective Thinking

Tap into the collective thinking of the organization to identify how to makeincremental improvements (15 to 45 day projects) and focus resources.


Step Four – Develop Strategy & RoadmapsStep Four Develop Strategy & Roadmaps

Leverage insight gained to guide strategy and implement roadmaps.


Performance Management Workflow


Performance Management EngagementOBJECTIVE ‐ Engage CXO’s, subject matter experts, solution providers and application specialists to facilitate step‐change by empowering knowledge workers with solutions and know‐how to maximize efficiencies and returns on capital.

OPPORTUNITY ‐ Leverage activity‐based metrics to break down structures / barriers and deliver insight to guide decision making, improve agility and responsiveness of knowledge workers who are engaged to improve business practices.

ENGAGEMENT ‐ Initial engagement assesses business value creation (Step 1) utilizing available information and activity‐based knowledge worker analytics to model structures and quantify hidden costs and inefficiencies (Step 2).

GUIDING PRINCIPLES Optimization of structure process and resources based on the following assumptions:GUIDING PRINCIPLES ‐ Optimization of structure, process and resources based on the following assumptions:• Performance management practice guides decision making, engagement and defines scope of 15 to 45 day projects.• Understanding of knowledge worker performance introduces insight to guide business transformation.• Knowledge of hidden costs self‐directs and empowers knowledge workers with a strong sense of purpose / incentive.

DELIVERABLES – Delivery of document (detailed presentation) and briefing containing the following:• Clear next‐action steps driven by analytics, strategy and initial roadmaps to guide innovation projects. • Delivery of strategic insight to guide investment decision making and allocation of resources.• Opportunity to identify and reduce risks and enhance returns for stakeholders of no less than 30X of project cost.• Insight and know‐how to eliminate source of bottlenecks, redundancies and busy work that impact productivity.Insight and know how to eliminate source of bottlenecks, redundancies and busy work that impact productivity.• Itemized break down of hidden costs and initial prioritization of work efforts (what to do now, next and later).• Input to setup process / tools to generate collective thinking of organization to improve worker engagement.• Initial input to guide development of strategy and roadmaps to guide step change and drive work efforts.

Charles Caldwell – P.O. Box 1009 Portsmouth, NH 03802 603‐294‐4171 [email protected] www.doingtherightthings.com


strategy pm.2.1

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