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Similar to Organizational Strategies Burke Presentation Xavier University
Similar to Organizational Strategies Burke Presentation Xavier University (20)
Organizational Strategies Burke Presentation Xavier University
- 1. Strategic Planning Steering Committee Kick-offOctober 20, 2009 High Performing Organizations -- The Path George M. Langlois, Ph.D., President – Organizational Strategies, Inc. Diane Surette, EVP – Burke, Inc. March 29, 2010
- 2. Objectives of Today’s Discussion Provide the big picture/context for creating high performing organizations (HPOs) Provide real examples of how the principles of HPOs are applied Discuss how to begin the process of building a HPO 2
- 3. Format of Today Presentation A Guided Discussion Presentation of concepts / examples Discussion Questions 3
- 4. The Path – Providing the Context 4
- 5. The Path - Mission 5
- 6. The Path - Vision 6
- 7. The Path – Strategic Plan 7
- 8. The Path – Operational Plan 8
- 9. The Path – Measure 9
- 10. Success factors Brutal honesty Team approach All constituents or stakeholders have a voice Roles are clear Open system for input and review Outside confirmation Measurement Benchmarking Clear comprehensive communication 5 10
- 11. Operationalizing The Plan Developed and deployed: a “living” strategic plan with four areas of focus a robust program to find and retain the right people performance management and measurement systems systematic employee input and feedback programs Reward programs 11
- 12. Burke Mission To provide superior decision support services that enable our clients to succeed. 12
- 13. The Vision 13 ©2005 Burke Incorporated. All rights reserved.
- 14. Burke Commitments and Values We will: “Do what it takes” to meet our commitments to our clients Display honesty and integrity in all our endeavors Take a disciplined approach to our work, based on scientific standards and best practices Value smart people doing smart things Value seeking, sharing, and applying knowledge Organizational agility and flexibility 14
- 15. Burke Commitments to Employees We will hire and train only the best people for all positions in the company Employees will have a work environment and tools needed to perform their jobs at maximum quality and efficiency Employees will be compensated fairly, based on standards of performance and contribution, and will share in the financial success of the company Employees will treat each other with respect and dignity, recognizing the worth, quality and importance of each individual We will foster an environment where open communication exists among all employees The work climate will be free of strict rules and structures, where our employees are empowered to take risks and affect change to achieve our common vision 15
- 16. Operationalizing The Plan Finding the right people Defining critical competencies tied to your plan Developing a profile of the candidates sought Sourcing the candidates Screening the candidates Resumes Testing Structured individual interviews Presentation to Burke audience Preparedness Delivery Mastery of subject matter Discussion immediately following the presentation Rating by each observer Panel Interview with operating committee Synthesizing all input Coming to consensus 16
- 17. Operationalizing The Plan Retain the right people On-boarding and assimilation Career planning and development Employee surveys Discussion Groups with CEO All Employee Meetings – quarterly 17
- 18. Operationalizing The Plan Manage performance Mentoring Training Performance Audit system Customer Audit System 18
- 19. Operationalizing The Plan Reward performance Competitive variable compensation Benefit plans ESOP Recognition programs 19
- 20. Conclusions Plan well - customize Remain open and flexible Be inclusive of input Communicate openly Provide resources Select, develop and retain the right people 20
Editor's Notes
- HPO’s don’t get created in a vacuum – successful ones are part of the larger contextThey are not created as an end in themselves or as a project. The effort must integrated with the overall creation or life of the organization.As such the planning for such efforts must be part of the strategic plan of the organization.Robust organizations undertake serious study of themselves and take the time to research and reflect on their position in the marketplace. That is they know who they are and who they want to become. They develop thought out, broadly supported plans to achieve their goals.
- Know who you are: Review with constituents, verify with outside sources, be honest with yourself – may be helpful to eliminate optionsMissions change or evolve slowly - rarely do they change drastically overnight.Example of mission creep – TVA – Mission – to provide economic development assistance to the seven states within the Tennessee Valley. Employee version – provide jobs for those in the valleyOriginally include fertilizer research to enrich the farming capability…in 1995 still had about 250 scientists conducting soil research.
- Where would you like to see the organization in 3 to 5 years. How will you distinguish yourself? What will be your reputation? What will you emphasize in moving the mission forward? How will you behave in achieving these your goals? Will you be totally breakneck aggressive? Will you do it while respecting your staff?Will you leverage technology? What kind of culture do you feel would most optimally achieve your long term objectives?
- Strategic Outcomes: example; Vision: We will be a leader in our industry – Outcome: we will be ranked in the top 10 providers of our type of servicesWe will do business will have business with most Fortune 500 companies. We will win more business than we lose.Strategies are the tactics and endeavors you will use to achieve the outcomes.
- Measures can be numerical, yes – no, qualifications or meeting criteria.Valid, verifiable, reliable.