Raci presentation session 1

RACI Change Manager
Taking your business to the next level
Session 1
1

RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 | Registered office 19 Market St, 3131, Nunawading, Victoria Australia | Ph. (03) 9012 6216
Session 1
1. Who is RACI Change Manager? 05mins
2. Taking your business to the next level 45mins
3. Introduction to Business Efficiency 20mins
2

3
Session 3
• Developing Position Descriptions
• Staff Appraisals
• Setting KPIs,
• Employee reward programs
Session 2
RACI Charting current to future state
Managing Accountability within teams
Managing tasks within projects

Who is RACI Change Manager (Michael Carew) ?
Leaf Free Gutter Guard – 1988 to 2002
• Inventor - patent – engineered and built the
manufacturing process – Commercialised –
exit sale 2002
4
Micro Stop – 1991 to 1993
• Invention - patent – Commercialised –
exit sale 1993
SuperBoot - 1998 to current
• Invention - patent – Commercialised - over
2.5m product sales – zero product defect
Tradestore - 2000
Australia’s largest online store – Developed – commercialised
and closed after dot com bubble burst 2002
Freshtel – 2003 – 2008
• Founder & CEO of Freshtel Holdings Limited listed on the Australian
Stock Exchange April 2005
• Partnership with the 3rd largest retailer in the world Tesco UK
• Grew market cap from $4m to $160m over 4 years – exit in 2008
MyTVR – 2009 - 2011
World first cloud based mobile PVR – patent – commercialise –
closure in 2011 due to Supreme court decision on Copyright.
RACI Change manager
Business development and
efficiency solutions
CompanyLMS Cloud based Staff Training and
competency delivery and management
Business strategy, coaching and Business development 2011 - current
VIP Plumbing and Electrical, Surrey 1985 – 2006
Establish – grew to over 30 employees – implemented
quality systems and processes – exit sale 2006

Questions ?
5

The Business life cycle
6

7

time
Skills
Systems
Process
Plan
Commit
Or Not
Barrier 1
Barrier 2
1. Start-up
2. Growth
3. Advanced
Growth
4. Plateau
5. Decline
Good times Pay back Slowed growth
The Business life cycle and BARRIERS to advanced growth
Mark where you in your business life cycle
Strategy
Sales
Admin
Decisions
Emotions
Typical Portion of
Owner time spent in
each area of the
business as the business
grows
time
20% 10% 10% 10% 10% 10% 20% 40% 60% 70% 80%
50% 80% 80% 70% 60% 50% 40% 30% 20% 10% 10%
30% 10% 10% 20% 30% 40% 40% 30% 20% 20% 10%
Quick > Delayed > Delayed > Deliberate > Spend / Invest > Reactive > Irrational > delayed > Researched > Constructive > Commercial
Excited > Frantic > Frantic > Anxious > Confident > Satisfied > Stressed > Frustrated > Disillusioned > lost > Motivated > Energized > Proud > Excited
Exercise -

Taking your business to the next level Creating a solid foundation
9
Strategic Pyramid
“Black time” Session 1

Mission statement – (Core purpose - why they exist as an organisation)
Skilled Group
Vision
Be the leading global provider of specialist workforce solutions.
Mission (the reason they exist)
To provide satisfying and flexible career opportunities and to improve the productivity of
industry through the delivery of specialist skills.
10
Market cap 2007 $1.2B - 2015 $352m
Is the vision still achievable
Vision & Mission Examples

To refresh the world...
To inspire moments of optimism and happiness...
To create value and make a difference.
Vision
Our vision serves as the framework for our Roadmap and guides every aspect of our business by describing what we need
to accomplish in order to continue achieving sustainable, quality growth.
People: Be a great place to work where people are inspired to be the best they can be.
Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people's desires and needs.
Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value.
Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities.
Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities.
Productivity: Be a highly effective, lean and fast-moving organization.
11
“Guess Who”Vision & Mission Examples

To refresh the world...
To inspire moments of optimism and happiness...
To create value and make a difference.
Vision
Our vision serves as the framework for our Roadmap and guides every aspect of our business by describing what we need
to accomplish in order to continue achieving sustainable, quality growth.
People: Be a great place to work where people are inspired to be the best they can be.
Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people's desires and needs.
Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value.
Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities.
Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities.
Productivity: Be a highly effective, lean and fast-moving organization.
12

Mission (Core purpose - why they exist as an organisation)
We make what matters better, together.
Vision
Our vision has five elements which describes the sort of company it aspires to be. These are
to be:
Wanted and needed around the world
A growing business, full of opportunities
Modern, innovative and full of ideas
Winners locally whilst applying our skills globally
Inspiring, earning trust and loyalty from customers, our colleagues and communities.
13
“Guess Who”Vision & Mission Examples

Mission (Core purpose - why they exist as an organisation)
We make what matters better, together.
Vision
Our vision has five elements which describes the sort of company it aspires to be. These are
to be:
Wanted and needed around the world
A growing business, full of opportunities
Modern, innovative and full of ideas
Winners locally whilst applying our skills globally
Inspiring, earning trust and loyalty from customers, our colleagues and communities.
14

Mission Statement (5mins)
Why you exist as a business
The Strategic Planning Process
15
Exercise -

• Look at data both internally and externally
• Determine what’s going on in your industry and environment
• Look at data relating to your competitors and customers
• What your staff are telling you about what’s working and what’s not
• What your partners saying about what they like and don’t like.
• Transfer this data into a SWOT analysis (page 25)
16
Determine where you are now (Use SWOT template next page (5mins)
Exercise -

17
Example 2 of 2
SWOT Analysis

Strengths Weaknesses
Opportunities Threats
Example
18
Write down your Strengths, Weaknesses, Opportunities & Threats
SWOT Analysis
Internal
External
Positive Negative
Sales are good
We have loyal long term staff
We are cash positive
We are committed to change
We have loyal Customers
We know how to set up new stores
We have a solid footprint in Victoria
Victoria market has room to grow
Our business systems are outdated
Management skilled are limited
Departments don’t communicate
We are reactive
Staff don’t know where we are heading
We don’t have a plan
It takes a long time to get reports
New staff turnover is high we don’t management staff well
Competitor vulnerabilities
We have loyal staff
New Technology markets
Merger and Acquisition
Improve IT systems
Create online store
Increase our peoples passion and capability
Our competitors are growing
Technology is changing
Customer needs are changing
Economy may change
Competitor on line sales are reducing our market share

19
SWOT Analysis
Internal
External
Positive Negative
Exercise -

Where you are now – write down your current state (5mins)
20
Exercise -
1
2
3
4
5
6
7
8

Strengths and Opportunities to overcome Weaknesses and Threats
Worksheet 3
21
1: Write down the weaknesses and threats
2: Write down your Strengths and Opportunities to overcome the weaknesses and threats
Positive Negative
Exercise -

3: SWOT
Strengths and Opportunities Weaknesses and Threats
Worksheet 3
22
1: Write down your weaknesses and threats
2: Write down how you can use your Strengths and Opportunities to overcome your weaknesses and threats
Positive Negative
We are reactive
Economy may change
We have the financial means to invest in new systems
We can engage a HR person to manage training
We can hold monthly meeting and communicate better
We can plan and become proactive
We can create a business plan and tell our staff
We can obtain external help to assist in developing a plan
We will update our business system and develop processes
We will engage a HR person and reward our staff
We will develop strategies to ensure strong growth
We will embrace new technologies
We will carry out customer surveys and meet their needs
We will forward plan and look for changes in the economy
We will create an online presence

Using Strengths to overcome Weaknesses and Opportunities to overcome Threats
Example
23
SWOT Analysis

Vision
Vision – (Your desired future state)
24

Determine where you want to be in the future
• Review the SWOT information along with your collective thinking to determine your
desired future state VISION.
• (If you already have a Vision you may just need to update it)
25
Vision

26
• Business is Melbourne based
• Business has 20 shops in Victoria.
• The first shop opened 25 years ago
• Senior management has been promotions from juniors within the business
• The 3 Directors are family members (father mother and son)
• The business systems were established 15 years ago
• The father makes all the decisions
• Management is management by crisis (reactive)
• Staff are disempowered – not allowed to make decisions
• There is little to no innovation or forward planning
• We don’t take holidays, we work and our staff take holidays
Example Business

Example
27
SWOT Analysis
Internal
External
Positive Negative
Sales are good
We have loyal long term staff
We are cash positive
We are committed to change
We have loyal Customers
We know how to set up new shops
We have a solid footprint in Victoria
Victoria market has room to grow
We are reactive
Staff turnover is high we don’t management staff well
Competitor vulnerabilities
We have loyal staff
New Technology markets
Merger and Acquisition
Improve IT systems
Create online store
Increase our peoples passion and capability
Economy may change
Online sales are reducing our market share

Strategic Planning Vision
(Desired State)
Where we are now
(Current State)
• We take holidays
• We have good systems
• Our customers love us
• We pay our bills on time
• We have 50 shops
• 20 shops
• Lacking skills for growth
• Poorly documented systems
• Business is stagnant
• We pay our bills late
• Too busy putting out fires to take a holiday
• Our customers are complaining 28
Draw the most direct line or path to your vision
Mark your long term strategic objectives broken down into
• People
• Finance
• Operations
• Customers

3: SWOT
Strengths and Opportunities Weaknesses and Threats
Worksheet 3
29
1: Write down your weaknesses and threats
2: Write down how you can use your Strengths and Opportunities to overcome your weaknesses and threats
Positive Negative
We are reactive
Economy may change
We have the financial means to invest in new systems
We can engage a HR person to manage training
We can hold monthly meeting and communicate better
We can plan and become proactive
We can create a business plan and tell our staff
We can obtain external help to assist in developing a plan
We will update our business system and develop processes
We will engage a HR person and reward our staff
We will develop strategies to ensure strong growth
We will embrace new technologies
We will carry out customer surveys and meet their needs
We will forward plan and look for changes in the economy
We will create an online presence

What do you need to take on the journey
30

Today
3 years
2 years
1 years
4 years
5 years
• Vision in place
• Strategy in place
• General manager in place
• HR manager in place
• Business review & recommendations
• Everyone working as a team
• New business software evaluated
• Rationalise Admin systems
• Management meeting are the norm
• Store are more profitable
• New business software in place
• Overheads reduced
• Budgets and KPIs are in place
• Store network optimised
• Store network growing
• Staff empowered and accountable
• Store network reaches 40 sites
• Professional Board (senior team) in place
• Revenue on target
• Vision realised
Implementation capability depends on your
• People
• Finance
• Operations
• Customers
31
Carry out a gap analysis to highlight what you have and what you need.
RACI Charting is a great way to carryout a gap analysis (Session 2)
1st step document the tasks the business currently carries out in its day to day business
2nd step document the tasks the business will need to carry out in it’s future state
The difference in the tasks need to be assessed against the skills you have to the skills you need
Strategy Map

32
Cascading Goals
Company
Short term Goals
Department
Short Term Goals
Individual
Short term Goals
Company
Long term Objectives
Company Long term objectives are
broken down into Company yearly short
term goals
Company short term goals are broken
down into Department Goals
Department short term goals are
broken down into Individual Goals
All goals should be SMART Goals
S
M
A
R
T
PECIFIC
EASURABLE
CHIEVABLE
EALISTIC
IME SPECIFIC
The sum of Individual short
term goals equals the
company overall Long term
Objectives

Today
3 years
2 years
1 years
4 years
5 years
• Vision realised enter your VISION
Implementation consideration
• People
• Finance
• Operations
• Customers
33

Questions ?
34

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Editor's Notes