Ten Organizational Design Models to align structure and operations to busines...
Rajesh Sehgal
1. Building Excellence and Performance Driven Culture NHRD: Seminar on HR Proposition 20th May, 2011 India Habitat Centre Presented By Rajesh Sehgal VP HR Infotech Enterprises Ltd.
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10. Using BSC to Drive Excellence and Performance: An integrated system for managing and rewarding performance . Source: Aon Hewitt
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15. Purpose of the Four Perspectives Create awareness of, and accountability to stakeholders Identify the financial results that our strategy is designed to create Establish the ‘financial gap’ that will clarify the magnitude of change required Build a model clarifying the critical drivers of growth and productivity - identify the business performance levers we will use to create value (returns and growth) Financial Customer Internal Process Learning & Growth Identify our customers and what customer/market segments we serve and intend to penetrate - link to financial objectives (that is sources of growth, profit) Establish the value proposition for each market segment - the drivers of customer satisfaction that create competitive preference Determine the objectives upon which the Company will measure its success in satisfying market/customer demand Identify the value chain of internal and cross functional processes (like product development, customer acquisition/retention, fulfillment, and customer service) that drive customer value Identify what we must excel at to deliver our unique value proposition to targeted customer segments Identify how we can continue to improve and create value in the future Identify the specific learning and growth requirements for operating each key internal and cross-functional process Identify enabling capabilities required to execute our strategy - skills & competencies, knowledge assets and best practices, organisational context, climate and culture, technology etc.
Hinweis der Redaktion
Improved employee productivity. Communication, cooperation, and loyalty. Customers interface comprising trust and integrity Manager connect with truth instead of what they think everyone wants to hear Employees focused on how to get the job done instead of power-grabbing, everyone benefits.
L & D: This perspective includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement Metrics can be put into place to guide managers in focusing training funds where they can help the most. In any case, learning and growth constitute the essential foundation for success of any knowledge-worker organization. 'learning' is more than 'training'; it also includes things like mentors and tutors within the organization, as well as that ease of communication among workers that allows them to readily get help on a problem when it is needed. It also includes technological tools; what the Baldrige criteria call "high performance work systems.“ The Internal Business Process Perspective This perspective refers to internal business processes. Metrics based on this perspective allow the managers to know how well their business is running, and whether its products and services conform to customer requirements (the Mission). In addition to the strategic management process, two kinds of business processes may be identified: a) Mission-oriented processes, and b) Support processes The Customer Perspective Recent management philosophy has shown an increasing realization of the importance of customer focus and customer satisfaction in any business. These are leading indicators: if customers are not satisfied, they will eventually find other suppliers that will meet their needs. In developing metrics for satisfaction, customers should be analyzed in terms of kinds of customers and the kinds of processes for which we are providing a product or service to those customer groups. The Financial Perspective There is perhaps a need to include additional financial-related data, such as risk assessment and cost-benefit data, in this category.
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