1. Business to Arts Strategy for Performance Improvement Alan Christie, University of Ulster

8. Strategy Process Transparency Masters to accompany Operations Management, 5E (Heizer & Render) 2-10 © 1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle River, N.J. 07458 Environmental Analysis Company Mission Business Strategy Function Area Strategies SWOT Analysis Operations Decisions Marketing Decisions Financial / Acct. Decisions

9. DEVELOPMENT STRATEGIES What basis? Which Direction? How? ALTERNATIVE DIRECTIONS Withdrawal Consolidation Market penetration Product development Market Development Diversification Related Unrelated ALTERNATIVE METHODS Internal Development Acquisition Joint Development / Alliances GENERIC STRATEGIES Price based Differentiation Focus

10. Elements of Strategic Management STRATEGIC CHOICE STRATEGIC IMPLEMENTATION STRATEGIC ANALYSIS

15. Michael Porter’s Five Competitive Forces Competitors in the industry Competition among existing companies Bargaining power Customers Substitutes Suppliers Threat from substitutes Potential New Entrants Bargaining power Threat from substitutes

16. GROWTH STRATEGY NEW EXISTING PRODUCTS EXISTING NEW M A R K E T S Product Development Market Development Market Penetration Diversification excluded strategy

18. COW DOG STAR M A R K E T G R O W T H R A T E 10% 0 10X 1.0X 0.1X 20% RELATIVE MARKET SHARE

19. Re Write The Rules! The paradigm Development of Strategy Implementation Company Performance Step 1 Tighter Controls Step 2 Reconstruct or Develop New Strategy Step 3 Abandon Paradigm and Adopt New One

20. Performance Management Performance and Appraisal Steve Pollard, Associate Lecturer

21. Measuring Performance Where are we now? Where do we want to go to? How do we get there? HOW WILL WE KNOW?

23. Performance Measures Income Response Times Satisfaction Value Added Turnover Ratios Quality Attendances Profit ? Cost

26. Your Dashboard? Cost Time ??? Volume ??? Quality

28. The Organisation People Hardware Software Manager’s Task: to deliver the best possible performance from the available resources

30. The EFQM Excellence Model Leadership People Policy and Strategy Partnerships and Resources Processes People Results Customer Results Society Results Key Performance Results Enablers Results

32. The DMP Achieving Results Personal Effectiveness Managing People Managing Communications Continuous Improvement Activity: In groups, pick out key factors from each of the 3 modules which ‘enabled’ the achievement of results Managing Change

33. Operational Planning Organisation/Personal Aims/ Objectives Planning and Organisation Implementation Monitoring and Control Evaluation

35. Planning Mind Mapping

36. Aims and Objectives Activity: In groups, you are going to plan redecorating a room in your house. This includes some electrical rewiring and a new carpet. For now, we need your aim, objectives (specifications), and milestones.

44. Perceiving the Problem Problem

46. The Fishbone Diagram 20% of service calls are more than one hour late P eople absenteeism overloaded staff untrained staff P lant business location E nvironment traffic roadwork weather E quipment unreliable equipment poor phones M ethods poor scheduling over-ambitious rotas region too big poor admin and filing unavailable spares M aterials

47. The Ask Why 5 Times Method Change policy Staff judged on activity not results Too busy – why? Include as agenda item Poor communications – why? Fix obvious. Locate less obvious Poor working conditions – why? Low moral – why? Record reasons High abenteeism – why? Consequent Improvement Level of Problem

48. 3. Generating Potential Solutions: the Creative Process Green Light Thinking Red Light Thinking Einstein: ‘Imagination is more important than knowledge’

49. 3. Generating Potential Solutions: the Creative Process

54. Giving Feedback on Performance

55. Can We Change Things? Circle of Concern Circle of Influence Circle of Concern Being Reactive Being Proactive Circle of Influence

58. Reflection