August 9th, 2010
Contributor: Thomas Amrein
Role: Business Development Manager - Mainland Europe
Die Wettbewerbssituation und globale Regulierungen im Finanz- und Produktions Sektor zwingt Unternehmen dazu, kontinuierlich die Effizienz ihrer Pozesse und Innovationskraft zu verbessern. Das Resultat davon sind immer mehr unternehmenskritische Projekte und Programme in den Bereichen Produktentwicklung, Investitionsplanung, Einkauf, Verkauf, Sicherheit und Energie.
Die Planung sowie Überwachung dieser Projekte wird immer komplexer und erfolgskritischer. Bei der Umsetzung dieser strategischen Projekte wird oft auf erfahrene Operational Excellence Fachleute aus dem eigenen Unternehmen zurückgegriffen, welche mit Hilfe von Best-Practice Problemlösungsmethoden die Qualität der Umsetzung erhöhen.
Der Erfolg dieser Projekte muss dabei nicht nur finanzseitig sondern auch prozessseitig nachgewiesen und langfristig überwacht werden, da einzig die Prozesse als Treiber für einen späteren Finanzerfolg verändert werden können. Dabei ist klar feststellbar, dass sich das Projekt-/ Programm Management als Managementdisziplin sehr stark weiter entwickelt hat und einen immer wichtigeren Platz im Management Kreislauf zwischen Ziel Management und aktueller Performance eingenommen hat.
Gelegenheit zu einem Austausch über bewährte Best Practices führender Unternehmen wie der komplette Business Execution Zyklus integriert werden kann bietet sich an unseren Walkin’s im September, welche in diversen Deutschen Städte stattfinden.
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August 4th, 2010
Contributor: Warren Hodgett
Role: Product Manager - Operational Excellence
The Private sector has been cutting costs for some time and inevitably the Public sector was going to follow suit. Invariably when the government looks to cut costs, there’s a knee jerk reaction, such as county councils considering cutting school bus runs or redundancies triggered by accountants . This is where senior councillors target the obvious overheads without properly understanding the waste within their departments, the scale of it or where it exists. High levels of waste can be found in the Private sector, particularly in transactional office based environments (>70% is not un-common). I suspect that waste in the Public sector is even higher and the savings even easier to access. Common sense alone would deliver huge savings (as long as proper analysis is carried out). Lean Six Sigma techniques would deliver the remaining savings and further ensure that they’re sustainable. The public sector should learn from the private sector and their journey of steadily improving efficiency. To do this, they need to be open to the possibility that a little time spent up-front, analysing and understanding waste and variation goes a long way to greater and more sustainable savings.
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July 14th, 2010
Contributor: Rob Harris
Role: Manager, Research & Development
Successfully communicating your business strategy across multiple locations and to thousands if not millions of employees is no simple task. Organizations often fail to implement scalable IT systems that can facilitate this communication process and ensure that goals and tasks are cascaded effectively to every employee, regardless of their physical location.
I had the opportunity to attend the annual Cloud Computing World Forum conference that took place in London last week, and found it to be interesting, informative and very relevant to the topic of business execution. Cloud computing is still in its infancy but the recent developments in virtualization, the growing availability of high speed broadband connections and of course the current state of the economy are all combining to accelerate it’s adoption and development.
This rapid adoption looks set to label cloud computing as the next ‘disruptive technology’ we will face and will radically change the way companies manage their technology assets and computing needs. The term describes the very real disruption that occurs when an innovation in technology or business model unexpectedly displaces an established one (for example iTunes vs. purchasing CDs). Even today, a growing number of businesses leaders are bypassing their own IT departments in favour of external cloud suppliers to provision cost effective instantaneous services that would have otherwise taken weeks even or months to arrange internally.
Available as Software as a Service (SaaS), i-nexus offers an easy and low risk way to experience the advantages of cloud computing in the form of its on-demand business execution platform. With minimal intervention from your IT department your business can immediately benefit from a whole suite of comprehensive functionality specifically aimed at defining goals, driving programs and managing performance; and an underlying core platform which can be ‘tuned’ to meet the specific needs of your organization.
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July 1st, 2010
Contributor: Adam Wayshak
Role: Sales: Business Executive
This is my first blog post on the i-nexus blog, so I wanted to discuss a topic that is very applicable to my every day work: Strategy Formulation and Execution.
All companies, whether it’s a 5 person start-up, or a multibillion dollar Fortunate 500 company have a strategy. This strategy is usually communicated through conference calls, meetings, or emails and can vary in complexity from a simple statement: “Generate 1 million in sales”, to a very detailed goal: “Improve Process 3.2B’s cycle time in Manufacturing Site XYZ”.
I think we can all agree that it can be painful to work at an organization where the overarching strategy is either flawed or for lack of better terms, wrong. But what I’ve found even more frustrating is to work with an organization where this strategy is ambiguous, contradictory, or completely undocumented. The latter is not typical (but certainly still happens) at senior levels of large organizations, however as you cascade down many levels of the organization to the “do-ers” of the company, it is difficult to understand how a goal or objective in a company’s annual report may apply to them.
This is the ultimate gap that many leading academics discuss today: how do you link an organizations strategy to the operational side of the company? In simple terms, when a CEO says “we need to do XYZ”, how do we translate this into the thousands/millions of activities and projects that are simultaneously occurring in large organizations?
This can be broken down into four steps
- Design: Choose your framework for communicating strategy. Keep it consistent and simple so that ANYONE can understand what it is you’re trying to achieve. There are numerous types of frameworks to support strategy development; the one I’ve seen most successful is the balanced scorecard framework and building a Strategy Map. Test out your strategy maps “legibility” by showing it to project leaders in the company, and have them translate your strategy back to you in simplistic terms. If they can accomplish this, then you’re moving closer to having a solid frame.
- Accountability: Now that you’ve defined what you need to do, we’ll need to measure your progress towards those goals. The single most important step here is assigning ownership of these metrics to people in the organization. If they are not invested in achieving the strategic targets, then I assure you, the targets will not be met.
- Execution: This is where you rally the troops to go “make it happen”. Something that is missed in this step time and time again is providing a consistent framework for executing projects in the organization. Improvement frameworks such as Lean Six Sigma can be useful here to guide your project leaders to success. I mean, you wouldn’t want to lead your troops to war without the proper tools to win the battles…
- Platform: Last, but certainly not least, is providing a technology platform to monitor steps 1, 2 and 3. Something most companies fail to realize is that these pieces are all dynamic and can change in an instant. Without an ongoing circular process for defining, measuring, executing, and reviewing strategy at ALL levels of the company, it will certainly fail and people will just continue to go down the path of least resistance.
Although I have experience in developing all four of these steps, my current role has me focused on the platform side of strategy execution. It’s fascinating to me how many enormous and complex organizations fail to take the final step to success when there are applications that are built specifically to facilitate this process.
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