Designing for Innovation, Collaboration and Productivity CRF 2 nd - - PowerPoint PPT Presentation

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Designing for Innovation, Collaboration and Productivity

CRF – 2nd Oct 2017

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• 125-person London based analytics company established in 2008 with offices in

Philadelphia, Toronto and The Hague

• We transform how organisations manage and use data
• We apply industry, analytics and technology expertise to develop intuitive solutions that

speed up analysis, drive new insights and hone operations

• Many bluechip clients including 8 major consulting firms
• Our solutions recognised more than ten times for product innovation and excellence in

the last six years.

• Three distinct channels that each offer specific skills and/or products to our clients.

Concentra

Who are we? What do we do?

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Too many leaders treat organisation design as an exercise in moving boxes around PowerPoint slides

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Overcome challenges in organisation design

Complexity People and politics Data and analytics Personal limits Design processes Break down the organisational system Ensure clarity Be persistent Manage your resources Connect the organisational system

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Redesigning an organisation can often feel like preparing for battle

It takes courage, and the knowledge that along the way there are going to be casualties and a few scars to take away at the end of it…

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Before doing a major Macro redesign, stop and ask if it is really necessary

Image source: http://www.totallyuselesstrivia.com/automotive-trivia/why-does-a-stop-sign-have-8-sides/

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Use data for insight before structural re- design

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CEO CFO Executive A ssistant HR Director Sales Director Head of Research Delivery Grade 4 Group Financial Controller COO HR Manager HR Manager Head of Recruitment Head of A dmin Sales manager Sales manager Sales manager Sales manager Programme Manager Programme Manager Programme Manager Programme Manager Programme Manager Delivery Grade 4

You get value if it is easy to merge, visualise, clean and analyse data

Missing & dirty data often prevents good analytics

Business

• utcome

8 weeks of initial analytics done in 3 weeks

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Value from combining data from different sources

Too much data is locked up in separate systems

Business

• utcomes

Cost reduction, sales growth, reduced attrition

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Value from middle data

Understand how HR inputs connect to Business outcomes

Peer-to-peer learning system Fuse Universal Inputs Business outcomes Middle Data

Business

• utcome

Understand who are the hidden treasures

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Value from visualising data in new ways

VS.

Sunburst coloured by engagement index Table of engagement scores Ensure comms pass the 5 year old test

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Value from new kinds of insight (linked analytics)

IAA, Activity mapping & analytics

Action

Stop the work Outsource Improve productivity Nothing

702K

Marketing

Value Stream 66.4K

Define Marketing Objectives Process

232K

DevelopMarketing Strategy

Process

220K

Develop MarketingPlan

Process

183K

Review& Report

Process

15K

Sales targets Activity

3K

Competitive analy sis Activity

9.2K

Verify ‘compellingness’ to content CC &CONS Activity

9.2K

Documented

• bjectives

Deliverable

30K

Approve

• bjectives

Decision

38K

Target audiences –espciallly CC +CONS Activity

19.8K

Prioritize markets regionsand segments Activity

11.8K

Develop end user personas Activity

38K

Messaging

Activity

30.6K

Competitive positioning Activity

23.4K

Use case development Activity

24.6K

Consumer

15.9K

Customer benefits Deliverable

27.7K

Schedule Activity

20K

Media mix Activity

40.5K

Metrics Deliverable

19.5K

Budget asset list Activity

14K

Partner plan Activity

11K

Digital development Activity

15.5K

PR

Activity

14K

Media Communications Plan Deliverab le

30.2K

Gather Activity

14.3K

Analy ze Activity

44.3K

Report Activity

14K

Post mortem

Deliverable

15K

Metrics

Deliverable Assets Deliverable

36.3K

Change product? Decision

29.3K

Change marketing plan

• r process?

Decision

Business

• utcome

6 month projects done in 2 months

Understand the organisation from new angles

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Hands-on exercises for 4 key stages

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CONFIDENTIAL 14

To-Be Roles & Activities Right-Sizing

2

Micro

Priorities: A vs B Choose Design Criteria

1

Macro

Evaluate Options Select People for Positions Track Delivery

3

Making it Real

Clean Data Define Processes

Understand the As-Is

Understand Time & Cost Merge Data

Design the To-Be

And today, we are picking out some key steps in those 4 stripes…

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CONFIDENTIAL 15

A fast-growing e-commerce retailer has 1500 people in 7 European countries and will grow to 2500 in the next 18 months. It will set up a new European hub. For that it wants: 1. Understanding of how HR processes currently work 2. Understanding of how people currently spend their time 3. Agreed priorities 4. Future HR roles well defined

Current Situation

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CONFIDENTIAL 16

In 30 minutes …

A presentation back to the other groups with your results

• The business challenge
• The results you achieved

Also, please reflect on:

• Your takeaways
• In what situations would you (and would you not) use this method?

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CONFIDENTIAL 17

Activity 1: Define Processes

Merge Data Clean Data Define processes

Understand the As-Is

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CONFIDENTIAL 18

Group 1: Activities

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CONFIDENTIAL 19

Group 1: Activities

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CONFIDENTIAL 20

Understand the As-Is

Activity 2: Understand time & cost

Merge Data Clean Data Define processes Understand time & cost

IAA Example 1 IAA Example 2 http://bit.ly/TimesheetStyle

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CONFIDENTIAL 21

Group 2: Time & Cost

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CONFIDENTIAL 22

Group 2: Time & Cost

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CONFIDENTIAL 23

Group 2: Time & Cost

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CONFIDENTIAL 24

1

Macro

Activity 3: Collaborate to set Priorities, using A vs B

Priorities: A vs B

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CONFIDENTIAL 25

Group 3: Priorities

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CONFIDENTIAL 26

2

Micro

Activity 4: Design To-Be Roles and Activities

To-Be Roles & Activities Right -Sizing

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CONFIDENTIAL 27

Group 4: New Roles

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CONFIDENTIAL 28

Group 4: New Roles

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Converting OD to Business as Usual

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When does organisational innovation need collaboration, and from whom?

Transformation Journey

Integrate and clean data from multiple sources Connect people, processes and skills Control multiple workstreams to manage large scale restructuring Design & scale around future scenarios Calculate the impact on the current organisation, headcount and costs Analyse the current

• rganisation using

innovative, dynamic visuals Align on vision, strategy and priorities

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You want to be able to communicate clearly the responsibilities for future roles

Org chart showing roles, responsibilities, costs and FTE

Department

Compliance Executive Finance Legal Research Risk Sales & Trading

Managing Director

Executive FTE 1 Role Cost 200K A Preliminary legal assessment A Decision of the investment committee A Term sheet and deposit agreement A Agreement A Project report A Discussion of commercial terms

Risk Manager

Risk FTE 1 Role Cost 100K A Discussion of commercial terms A Term sheet and deposit agreement A Agreement A Preliminary legal assessment A Decision of the investment committee R Tracking impact of these on portfolio S Management calls S Loan to value S Feasibility study S Analyst views S Rebalancing of portfolio when necessary S Project report

Compliance Manager

Compliance FTE 1 Role Cost 70K A Preliminary legal assessment R Legal and financial statement review S Feasibility study

Legal Manager

Legal FTE 1 Role Cost 80K A Term sheet and deposit agreement A Decision of the investment committee A Discussion of commercial terms R Preliminary legal assessment R Legal and financial statement review S Management calls S Environment assessment S Deal sourcing

Financial Advisor

Finance FTE 1 Role Cost 65K A Agreement R Independent appraisal R Borrower (NL) creditworthiness R Prelimary financial and market feasibility R Feasibility study R Legal and financial statement review S Property value S Market research S Event based S Loan to value S Management calls S Project report

Sales & Trading Manager

Sales & Trading FTE 1 Role Cost 90K A Rebalancing of portfolio when necessary A Discussion of commercial terms A Agreement R Decision of the investment committee R Term sheet and deposit agreement S Prelimary financial and market feasibility S Project report

Research Manager

Research FTE 1 Role Cost 110K A Decision of the investment committee A Term sheet and deposit agreement A Rebalancing of portfolio when necessary A Preliminary legal assessment A Discussion of commercial terms A Agreement R Environment assessment R Project report S Prelimary financial and market feasibility

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Future productivity depends on rapid, accurate transition management

As-Is Org To-Be Org

ASSESSMENT PREFERENCE TAF* TRACKER LEAVERS SELECTION

*TAF: Target, Actual, Forecast

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• Consumer goods company

pivoting its offer with 80% revenue change in years

Examples of collaboration for organisational innovation

• Global banks with legacy

systems shrinking; startup banks with clean systems growing fast

• Logistics companies that see

their supply options and demand levels changing fast

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www.orgvue.com giles.slinger@orgvue.com alberto.acuna@orgvue.com

London, Philadelphia, The Hague, Toronto