MCEs 10 Step Business Transformation Framework MCE proprietary MCEs - - PowerPoint PPT Presentation
MCEs 10 Step Business Transformation Framework MCE proprietary MCEs 10-step Business Transformation Framework MCE S E XPE R IE NCE HOW MCE CAN HE L P? MCE ha s de ve lo pe d a uniq ue a nd e ffe c tive Busine ss T ra nsfo
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MCE ’S E XPE R IE NCE HOW MCE CAN HE L P?
MCE ha s de ve lo pe d a uniq ue a nd e ffe c tive Busine ss T ra nsfo rma tio n F ra me wo rk. Our Se nio r Asso c ia te s ta ke into a c c o unt yo ur spe c ific ne e ds a nd he lp yo u to a c hie ve yo ur tra nsfo rma tio n g o a ls.
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MCE ’S E XPE R IE NCE HOW MCE CAN HE L P?
STEP 1: Clarifying the Strategy’s Impact on Each Part of the Organization and Planning the Change
Str ate gy c lar ific ation and imple me ntation planning wor kshop
MCE he lps yo u c larify yo ur strate g y, ide ntify the ke y c hang e s ne e de d and plan an e ffe c tive c o mpany- wide Busine ss T ransfo rmatio n Pro g ramme with yo ur to p manag e me nt during a 1½ day wo rksho p
T ra nsfo rma tio n is a c o mple x pro c e ss c o ve ring 18 to 36 mo nths. T
c ha ng e re a lly ha ppe n, we re c o mme nd tha t yo u put into pla c e a de dic a te d pro g ra mme struc ture ne xt to the c urre nt
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MCE ’S E XPE R IE NCE HOW MCE CAN HE L P?
STEP 2: Communicating and Engaging into the Change Vision (1)
De signing the str ate gy c ommunic ation plan
MCE he lps yo u to de sig n a so lid strate g y c o mmunic atio n plan. T he me ssag e will be tailo re d to diffe re nt audie nc e s so that e ve ryo ne g ains a de e p unde rstanding o f what the strate g ic g o als are , what yo ur targ e t marke t is, what yo ur value pro po sitio n is, what ac tio ns will le ad to the strate g y re alisatio n and what will be e ve rybo dy’ s inte rnal ro le in it.
Colle c ting and inte gr ating fe e dbac k
MCE suppo rts yo u in invo lving line manag e me nt to c o mmunic ate the strate g ic g o als thro ug ho ut the
in the strate g y translatio n and g athe r me aning ful fe e dbac k fro m de e p within yo urc o mpany.
Busine ss tra nsfo rma tio n c a lls fo r a ta ilo re d a nd time ly to p-do wn a nd b o tto m-up c o mmunic a tio n with a ll inte rna l a nd e xte rna l sta ke ho lde rs. We e nsure tha t yo ur c o mmunic a tio n is susta ine d, no ting pro g re ss a nd c a lling fo r inc re a se d pa rtic ipa tio n.
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MCE ’S E XPE R IE NCE HOW MCE CAN HE L P?
STEP 2: Communicating and Engaging into the Change Vision (2)
Making be tte r use
c ommunic ation tools and te c hnologie s
MCE advise s yo u o n ho w to make a be tte r use
e xisting and ne w inte rnal c o mmunic atio n to o ls and te c hno lo g ie s. With so c ial-c asting and mic ro -blo g g ing a re al-time c o llabo rative c o mmunity c an be built to e ng ag e e mplo ye e s ac ro ss yo urc o mpany.
Pe r sonal c ommunic ation c oac hing for the C-le ve l
MCE pro vide s yo ur CE O and se nio r manag e me nt with a pe rso nal c o mmunic atio n c o ac h whe re ne e de d.
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MCE ’S E XPE R IE NCE HOW MCE CAN HE L P?
STEP 3: Selecting the Right Metrics
De fining and aligning the ke y me tr ic s
Sta rting fro m yo ur visio n a nd stra te g ic g o a ls we de te rmine with yo u the lo ng - a nd sho rt-te rm drive rs, the me a sure s a nd ta rg e ts fo r fina nc ia l g ro wth, c usto me r intima c y, o pe ra tio na l e xc e lle nc e a nd sta ff e ng a g e me nt. We ide ntify the le a ding indic a to rs tha t drive the c ha ng e , a nd c a sc a de thro ug h de pa rtme nts.
Aligning me tr ic s and appr aisal/ e valuation me asur e s
MCE suppo rts yo ur HR de partme nt in alig ning HR me tric s with the c o mpany’ s ke y pe rfo rmanc e me asure s.
Witho ut putting the rig ht me tric s in pla c e , a ny stra te g ic c ha ng e will fa il. T he re fo re , we will de c ide with yo u ho w c o rpo ra te a nd b usine ss K PI s c a n b e a lig ne d ho rizo nta lly a nd ve rtic a lly within the c o mpa ny.
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MCE ’S E XPE R IE NCE HOW MCE CAN HE L P?
STEP 4: Aligning Performance Appraisal and Reward System
Inte gr ating HR syste ms and line manage r s’ ne e ds
MCE ide ntifie s with yo u what mo tivate s diffe re nt g ro ups o f e mplo ye e s to de live r and o utpe rfo rm o n the strate g ic g o als. We he lp yo u to inte g rate HR pe rfo rmanc e appraisal & re ward syste ms with line manag e rs’ ne e ds.
De te rmining the rig ht e va lua tio n c rite ria a nd mo tiva to rs fo r diffe re nt e mplo ye e g ro ups is e sse ntia l fo r de live ring
We he lp yo u to b ridg e HR a nd line ma na g e me nt.
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MCE ’S E XPE R IE NCE HOW MCE CAN HE L P?
STEP 5: Building Coalitions
Ide ntifying c hange age nts
MCE he lps yo u to ide ntify who the c hang e ag e nts in yo urc o mpany are . We advise yo u o n whic h ro le the y c an take up to e nsure that the re is e no ug h c o mmitme nt, fo c us and e ne rg y pre se nt in the c o mpany.
I de ntific a tio n o f the a llie s with b o th the po we r a nd the po te ntia l fo r c ro ss- func tio na l te a mwo rk is a ma jo r impe ra tive fo r suc c e ssful b usine ss tra nsfo rma tio n. We c a n e nsure tha t the g uiding c o a litio n is pro pe rly re pre se nte d in ta sk fo rc e s a nd ste e ring c o mmitte e s to drive the c ha ng e a t e a c h le ve l.
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MCE ’S E XPE R IE NCE HOW MCE CAN HE L P?
STEP 6: Defining the Talent Gap (1)
E xe c utive te am de ve lopme nt
Co mpe lling fo rc e s ho ld e xe c utive te ams c aptive in the ir c urre nt thinking . MCE he lps yo ur E xe c utive T e am to shift the prac tic e s, rituals and re latio nships so that c hang e c an re ally happe n.
E xe c utive c oac hing
Re sult-o rie nte d individual c o ac hing he lps yo ur se nio r manag e rs to g ain visio n, strate g ic insig ht and de ve lo p the ir le ade rship skills. I t he lps the m se e the way to e xe c utive pe rfo rmanc e .
Whe n le a de rs a nd ma na g e rs a re no t e q uippe d with the ne e de d c a pa b ilitie s to de live r o n the ir stra te g ic g o a ls, yo u will lo se mo me ntum, b e lie f a nd fo c us. We he lp yo u to c lo se the ta le nt g a p.
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MCE ’S E XPE R IE NCE HOW MCE CAN HE L P?
STEP 6: Defining the Talent Gap (2)
Job c ompe te nc y mode ls and tale nt audit
MCE suppo rts yo ur c o mpa ny with de fining the c o mpa ny-wide a nd func tio n-spe c ific c o mpe te nc e s ne e de d to imple me nt yo ur stra te g y. We se le c t fo r yo u the b e st to o ls fro m o ur diffe re nt so lutio ns pa rtne rs.
De ve lopme nt of c apabilitie s of manage r s
MCE he lps yo u to furthe r de ve lo p the c a pa b ilitie s o f yo ur individua l ma na g e rs a nd te a ms o f ma na g e rs with le a de rship, func tio na l o r c ro ss-func tio na l inte rna l a nd individua lly fo c use d wo rksho ps.
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MCE ’S E XPE R IE NCE HOW MCE CAN HE L P?
STEP 7: Building Capabilities for Process Redesign
Building c apabilitie s to r e de sign pr
MCE pro vide s yo ur te a ms with the to o ls a nd c a pa b ilitie s to a udit yo ur pro c e sse s, to de fine the ne e de d impro ve me nts a nd to c o me up with a c tio ns fo r b usine ss pro c e ss impro ve me nt.
Pro c e sse s must b e re - a lig ne d with the stra te g y a nd re -tho ug ht fro m a n e nd-to -e nd pe rspe c tive . T he y sho uld c o ntrib ute to yo ur c ho se n va lue disc ipline : c usto me r intima c y, pro duc t le a de rship o r
T his re q uire s fro m yo ur ma na g e rs a la te ra l, c ro ss-func tio na l thinking a nd c a pa b ilitie s in pro c e ss ma na g e me nt.
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MCE ’S E XPE R IE NCE HOW MCE CAN HE L P?
STEP 8: Aligning Leadership Behaviour with the Strategy
L e ade r ship de ve lopme nt pr
amme s
MCE c an c o nduc t a se rie s o f le ade rship pro g ramme s fo r yo ur manag e rs. T his starts with the to p le ade rs be c ause the ir de c isio ns and be havio urs se t the c o nte xt fo r e ve ryo ne e lse . T he
fir st par t
the pro g ramme is a wo rksho p abo ut the MCE Chang e L e ade rship Mo de l – strate g y, me tric s, c usto me r me tric s, pro c e sse s and ke y pro je c ts to imple me nt the strate g y. T he
se cond par t o f the
pro g ramme is a wo rksho p whe re pro je c t pro g re ss, ke y po ints le arne d and o bse rvatio ns abo ut imple me ntatio n are share d.
One -to-one c oac hing
T he le ade rship training is fo llo we d by a pe rio d o f o n- the -jo b imple me ntatio n
busine ss pro je c ts, with po ssible o ne -to -o ne c o ac hing at se t inte rvals.
T he wa y le a de rs b e ha ve a nd se t e xa mple s e na b le s a nd mo tiva te s pe o ple . I f the y c o ntinue b usine ss a s usua l, why the n sho uld pe o ple c ha ng e ? I t is impo rta nt to g e t le a de rs o n b o a rd with the stra te g y, so tha t the y e nsure the le a de rship mo de l a nd e nc o ura g e the b e ha vio ur e xpe c te d fro m the ir pe o ple .
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MCE ’S E XPE R IE NCE HOW MCE CAN HE L P?
STEP 9: Building the Culture that Supports the Strategy
Me asur ing the Alignme nt of Pe ople (MAP)
MCE ’ s MAP me tho do lo g y me a sure s ho w g ro ups o f pe o ple unde rsta nd wha t the ne w stra te g y is, a s we ll a s ho w the y pe rc e ive the c urre nt sta te o f c ha ng e . T he da ta c a n b e so rte d b y a ny numb e r o f c rite ria – b y lo c a tio n, b y ma na g e me nt le ve l, b y de pa rtme nt. Me a sure me nts c a n b e do ne a t the sta rt o f the b usine ss tra nsfo rma tio n a nd a t pre -de te rmine d inte rva ls so tha t the pro g re ss c a n b e me a sure d.
I n a ny c ha ng e pro g ra mme c ulture c a nno t b e c ha ng e d imme dia te ly. Culture c ha ng e ha ppe ns thro ug h dilig e nt a nd c o nc e rte d e ffo rt a t the a b o ve ste ps. I t ta ke s a ye a r o r so b e fo re re a l c ha ng e s c a n b e se e n. And it ta ke s a b o ut thre e to five ye a rs to c o mple te ly shift the c ulture , de pe nding o n ho w we ll the a b o ve is imple me nte d.
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MCE ’S E XPE R IE NCE HOW MCE CAN HE L P?
STEP 10: Monitoring the Progress of Strategy Implementation
Putting in plac e a monitor ing me c hanism
MCE he lps yo u to de fine Busine ss T ra nsfo rma tio n Pro g ra mme spe c ific q ua ntita tive a nd q ua lita tive indic a to rs a nd put into pla c e a ppro pria te mo nito ring a nd e va lua tio n pro c e sse s. Our MCE Se nio r Asso c ia te s c a n ta ke pa rt in pe rfo rma nc e c he c kpo int me e ting s a nd a dvise yo u o n c o rre c tive a c tio ns.
A Busine ss T ra nsfo rma tio n Pro g ra mme sho uld ha ve spe c ific pro g ra mme K PI s. We re c o mme nd mo nito ring the pro g re ss q ua rte rly, while inte g ra ting the le sso ns le a rne d a nd insig hts c o lle c te d thro ug ho ut the Busine ss T ra nsfo rma tio n Pro g ra mme . I n so me c a se s we he lp the c usto me r in putting in pla c e a de dic a te d T ra nsfo rma tio n Mo nito ring Co mmitte e (s) struc ture .
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