MCEs 10 Step Business Transformation Framework MCE proprietary MCEs - PowerPoint PPT Presentation

MCE’s 10 Step Business Transformation Framework MCE proprietary

MCE’s 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 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. 2 MCE proprietary

STEP 1: Clarifying the Strategy’s Impact on Each Part of the Organization and Planning the Change MCE ’S E XPE R IE NCE HOW MCE CAN HE L 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. Str ate gy c lar ific ation and imple me ntation planning T o ma ke a stra te g y wor kshop c ha ng e re a lly MCE he lps yo u c larify yo ur strate g y, ide ntify the ke y ha ppe n, we c hang e s ne e de d and plan an e ffe c tive c o mpany- re c o mme nd tha t yo u wide Busine ss T ransfo rmatio n Pro g ramme with yo ur to p put into pla c e a manag e me nt during a 1½ day wo rksho p de dic a te d pro g ra mme struc ture ne xt to the c urre nt o rg a niza tio n. 3 MCE proprietary

STEP 2: Communicating and Engaging into the Change Vision (1) MCE ’S E XPE R IE NCE HOW MCE CAN HE L P? De signing the str ate gy c ommunic ation plan Busine ss tra nsfo rma tio n MCE he lps yo u to de sig n a so lid strate g y c a lls fo r a ta ilo re d a nd c o mmunic atio n plan. T he me ssag e will be tailo re d to time ly to p-do wn a nd diffe re nt audie nc e s so that e ve ryo ne g ains a de e p b o tto m-up unde rstanding o f what the strate g ic g o als are , what c o mmunic a tio n with a ll yo ur targ e t marke t is, what yo ur value pro po sitio n is, inte rna l a nd e xte rna l what ac tio ns will le ad to the strate g y re alisatio n and sta ke ho lde rs. what will be e ve rybo dy’ s inte rnal ro le in it. We e nsure tha t yo ur c o mmunic a tio n is susta ine d, no ting Colle c ting and inte gr ating fe e dbac k pro g re ss a nd c a lling fo r MCE suppo rts yo u in invo lving line manag e me nt to inc re a se d pa rtic ipa tio n. c o mmunic ate the strate g ic g o als thro ug ho ut the o rg anizatio n. We c o unse l yo u o n ho w to e ng ag e staff 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. 4 MCE proprietary

STEP 2: Communicating and Engaging into the Change Vision (2) MCE ’S E XPE R IE NCE HOW MCE CAN HE L P? Making be tte r use of 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 o f 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. 5 MCE proprietary

STEP 3: Selecting the Right Metrics MCE ’S E XPE R IE NCE HOW MCE CAN HE L P? De fining and aligning the ke y me tr ic s Witho ut putting the rig ht me tric s in pla c e , Sta rting fro m yo ur visio n a nd stra te g ic g o a ls we a ny stra te g ic c ha ng e de te rmine with yo u the lo ng - a nd sho rt-te rm drive rs, will fa il. 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 T he re fo re , we will e ng a g e me nt. We ide ntify the le a ding indic a to rs tha t de c ide with yo u ho w drive the c ha ng e , a nd c a sc a de thro ug h de pa rtme nts. 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 Aligning me tr ic s and appr aisal/ e valuation me asur e s a nd ve rtic a lly within MCE suppo rts yo ur HR de partme nt in alig ning HR the c o mpa ny. me tric s with the c o mpany’ s ke y pe rfo rmanc e me asure s. 6 MCE proprietary

STEP 4: Aligning Performance Appraisal and Reward System MCE ’S E XPE R IE NCE HOW MCE CAN HE L P? 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 Inte gr ating HR syste ms and line manage r s’ ne e ds e sse ntia l fo r de live ring o n yo ur stra te g ic g o a ls. 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 We he lp yo u to b ridg e strate g ic g o als. We he lp yo u to inte g rate HR HR a nd line pe rfo rmanc e appraisal & re ward syste ms with line ma na g e me nt. manag e rs’ ne e ds. 7 MCE proprietary

STEP 5: Building Coalitions MCE ’S E XPE R IE NCE HOW MCE CAN HE L P? 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- Ide ntifying c hange age nts func tio na l te a mwo rk is MCE he lps yo u to ide ntify who the c hang e ag e nts in a ma jo r impe ra tive fo r yo urc o mpany are . suc c e ssful b usine ss tra nsfo rma tio n. 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 We c a n e nsure tha t e ne rg y pre se nt in the c o mpany. 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. 8 MCE proprietary

STEP 6: Defining the Talent Gap (1) MCE ’S E XPE R IE NCE HOW MCE CAN HE L P? E xe c utive te am de ve lopme nt Whe n le a de rs a nd ma na g e rs a re no t Co mpe lling fo rc e s ho ld e xe c utive te ams c aptive in e q uippe d with the the ir c urre nt thinking . MCE he lps yo ur E xe c utive T e am ne e de d c a pa b ilitie s to shift the prac tic e s, rituals and re latio nships so that to de live r o n the ir c hang e c an re ally happe n. 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. E xe c utive c oac hing We he lp yo u to c lo se Re sult-o rie nte d individual c o ac hing he lps yo ur se nio r the ta le nt g a p. 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 . 9 MCE proprietary

STEP 6: Defining the Talent Gap (2) MCE ’S E XPE R IE NCE HOW MCE CAN HE L P? 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. 10 MCE proprietary

STEP 7: Building Capabilities for Process Redesign MCE ’S E XPE R IE NCE HOW MCE CAN HE L P? 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 . Building c apabilitie s to r e de sign pr oc e sse s T he y sho uld c o ntrib ute 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 to yo ur c ho se n va lue ne e de d impro ve me nts a nd to c o me up with a c tio ns disc ipline : c usto me r fo r b usine ss pro c e ss impro ve me nt. intima c y, pro duc t le a de rship o r o pe ra tio na l e xc e lle nc e . 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. 11 MCE proprietary

STEP 8: Aligning Leadership Behaviour with the Strategy MCE ’S E XPE R IE NCE HOW MCE CAN HE L P? L e ade r ship de ve lopme nt pr ogr amme s T he wa y le a de rs b e ha ve a nd se t MCE c an c o nduc t a se rie s o f le ade rship pro g ramme s e xa mple s e na b le s a nd fo r yo ur manag e rs. T his starts with the to p le ade rs mo tiva te s pe o ple . I f be c ause the ir de c isio ns and be havio urs se t the the y c o ntinue b usine ss c o nte xt fo r e ve ryo ne e lse . T he o f the fir st par t a s usua l, why the n 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 sho uld pe o ple c ha ng e ? me tric s, pro c e sse s and ke y pro je c ts to imple me nt the I t is impo rta nt to g e t strate g y. T he t o f the pro g ramme is a se cond par le a de rs o n b o a rd with wo rksho p whe re pro je c t pro g re ss, ke y po ints le arne d the stra te g y, so tha t and o bse rvatio ns abo ut imple me ntatio n are share d. the y e nsure the le a de rship mo de l a nd e nc o ura g e the One -to-one c oac hing b e ha vio ur e xpe c te d T he le ade rship training is fo llo we d by a pe rio d o f o n- fro m the ir pe o ple . the -jo b imple me ntatio n o f busine ss pro je c ts, with po ssible o ne -to -o ne c o ac hing at se t inte rvals. 12 MCE proprietary