Value Integration & Maximisation
Do our products/ services continue to meet customer needs?
Product / service development for most businesses is a continuum.
You never stop developing and refining your offerings.
You need to ask yourself what other businesses you might enter or exit.
Reducing the number of products in order to focus on core products is an alternative strategy.
Talk to your customers about how you might serve them better.
Do our processes ensure that we can meet those needs?
Now is the time to turn your creative types loose to optimise design, development, operations and customer service.
Give them the opportunity to streamline processes. Look to take out the steps that may satisfy internal requirements but add nothing to product or service value.
Do we have the right people in place to fulfill those needs?
Look for opportunities to put up-and-comers in positions of greater responsibility.
Give them the authority they need to develop new products or redesign new processes.
Now is an opportunity to refocus yourself and your business on what you do well — and could do better.
Once we have identified those issues, we need to do (and re-do) three things:
We call it the 3 Ds : Define. Declare. Deliver.
MAKING THE CONNECTION
Consider the operational excellence (OPX) map as a strategic theme for
tracing how that theme translates into strategic objectives within each strategy map perspective.
The strategy map has an underlying productivity (or low total cost) component, meaning to Deliver a combination of quality, price and ease of purchase that no one else can match.
Hence Competitive advantage.
This strategy comprises several operational excellence component objectives that permeate all of the strategy map’s perspectives.
In the financial perspective the objectives: “Cost leader” and “Maximise use of existing assets” represent the operational excellence goals of the Productivity strategy.
These are supported by the customer objectives:
- Low total cost
- Perfect quality
- Cheaper, better, faster
These customer objectives are, in turn, supported by the strategic objectives in the internal process perspective to drive Growth.
Develop strategic partnerships, Develop products and services,” Distribute to customers (Fast Process Cycle), and Manage risk.
The “Develop Strategic Partnerships & Develop Products / Services” objectives may represent the critical operational excellence objectives—which represent the core operational excellence goals for a service provider and the source of competitive advantage.
Then there are the 3 Ds. > DEFINE. DECLARE. DELIVER.
THE 3 AVENUES OF
Support systems and culture
- Feedback-based performance management, and ongoing coaching and mentoring, as to build trust, enthusiasm and commitment to the direction taken by the organisation.
- Linking learning with project working – the need to learn comes ‘from within the learner’ – aimed at performance improvement and quick results.
In this context, learning describes a range of skills development activities from competence definition and development, often relating to soft, through multi-skilling and team-leadership.
The key point is the way in which learning is linked in a high performance environment to work organisation.
The people management framework within which learning and work organisation changes sit is of considerable importance
- On the one hand, there are issues to do with performance management and systematising change.
- Of equal importance, however, is the development of a culture within which people are prepared to enthusiastically embrace change in work methods, skills, relationships.
At the heart of the issue is the development and maintenance of trust and particularly trust between those at the top of the organisation and those throughout the organisation.