CRS 3 Designing your future, today Presented by Imran O Kazmi.

CRS3

Designing your future, todayPresented by

Imran O Kazmi

Client Contact 101 Synergize (a Synergie

Consultants Company)P O Box 74327, The Fairmont,

Dubai, UAEVoice +9714 3116779Fax +9714 3311765Cellphone +97150 [email protected]

About us, but briefly!

We are a transition of Synergize (Pakistan based operations), already a well known name in the world of HR and Training

www.synergize.org to whet your appetite!

Try and buy!

Training Strategy and Implementation Training Needs Analysis Training Calendar

Creation Training Modules

Creation Training Delivery

Corporate Strategy Creation and Implementation Strategic Assessment Strategy Creation /

Amendment using relevant qualitative and quantitative tools

Strategy mapping using CRS Cube

Few of our clients

Banking ABN Amro Bank Citibank First International

Investment Bank International Housing

Finance Limited MCB Union Bank UBL

Oil PSO Caltex Chevron Texaco

Chemicals & Pharma Merck Marker Wyeth Chemidyestuff Industries Ehtesham Processors Engro Asahi Polymers &

Chemicals FMCG

Gillette Habib Oil Mills Lever Brothers Procter & Gamble Tapal Tea

Why CRS Cube

ChanceChancealways favors

the prepared mind

What is CRS Cube

A research based model to boost your Performance that does the following Analysis of current state Creation and implementation of plan to reach to

peak performance To us a performing organization has…

Delighted Customers Delighted Suppliers Delighted Shareholders Delighted Employees

Five Pillars of Performance Good performance is not an accident, it is a

product of hard work, clear thinking and utter determination: To us there are 5 pillars of performance that we

call CRS Cube where C=CONSENSUS Building within the team R=RELATIONSHIP within and outside the organization S=STRATEGY at corporate and across all levels S=Fine tune SKILLS S=Organizational SYSTEMS and procedures

Pillar 1: Strategy

Linking Vision to Opportunities & Capabilities

Slice of life: In the course of the strategic

realignment TA Triumph-Adler AG was transformed into a tightly focused distribution and service business with a leading franchise in the future market of digital office communication.

Issues Creating a strategy Mapping structure to strategy Linking strategy across

functions Translating strategy into action

Our Solutions CRS Cube Performance

Process Implementation Balanced Business

Scorecard Corporate, Marketing &

Sales, Corporate Finance, Customer Care and Supply Chain Strategies

Pillar 2: Consensus

Employee ownership of corporate initiatives

Slice of Life: Exxon to Engro

Issues Apples are oranges to

some or may be strawberries to the rest

Our Solutions Defining and clarifying a

common Vision Character Building and

Values definition Team Building to open

communication channels Discover individual

motivation and link with corporate via research, consulting and training inputs

2

Pillar 3: Systems & Procedures Strategy provides

direction, systems give you the road to walk on

Slice of Life: Enron Issues

Linking with value chain Process identification and

(re) engineering Identifying key measures

to control & improve Optimal resources

utilization

Our Solutions Systems and Procedures

Audit Quality assessment and

certification Business Process (re)

engineering Resource Capitalization

Audit Policy manuals creation

Pillar 4: Skills

Skill is the prerequisite for implementing any strategy

Slice of Life: Microsoft Issues

What is the set of skill required, desired and available at present

Is it accompanied by the RIGHT attitude

How do we measure, what to measure, what is the level that we are measuring for?

Our Solutions Job profiling and

descriptions Setting up or analyzing

performance appraisal systems

Training Needs Assessment (TNA)

Developing and designing a Training Calendar

Designing and delivering Customized Workshops to meet TNA

Pillar 5: Relationships

Relationships are about delighting internal and external stakeholders

Slice of Life: Emirates Issues

Respect vs Priorities Highlighting the critical

contributors in the Value Chain

Finding a BALANCE

Our Solutions Research and

Comparative Studies/ Bench Marking

Value Chain Management

Internal and external customer care strategies and implementation

ImplementingCRS Cube

From plans to actions

The Process

1. Preliminary CRS Cube assessment in red, orange and green areas

2. Client selection of methodology; from least to most intensive interventions: Fix the red and orange areas only Implement the Balanced Business Score Card Implement CRS Cube Performance Management Model

Balance Scorecard-What is it? To measure the performance of organizations

from different perspectives Financial:

How do we look to shareholders? Customers:

How do customers see us? Internal process:

What must we excel at? Innovation and Learning:

Can we continue to improve and create value?

Vision &

Strategy

Vision &

Strategy

CUSTOMERCUSTOMER

“To achieve our vision, how should we appear to our customers?”

Objectives Measures Targets Initiatives

FINANCIALFINANCIAL

“To succeed financially, how should we appear to our shareholders?”

Objectives Measures Targets Initiatives

INTERNAL BUSINESS PROCESSES

INTERNAL BUSINESS PROCESSES

“To satisfy our shareholders and customers, what business processes must we excel at?”

Objectives Measures Targets Initiatives

INNOVATION AND LEARNINGINNOVATION AND LEARNING

“To achieve our vision, how will we sustain our ability to change and improve?”

Objectives Measures Targets Initiatives

BSc- How does it look like

Pros and cons of BSC

Pros Established with the patronage of Harvard (Norton and Kaplan) Worldwide implementation: Mobil, HSBC, Lloyds, Southwest

among others Cons

Assumes strategy is already created Assumes strategy fine tuning is done in the ‘background’ – no

process defined to do so Assumes consensus building and sharing is practiced at all levels

– no process interventions placed CAVEAT EMPTOR (Buyer Beware)

In the absence of clearly defined strategy making and fine tuning processes and consensus building mechanism; BSC is a guaranteed failure.

CRS Cube Performance Model Strategy:

Making it everyone’s job

Skills: Fine tuning to meet

strategic and tactical objectives

Systems: Enabling to achieve rather

than crib

Relationships: Prioritize but care for all

Consensus Building: Take the pack along

In short: CRS Cube Model builds

on strengths of the Balanced Score Card AND covers weaknesses by including strategy and consensus as parts of the PROCESS rather than assumptions

…leading to “Fail Safe” implementation

Implement CRS Cube Performance Management Model1. Involve top team (CEO + direct reports)

a. Define and build consensus over Corporate Vision and Missionb. Define and build consensus over Corporate Strategyc. Break corporate strategy into CRS Cube dimensions identifying key

objectives, targets and measures d. Define organization structure of the present and future to deliver

the corporate strategy and create restructuring plan2. Move one level successively down till the last level in the

hierarchya. Explain and clarify vision and corporate strategy along with its CRS

Cube dimensions at each levelb. Facilitate creation and alignment of individual CRS Cube

dimensions with corporate dimensions3. Create / identify measurement and consensus building

mechanism at all hierarchical levels to achieve objectives and fine tune strategy as a continuous process

CRS Cube Performance Model Strategy:

Making it everyone’s job

Skills: Fine tuning to meet strategic and tactical objectives

Systems: Enabling to achieve rather than crib

Relationships: Prioritize but care for all

Consensus Building: Take the pack along

CRS Cube Template Employee Name Abdullah Mahar Designation Marketing Manager Reporting To GM Marketing Period Jan – Dec 2004

Area Objective Performance Measures/ Indicators

Specific Target

Key action items

Strategy Fine tune marketing strategy

Market share Achieve 35% share

Research competition and customer needs

Skills Assess team capabilities

Quiz results

Customer feedback

Avg 80%+ Quiz results

Delighted customer feedback

Refresher course

Customer feedback survey

Systems Use IT to the fullest Avg time to respond to queries

Reduce from 1 day to 12 hours

Electronic filing and mail course

CRS Cube Template contdArea Objective Performance

Measures/ Indicators

Specific Target Key action items

Relationship

Stakeholder

Generate profits above forecast

Quarterly financial reports

From 50mn to 75mn

Expand markets

Review costs

Relationship

Customer

Reduce fuel filling time

Avg time to service fuel customer

Reduce fuel filling time from 2 min to 90 sec

Time & motion study

Staff training

Relationship

Employee

Boost team morale

Attrition %age Reduce attrition from 5 to 2.5%

Employee Surveys

Events

Relationship

Supplier

Reduce payment time

Invoice payment time

From 45 to 30 days

Liaise with accounts

Faster invoice submissions

Consensus Building

Build ownership of initiatives

Market share Achieve 35% share

Weekly meetings with ‘sharing awards’

The Process … is the beginning1. Preliminary CRS Cube assessment in red,

orange and green areas

2. Client selection of methodology; from least to most intensive interventions: Choose wisely from the three choices: Fix the red and orange areas only Implement the Balanced Business Score Card Implement CRS Cube Performance Management

Model