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Execution-MiH Encyclopedia →
Execution Making-it-Happen
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SECTION - Focus & Money-Machine
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Its a universal truth that focus is must for a sustained success. This section looks at focus in more than 6 different dimensions and how the multiple threads of focus need to be tied together to form a strong connect across the enterprise. We are introducing a new concept of 'money-making machine', which helps an organization to map the components, which are core to the way it makes money. This money-machine mapping is coupled with the strategy blueprint to define the Focus & Alignment Needs of an organization
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Chapters
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Having Financial Focus is the fundamental responsibility to shareholders. Financial focus means that one is spending the money where it matters most, focusing on bottom-line, making investments which are aligned to the strategy, doing optimum zero-based budgeting and ensuring that the money spent is closely linked to the way an organization makes money.
Topics in this chapter : Budgeting and Allocation Alignment → Absolute and Relative Budgeting → Investment Decisioning → Keeping the lights-on →
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Process Focus is to ensure that processes which make most difference to companies priorities should be worked upon for excellence. A company's money making machine has interlinked business processes which should be the first priority for continuous improvement. Post-that, the additional processes linked to new strategic priorities. Every process does not need to achieve the highest level of quality, and every process does not need to be fully-automated.
Topics in this chapter : Aligning process priority → Aligning process performance metrics and management → Aligning Process Capabilities → Aligning skills and resources → Aligning Process change readiness →
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Customer Loyalty is critical to success but it is not synonymous to success. Customer objectives are subordinate to the share-holder objectives. Customer focus will mean that one will maintain focus on customer acquisition and retention, while being driven by the organization priorities and profitability objectives.
Topics in this chapter : Aligned customer value & profitability matrix → Prioritized customer matrix → Aligned customer management performance matrix → Customer Service Alignment → Customer Relationship alignment →
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The organization structure, the job roles, the job description, the job goals, the incentive & rewards structure have to be focused upon maximizing an organization's money making machine and it's top strategic priorities..
Topics in this chapter : Resource and Skills Alignment → Pay and Incentives differentiation on Roles and Skills → Job Description Alignment → Learning and Development Alignment → Hiring Alignment → Goals Alignment →
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Today's era of focusing on core-competencies, has created a highly inter-dependent world where an organization is an ensemble of multiple business partners-vendors working in harmony to represent a complex operating infrastructure. The business partner focus includes alignment of contractuals, SLAs & metrics, business partner & vendor matrix, business partner process alignment etc...
Topics in this chapter : Aligning performance metrics- Cost-Quality-Time → Aligning behaviors and skills → Aligning the contractual → Aligning information pipelines → Aligning processes → Aligning Business Partner Matrix →
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All Sections in " Execution Making-it-Happen ."
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