Practice Techniques Home Page
|
|
| Once the practitioner understands the Principles and Rules as well as has gone through the relevant pages of knowledge-base, one can get down to knowing the step-by-step techniques. |
|
To filter your Practice Techniques listing for a specific section, please click the relevant hyperlink : |
| Execution Making-it-Happen -
Discipline of Execution → 'Executable' Strategy → Focus & Money-Machine → 'Value' management → 'Capabilities' management → Execution Intensity → Human Capital → Resilience & Flexibility → Anticipation & Intelligence → Execution Scorecard → Leadership & Work-Discipline → Entraprenurial Execution → |
| Enterprise Intelligence -
BI End-to-End → Data Quality → Data-Warehouse/Mart → Data Analysis/OLAP → Metadata Management → |
| Functional Management -
Customer Management → Sales & Distribution → |
| Vendor- IT Tool Domain -
Vendor-tool Evaluation → BI End User Tools → BI platform Tools → Data Management Tools → |
|
|
|
|
|
Ground Intelligence- Direct Link Technique
 |
This technique helps you to stay in touch with the ground realities, and keeps 'maintaining real-time connect' as a high priority among your day-to-day tasks
|
|
| |
| |
|
Reducing supplier and customer tail technique
|
This technique helps you in rationalizing your customers and vendors so that they give maximum value to your shareholders
|
|
| |
| |
|
Real-time connect assessment technique
|
This is a set of simple questions which one can stick on the soft-board, and can keep you alive on if you are maintaining a real-time link to 'what is happening?'
|
|
| |
| |
|
'Protect your cash' assessment technique
|
This technique is a set of quick-fixes which you can do in your investment decisions, pricing decisions and invoice/billing processes etc...You will see a sudden tightening around cash-management
|
|
| |
| |
|
'Cash-Perspective' reporting technique
|
This technique enables your financial and process reporting management to be aligned to the actual funds/cash and not only the P&L from accounting perspective.
|
|
| |
| |
|
Strategy Change Readiness Assessment Technique
|
Using this technique, you can quickly assess on how well prepared you are in terms of changing your strategy in case the performance and the assumptions are not as per your expectations.
|
|
| |
| |
|
Project-Value Maximization Review technique
|
This technique enables you to track on how well you have been doing in maximizing the value out of the project or investments. This technique can be plugged in your performance review and processes.
|
|
| |
| |
|
Assumptions Review Technique
|
This technique enables you to list your assumptions, mark criticality of the assumptions and risk to the assumptions. This will help enhance the preparedness for the risks.
|
|
| |
| |
|
Customer's-Customer assessment Technique
|
This technique once plugged into your information pipelines and execution scorecards will ensure a regular assessment on how your customer's customers are doing. This will lead to a sharp sense of anticipating risks and opportunities.
|
|
| |
| |
|
'Entrepreneurial Visualization' technique
|
This technique has got many facets. This visualization technique can be practiced with a group or in one-on-one sessions. It creates an entrepreneurial context for the actions and decisions taken by an individual/team.
|
|
| |
| |
|
'Had you been X, what you would do?' technique
|
This 2-minute technique helps in many ways including ownership, accountability and leadership depth. It reduces the 'upward delegation' and also reduces the management overload. This technique however works best with an equivalent level of empowerment.
|
|
| |
| |
|
KPI Execution Quotient assessment technique
|
This 5-minute technique will help you to assess on how relevant a KPI or set of KPIs are to your execution excellence
|
|
| |
| |
|
Simplicity Test Technique
|
This technique helps in controlling the tendencies of creating complex and 'intellectually stimulating' solutions. You can do this assessment within 10 minutes and spot the complexities which perhaps are not relevant.
|
|
| |
| |
|
Priority Forced Ranking Technique
|
This technique is used, when you have too many options and things to do and most of them look equally good/important.
|
|
| |
| |
|
Synergy Index Technique
|
How well are we leveraging the synergy, can span from operational to strategic levels? This technique, through a mix of simple questions and quick calibration, can tell you how well you are synergizing on the organizations/team/process resources and capabilities.
|
|
| |
| |
|
Eliminate follow-up technique
|
This extremely simple technique will reduce the management burden and bring a higher degree of accountability and execution-focus
|
|
| |
| |
|
Mother Reporting Technique
|
This technique enables organizations to plug the data pipelines into select 'mother reports'. This leads to rationalization of the reports being used by the organization and thereby resulting in better & coherent way to manage the business
|
|
| |
| |
|
Future to Date Technique
|
This technique helps you in effectively plotting your future expected performance in a similar format as you do MTD (month-to-date), YTD (year-to-date)
|
|
| |
| |
|
Time-Denomination Technique
|
This is an extremely simple technique, which can be used by any individual. It creates a structure, where an individual and the team are allocating work-time in small denomination to their day-to-day tasks and meetings
|
|
| |
| |
|
Rolling Review Technique
|
This technique helps in doing a more periodic review of the execution. This helps in making your business plan, targets and assumptions in-line with the ground realities and without adding overload due to frequent reviews
|
|
| |
| |
|
Core Effectiveness Percentage
|
This technique helps you in assessing any investment or expense in terms of how close it is to your core money making machine.
|
|
| |
| |
|
50%+- scenario test
|
This technique helps you to test the resilience of the business, to build the resilience of the business, and also to identify many new ways in which you can make your existing level of business achieve higher level of execution capacity. (I) Do a scenario analysis on what you would do if the level of your business goes up by 50% or if it goes down by 50%, the very next day (II) Once you have the list, calibrate it on 'ease, simplicity, economy and speed'. (III) Identify and implement the items, which makes sense even for current level of your business.
|
|
| |
| |
|
'So-What' Principle
|
This technique can be applied on any performance reporting, both by the creator of the scorecard as well as the reviewer. On a given performance report, ask the question 'so-what' five times and see what happens.
|
|
| |
| |
