Business Partners in Learning & Performance Improvement Alignment Model & Process Organizational...

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementAlignment Model & Process

Organizational Alignment

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementWhat is the Alignment Model?

• A tool for achieving superior results through purposeful organizational alignment

• A means of understanding basic elements of strategic alignment and operational alignment

• A tool for developing meaningful strategy

• A tool for organizing operations in a way that makes sense

• A tool for diagnosing organizational issues to identify root causes and propose corrective actions

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementCommon Applications w/ Client Examples

Establish common organizational identity

African American Affinity Network (JCI)

Corporate Diversity & Public Affairs Department (JCI)

Corporate Communications Department (JCI)

The Billion Dollar Roundtable

Interiors Business Unit (JCI)

Johnson Controls – Saft JV

Drive strategic planning

Holland, MI Chamber of Commerce

Lakeshore Habitat for Humanity

Corporate Product Safety Department (JCI)

Michigan Minority Business Development Council

Indiana Minority Supplier Development Council

World Medical Relief (Detroit)

United Performing Arts Fund (Milwaukee)

Develop business processes and metrics dashboards

Central South Texas Minority Business Council

Medical University of Charleston, SC

City of Charleston, SC

Develop people systems

Corporate Law Department (JCI)

(virtually all functional groups within JCI Automotive Experience BU)

Does this apply to a PMO?

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance Improvement

StrategicAlignmentStrategic

Alignment

MissionMission

Organization Structure Information Systems Metrics People Systems


BusinessProcessesBusinessProcesses

VisionVisionStrategic ObjectivesStrategic

Objectives

Strategies/Initiatives Tactical Plans Measures/Targets


Hedgehog Concept

CustomerCurrentValue

Stake-holders

Future Value

r efr

esh

OperationalAlignment

OperationalAlignment

The Alignment Model


Hedgehog Concept

Starting Point

The hedgehog knows only one big idea,but he executes it perfectly

time and time again.

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementYour Hedgehog Concept

What you are deeply passionate about

What you can be the best in

the world at

What drives your

economicengine


MissionMission





Objectives



Hedgehog Concept


Stake-holders

Future Value

r efr

esh

Building the Alignment Model

What We DoWhat We DoHow We Do ItHow We Do It

Where We’re Going

Where We’re Going

How We’re Going to Get

There

How We’re Going to Get

There

Who We Are


• Internal alignment at each level

• Vertical alignment from Enterprise level to Business Unit level to Department level, etc.

• Horizontal alignment between functions (i.e. complementary missions, visions…)

Levels of Alignment

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementTypical Approach

• Define your Hedgehog Concept

• Clarify and crystallize your Mission

• Articulate a clear Vision

• Define Strategic Objectives (goals) that align to the Vision, along with Measures & Targets

• Develop Strategies and Tactical Plans to achieve the Strategic Objectives

• Define and document the Business Processes by which you execute your Mission

• Create an Organization Structure that makes sense for leading and managing the Business Processes

• Implement Information Systems and Tools that enable the Business Processes

• Develop a Metrics Dashboard that tells you how effectively and efficiently your Business Processes are operating

• Staff and Develop the Right People with the Right Skills in the Right Places doing the Right Things to ensure successful Business Process outcomes.

Str

ateg

ic

Pla

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ing

S

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Elements of the Alignment Model


Hedgehog Concept

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementYour Hedgehog Concept

What you are deeply passionate about

What you can be the best in

the world at

What drives your

economicengine

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementPurpose of the Hedgehog Concept

informs your mission, vision, strategic plan, business processes, and all the other elements of the business

provides clarity about who you are with a deep understanding of how you will achieve success

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementHedgehog Examples

Product Safety Department

“One is Too Many”(injury, investigation, lawsuit, recall)

Law Department

Game-changing events; High value-add focus;Close to the business; Efficient

Billion Dollar Roundtable

Diverse Supplier Development best practices,thought leadership, and business case


Mission

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementDefinition of “Mission”

• Mission is purpose or “reason for being”

• Mission is enduring…day in and day out …doesn’t change often

• Core is often a verb and a noun

• Essentially defines value delivered to customers

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementExpressing Mission – Engineering Example

MISSION of an engineering department, in its simplest expression, is something like:

Develop Product

MISSION STATEMENT can be embellished:

Develop world-class automotive interior products that surprise and delight customers and consumers.

Embellishments should serve to create excitement or communicate uniqueness, but should not detract from the Mission Statement being a sound bite.

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementMission Examples

Central South Texas Minority Business Council

“We do 3 things: certify, connect, develop”

Johnson Controls – Saft JV

Create stakeholder value by providing advanced battery solutions for vehicle applications.

Information Technology Department (JCI)

Connect people-to-people, people-to-information, and people-to-process


Strategic Planning Elements


vision

objective

objective

objective

Objective: goal statements that reflect aspects of the vision

strategies1. 2. 3.

strategies1. 2. 3.

strategies1. 2. 3.

Strategies: courses of action laid out to reach the objectives

tactics

tactics

tactics

Tactics: strings of planned actions (projects) that make up a strategy

Vision:

clearly defined, decisive, attainable future rooted in customer needs; a preferred future state

Strategic Planning Elements


Vision


"Vision without action is a daydream.

Action without vision is a nightmare."

– Japanese proverb

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementDefinition of “Vision”

A short, succinct, and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms.

Intentions that are broad, all-inclusive and forward-thinking.

The image a business must have of its goals before it pursues them.

Describes aspirations for the future, without specifying the means that will be used to achieve those desired ends.

Simple – Bold – Organic

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementSuccess & Vision

“Corporate success depends on the vision articulated by the chief executive or the top management.”

“For a vision to have any impact on the employees of an organization it has to be conveyed in a dramatic and enduring way.”

“The most effective visions are those that inspire, usually asking employees for the best, the most or the greatest.”

“Keep stretch in your vision, communicate it constantly, and keep linking the events of today to your vision, underscoring the relationship between the two.”

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementVisioning Approaches

Externally-Focused

“What will be the impact of what we will become”

Internally-Focused“What we will become”

Superlative of Mission

“Become the best at what we do”


and bring him home safely again

Vision Examples

Become the world’s leading consumer companyfor automotive products and services

Enable people and businesses throughout the world to realize their full potential

A more comfortable, safe and sustainable world

Put a man on the moon by the end of the decade

Beat Coke!


Strategic Objectives


External EnvironmentExternal Environment

MissionMission





Objectives



Hedgehog Concept


Stake-holders

Future Value

r efr

esh

Make the vision a reality.

1

Opportunities and Threats in the business environment.

3

Strengths and Weaknesses in the operating environment.

2

Sources of Strategic Objectives


Opportunities / Threats in the Business Environment

What drives our economic engine3

2

1

Strengths / Weaknesses in the Operating Environment

What we can be best at

Issues / Opportunities for achieving the Vision or delivering on the Mission

What we are passionate about

Sources of Strategic Objectives

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementProduct Safety Example

Mission: Ensure safe products and services.We do this by…• Preventing safety issues• Solving safety issues• Driving safety knowledge and awareness into the organization• Ensuring compliance to regulations

Vision: We are committed to, and recognized for, product and service safety - every action, every time. “A journey from reaction to audits to accountability.”

Strategic Objectives:1. Culture: Foster a culture where product and service safety is a normal behavior lived

out by the organization.2. Leadership: Make Johnson Controls a recognized leader in industrial, governmental,

and research discussions on product and service safety and innovation.3. Process: Standardize and globalize product and service safety business processes.4. Organization: Execute product and service safety vision and mission with a lean

organization where accountabilities are where they belong.5. Technology: Define and implement integrated and collaborative safety tools

worldwide (information systems solution).

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementEnterprise Maturity Model

Global / Regional / Business

1 – Culture 2 – Leadership 3 - Process 4 – Organization 5 - Technology

1

Hedgehog, Mission, Vision signed off by EOT

Identification of all organizations which drive or are primary influence to industry.

PPSC process released and implemented

Release:-Global PS Tech (R&A)-Global Product, Mfg & Quality Lead(A&S)Implement:-Product Safety Regional Leads (A)-Product Eng & Qual Directors (R&S)

-Manual methods – MS Office

2

Safety Olympics developed. Hedgehog, Mission, Vision, and Safety Olympics rolled out to organization.

Selection made on key organizations to join.

SSP process released and implemented

Release-Global PS Tech (R&A)-Global Product, Mfg & Quality Lead(A&S)Implement:-Product Safety Regional Leads (A&S)-Product SSO Leads (A&S)

-Manual methods – MS Office-Identify x-functional linkage tool?-Identify x-functional metric management tool?-Identify record retention tools

3

“Safety Olympics” program implemented, all businesses, all regions.

Membership in organization – from passive to active (organization’s information shared within JCI).

Manufacturing (service plan) certification process released and implemented

Release:-Global Mfg & Qual Leads (R&A)-Global PS (A&S)Implement:-Quality Lead (R&A)-Supplier Quality Lead (R&A)-Product Safety Audit (R&S)

-Manual methods – MS Office-IT solution identified for x-functional linkage tool-IT solution identified for x-functional metric management-IT solution identified for record retention

4

50% “gold” status achieved

Membership in organization – influencer/presenter (JCI SMEs chair an organization’s subcommittee).

Lessons learned process released and implemented

Release:-Global PS Tech (R&A)-Global Product, Mfg & Quality Lead(A&S)Implement:-Product Safety Regional Coaches (S)-Product Eng SMTEs (R&A)-Safety Req SMTEs (R&A)-Mfg & Qual Regional Leads (R&A)

-Manual methods – MS Office-IT solution selected for x-functional linkage tool-IT solution selected for x-functional metric management-IT solution selected for record retention

5100% “gold” status achieved

Membership in organization – leader (influence over standard, leadership of group; JCI SMEs recognized as organization’s SME)

Standard product, process, and service safety templates for all core products and services released and implemented

Same as Maturity Level 1 through 4 infrastructure

IT solution piloted & deployed for x-functional linkage tool-IT solution piloted & deployed for metric management-IT solution piloted & deployed for record retention

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementProgress against the Vision

• Spokes are key strategic objectives

• Position on spokes measure progress toward vision


Business Process

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementCore Processes

Enterprise or Business Unit level:

• The steps of value creation which produce a product or service the customer is willing to pay for.

Functional or Department level:

• The steps of value creation which produce a deliverable that an internal customer needs or wants.

Suppliers CustomersInputs OutputsP r o c e s s S t e p s

What is critical to theCustomers’ satisfaction?

• CTQ (quality)• CTC (cost)• CTD (delivery)

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementSub-Processes & Enabling Processes

Sub-Processes:

• Process segments within a Core Process.

Enabling Processes:

• Processes that support Core Processes and Sub-Processes.

Sub-Processes

Enabling Processes


Core Process

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementProcess Mapping

1. Create the SIPOC diagram• Identify customers and their care-abouts• Identify process outputs

(deliverables – tangible output of the process)• Identify process inputs and suppliers• Establish process boundaries

4. Map the process steps• Identify inputs and outputs for each step• Define who performs and tasks involved• Identify information required or produced and the source or destination• Define cycle time and elapsed time

ProcessSuppliers CustomersInputs Outputs

2. Establish process boundaries• Identify the triggers that start the process• Identify the deliverable or event that ends the process

ProcessStart End


3. Identify major milestones within the process

A Process Map is a first step toward standardization and continuous improvement.


Metrics

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementMetrics Dashboards – Characterizing Business Performance


Efficiency Metrics

Resources consumed to do the work

Achieved by improving what happens inside the process

Effectiveness Metrics

Quality of outputs per customer requirements

Achieved by improving what comes out of the process


Customer Shareholder Employee

PeopleInnovationCustomer

Prod.Bus.Develop.

Bus.AwardProg.Mgmt.

Sourcing &Supply Mgmt.

OperationsMgmt.

Top LevelBusiness Metrics

System Effectiveness

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Or

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Inc

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Process/Business Unit /

FunctionalMetrics

Process/Dept./Plant

MetricsFinancial Efficiency Safety PeopleCustomer

Key MeasurementsOverview

Key MeasurementsOverview

BusinessResults

Purpose of dashboard: See health of the business at a glance.

Cascading Dashboards

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementDefining Metrics

Good Metrics….• Are objective (vs. subjective)• Relate to project/business goals• Are clearly understood• Actionable• Include a clear goal/target• Can be applied consistently

Name of Metric Definition How Calculated

Gate Timeliness Product development gates reached on time with all deliverables accomplished.

% of scheduled gates exited on time with zero open issues or with approved tactical plans for open issue closure (measured over previous 3-month, 6-month, and 1-year time period)

Workforce Diversity Proportion of total workforce consisting of women and minorities.

# of women and minorities divided by total # of employees (salary grade 57+)


People Development

Business Partners in Learning & Performance ImprovementBusiness Partners in Learning & Performance ImprovementPeople Process Framework

Competencies

(Knowledge & Skills)

Assessment

(Competency Gaps)

Training Curriculum / Development Programs /

Other Development Options

Training Curriculum / Development Programs /

Other Development Options

1. Business Process has implications for Org Structure & Staffing Model.

2. Business Process and Staffing Model defines roles (Job Matrix, Job Descriptions).

3. Skills are derived from Job Descriptions and inform development program definition.

4. Assessment criteria derive from Skills definition.

5. Assessment Results inform Development Planning.

6. Development Plans drive development activities via training curricula and other development options.

Role Definition

(Titles, Job Descriptions)

BusinessProcessesBusiness

ProcessesOrg Structure / Staffing ModelOrg Structure / Staffing Model

Development Plans

(Individual & Group)Development

Activities

Talent Acquisition

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