Change management framework structure

Company X

Strategic

Goals

Customers

Ma

in S

tra

teg

ic T

he

me

(C

on

tain

er

for

all C

om

pa

ny

X

Str

ate

gic

Th

em

es)

Customer Centric Strategy

A zero defect workplace An Automated workplace

Innovation Adoption

Is the Key

Ma

in S

tra

teg

ic T

he

me

(C

on

tain

er

for

all C

om

pa

ny

X

Str

ate

gic

Th

em

es)

We Need to Identify all kind of

waste

Each process should be

identified in terms of its waste

generation

Each department has its

own processes and

procedures

All departments should be aligned

and work in synch to run the whole

center in the most efficient and

effective way

This should aim towards developing our

employees way of thinking and educate

them on a continuous bases

SUSTAINABILITY

Processes’

Process Mapping

Service and Products

Process Mapping

Our Employees are

one of our main

assets

Department 1 Department 2


HRIT

Finance

Company X



HRIT

Finance

Company XMain Processes

Sub Processes

Procedures

Department

Goals

Forms

Main Processes

Sub Processes

Procedures

Department

Goals

Forms

Main Processes

Sub Processes

Procedures

Department

Goals

Forms

Main Processes

Sub Processes

Procedures

Department

Goals

Forms

Main Processes

Sub Processes

Procedures

Department

Goals

Forms



HRIT

Finance

Company X

PRODUCTSSERVICES

PRODUCTSSERVICES

PRODUCTSSERVICES

PRODUCTSSERVICES

PRODUCTS

SERVICES

PRODUCTS

SERVICES

Department Goals

Department

Company X

Ma

in P

roc

es

se

s

Su

b P

roc

es

se

s

Pro

ce

du

res

Fo

rms

Task Responsible Employee

Task reported to

Time required to perform task

Set by Employee

Time required to perform task

Set by Manager

Cost required to perform task

Set by Employee

Cost required to perform task

Set by Manager

Quality required to perform

task

Set by Employee

Quality required to perform

task

Set by ManagerQuality types

Cost Types

Cost

QualityTime

Efficiency KPIs need to be

identified per each process

Department Goals

Department

Company X

Ma

in P

roc

es

se

s

Su

b P

roc

es

se

s

Pro

ce

du

res

Fo

rms A

ll Ta

sk

s D

eta

ils

Targets for each

Sub-Process

Measurement Frequency for each

Sub-Process

Targets for each

Main-Process

Measurement Frequency for each

Main-Process

Data collection mean for each

Sub-Process

Data collection mean for each

Main-Process

KPI

#

1

Weight 1

KPI

#

2

Weight 2

KPI

#

3

Weight 3

KPI

#

4

Weight 4

KPI

#

5

Weight 5

KPI

#

6

Weight 6

KPI

#

7

Weight 7

Monthly KPI Performance

Measurement

Monthly

KPI

January

Weight 1

Monthly

KPI

February

Weight 2

Monthly

KPI

March

Weight 3

Monthly

KPI

April

Weight 4

Monthly

KPI

May

Weight 5

Monthly

KPI

June

Weight 6

Monthly

KPI

July

Weight 7

Monthly

KPI

August

Weight 8

Monthly

KPI

September

Weight 9

Monthly

KPI

October

Weight 10

Monthly

KPI

November

Weight 11

Monthly

KPI

December

Weight 12

Yearly KPI Performance

Measurement

Year KPI

#

1

Weight 1

Year KPI

#

2

Weight 2

Year KPI

#

3

Weight 3

Year KPI

#

4

Weight 4

Year KPI

#

5

Weight 5

5 Years KPI Performance

Measurement

Department X

Usage 1:

Employee

s

Performa

nce

measure

ment

(monthly,

yearly)

(5 years

successio

n

planning)

Usage 2:

Departme

nts,

Projects,

Programs,

Portfolio

tasks

Performa

nce

measure

ment

(,

monthly,

yearly,

5years)

Process 1

Process 2

Process 3

Process 4

Process 5

Process 6

Process 7

Process 8

Process 9

Process 10

Process 13

Process 12

Process 11

Process 14

Process 15

Process 16

Process 17

Process 18

Process 19

Process 20

Process 21

Process 22Service X

Product Y

Department 1

Department 5

Department 2

Department 1

Department 1

Department 2

Department 1

Department 4

Department 5

Department 3

Department 1

Department 3

Department 2

Department 3

Department 4

Department 1

Department 2

Department 3

Department 2

Department 3

Department 1

Department 4

Sub Process 1

Sub Process 2

Sub Process 3

Sub Process 4

Sub Process 5

Service X

Product Y

Department 1

Department 3

Department 1

Department 3

Department 2

Task 1

Task 2

Task 3

Task 4

Task 5

Task 1

Task 2

Task 3

Task 4

Task 5

Task 1

Task 2

Task 3

Task 4

Task 5

Task 1

Task 2

Task 3

Task 4

Task 5

Task 1

Task 2

Task 3

Task 4

Task 5

Company X

Budget

Department

3 Budget

Financial statement

Monthly Cash Flow

Auditing

Costs

Auditing

Costs

Employees

Costs

Department

4 Budget

Department

2 Budget

Department

1 Budget

Department

5 Budget

Ex

pe

nd

itu

re

Inc

om

e

Should be either;

Balanced or,

Excess in Income

EX

PE

CT

ED

AC

TU

AL

EX

PE

CT

ED

AC

TU

AL

Supports work alignment between the different departments towards a

more collaborative workforce and a sustainable workplace and self

dependent workplace

Company X

Financial Statement

Department 3

Financial

Statement

Department 4

Financial

Statement

Department 2

Financial

Statement

Department 1

Financial

Statement

Department 5

Financial

Statement

Financial Accounting

Financial Accounting

Costs Breakdown to match as per each project

Project 1 Project 6Project 5Project 2

Project 4Project 3 Project

11

Project 9

Project 8Project 7

Project

10

ServicesProducts

Our Accounting system already supports this synchronization

But

Requires a re-structuring

PR

OJ

EC

T M

AN

AG

EM

EN

TInitiation -

Preperation

Planning

Implementation

Monitoring

and

Assessment

Continuous

improvment

Project

12

Program 1 Program 2 Program 3

Main

Processes

Procedures

Sub

Processes

Efficiency

Effecteviness

Position Level

Duties

Main Purpose

ResponsibilityDirect

Reporting

Skills

Tools

Competencies

Clients

Decision making

Problem Solving

Reports Preperation

Knowledge

Relationships

Work Experience

Formal Education

Skills

Certefication

ServicesProducts

Strategic

Goals

Performance Management System

Innovation

Creativity

Every task we accomplish at Company X should be considered as

an ICEBERG, with either of the following options:

Benefits Constraints

Shown Hidden Shown Hidden

We need to Log every thing and make it accessible for everyone to benefit from...

MAIN GOAL, to have it in our culture that we:

Admit our

strengths and

share them

Admit our

mistakes and

share them

Admit our

areas for

improvement

and share them

To achieve this goal we need to better structure these information to help drive our goal of having an

automated Company X which can run it self on its own**

** On its own à refers to a zero defect workplace

Company X Employees Training Development

New projects and tasks

to be accomplished

Aiming to be done

internally

Ability to take new tasks

and perform certain jobs

more efficiently and

effectively

Skills and competencies

Increase efficiency and

effectiveness for current

tasks and processesEach employee to

have his/her own

SWOT analysis

Return on Investment

Each employee to

have his/her own

PESTL analysis

Creativity Innovation

These 3 requirements should

be accomplished and

measured prior to any

employee training approval

Performance

apraisal

Performance

Assessment

Employees

Goals

Department

goals

Company X

Strategic

GoalsCustomers

Assessment

Stakeholders

assessment

Risk analysis

Performance Management Vs Financial Accounting Management

Tasks Breakdown to match as per each project

Every JoD we pay should be linked with a return on investment in reference to;

Process Mappings à Operational Goals à Strategic Goals

ServicesProducts


But


PR

OJ

EC

T M

AN

AG

EM

EN

TInitiation -

Preperation

Planning

Implementation

Monitoring

and

Assessment

Continuous

improvment



11

Project 9

Project 8Project 7

Project

10

Project

12


Performance Management Vs Financial Accounting Management

This will help remove the constraints, since it will help point the fingers towards;

What to reduce -in terms of expenditures-

What to increase -in terms of income (training, consultation, sponsorships, lectures, etc ..-

ServicesProducts


But


PR

OJ

EC

T M

AN

AG

EM

EN

TInitiation -

Preperation

Planning

Implementation

Monitoring

and

Assessment

Continuous

improvment



11

Project 9

Project 8Project 7

Project

10

Project

12


Every task to be done at Company X to be associated with a project

Products Services

Performance Management Vs Financial Accounting

Management

Company X Employees Training Development

New projects and tasks to

be accomplished

Aiming to be done

internally

Ability to take new tasks

and perform certain jobs

more efficiently and

effectively

Skills and competencies

Increase efficiency and

effectiveness for current

tasks and processes

Return on Investment

AN Interactive Financial Statement

PR

OJ

EC

T M

AN

AG

EM

EN

TInitiation -

Preperation

Planning

Implementation

Monitoring

and

Assessment

Continuous

improvment



11

Project 9

Project 8Project 7

Project

10

Project

12


Company X

Mystery

Shopper

Customer

Satisfaction

Employee

SatisfactionMarketingSalesPromotions

Training

Sessions

Awareness

Sessions

All of the above should be part of each program’s criteria

This is because

Each reflects an important part and represent a foundation for continuous improvement and development

Each of our employees to be an Excellence ambassador

And

Supports Company X vision and become a catalyst for more competitiveness and profits

With an aim for

Event

Management… etc

Aim

ing

to

wa

rds

Our Employees are

valuable assets

Aim

ing

to

ward

sWe end each year with a question:

Are you ready to leave us or not yet ?

Yes, but I want to stay

to help accomplish

the center’s vision

Yes, but I may come

back J

Yes, as I am an

excess at the

Company

No, I still have a lot to

learn and do at the

Company

Aim

ing tow

ard

s

Our processes will focus on having a

healthy and transparent workplace

TALENT DEFFERENTIATION – Each Employee is an Entrepreneur

Social Responsibility

1 day away

from work

2 days away

from work

3 days away

from work

4 days away

from work

5 days away

from work

Single social responsibility activity done alone or with a group

Should be proofed and measured and its reflection to be monitored

continuously

Double social responsibility activity (same topic or different topics) done

alone or with a group


continuously

Triple social responsibility activity (same topic or different topics) done

alone or with a group


continuously

Social responsibility Project done alone or with a group


continuously

Social responsibility Project done alone or with a group


continuously

Company X Main

Strategic Theme

and Strategic

Goals

Company X Main

Strategic Theme

and Strategic

Goals

Company X Main

Strategic Theme

and Strategic

Goals

Company X Main

Strategic Theme

and Strategic

Goals

Company X Main

Strategic Theme

and Strategic

Goals

VA

LU

E C

HA

IN

VA

LU

E C

HA

IN

A project template to be created and distributed PLANT Company X Values in our Employees

IDEAS Generation for every single issue related to Company X

EXAMPLE

Near Department 1

staff

Near Department 2

staff

Near Department 3

staff

Near Department 4

staff

Near Department 5

staff

1- We will be Educating our Staff...

2- We will be educating our Customers…

3- We will be educating our visitors…

4- We will be educating our guests…

5- We will be educating our Support Services employees…

We will be contributing towards a better country

Environment Protection

Recycling – Reusing

We will need to measure each of the previous 5 categories…

We will need to measure reflection each of the previous 5

categories on outside world

We will need to measure return on investment and use it

productively...

1

25

43

Continuous

monitoring

and

measurment

Spread the

knowledge of

sustainability

Add advices around them and

associate them with real numbers

form Company X experience

Makes everyone proud of what

they are doing in helping the

country and the world

LABOUR DAY

1/5/20XX

We need

to focus

on two

areas

Help support staff

dreams to develop in

their career

Help support the

succession planning

and career plans

Yearly bases to be implemented by Company X General Manager

Quarterly bases to be implemented by Company X Managers

One employee at a time to be Company

X General Manager on the next working

day after LABOR DAY off day

One employee at a time to be Company X

Manager / per each department on the first

working day of Jan,Apr,Jul,Oct

Ma

na

ge

Se

rvic

e D

eliv

ery

Pro

ject

/ A

dd V

alu

e t

o d

eliv

ere

d s

erv

ice

s

& P

rod

ucts

Leadership

Human Resources

Partnerships and

Resources

Customer / End User

Infrastructure

National Goals

Economy and investment

Strategy

Strategic Goals

Va

lue

ch

ain

to

pro

du

ce

/ D

eve

lop

Se

rvic

es &

Pro

du

cts

(

)

Vision

Mission

Values

Involvement

Company X

Org

an

iza

tio

na

l

Str

uc

ture

Empowerment/Delegation/

Capabilities build up

Quality

CostTime

Innovative Environment

Identify/Analyze Risks

Long term relationships

Exchange Experiences

Services Specifications

Le

ss

on

s L

ea

rne

d /

Co

nti

nu

ou

s

Imp

rov

em

en

t

Identify needs

Communication

Involvements

Support Creativity and

innovation


Involvement

Goals

Communication

Research Readiness

Analytical Readiness

Win – Win Relationship

Communication

Researches

Business Etiquette

Support studies and

researches

Studies and Researches

Knowledge Spread

Innovative Environment

Country different sectors

Awareness /

Training

Win – Win Relationship

Strategic Goals

Identify needs

Identify needs

%

%

%

%

%

Le

ss

on

s L

ea

rne

d /

Co

nti

nu

ou

s

Imp

rov

em

en

tL

es

so

ns

Le

arn

ed

/

Co

nti

nu

ou

s

Imp

rov

em

en

tL

es

so

ns

Le

arn

ed

/ C

on

tin

uo

us

Imp

rov

em

en

t

KPIs

Capabilities &

Experiences

Operational Goals

Strategic Goals

Operational Goals

Business Etiquette

Studies &

Researches

Long term

relationships

Time

Policies and Strategies

Initiation

-

Preperat

ions

Plannin

g

Exec

ution

Measurem

ent and

Monitorin

g

Continuou

s

Improvmen

t

KPIs

KPIs

KPIs

Le

ss

on

s L

ea

rne

d /

Co

nti

nu

ou

s

Imp

rov

em

en

t

KPIs

Ideas and

Suggestions

Strategic Goals

Empowerments

Tools and

Equipments


Communication

Efforts

Processes

Quality

CostTime

Quality

CostTime

Quality

CostTime

Quality

CostTime

Agreements

Communication

Awareness /

Training

Ideas &

Suggestions

Recognition

Rewards and

Encouragements

Ideas & Suggestions

Awareness / Training

Rewards and

Encouragements

Technological Readiness

Financial Resources

Human Resources

Tools and Equipments

Not to force employees

on doing any thing

Commitment to work plan/

recognition

Community

Company X

Innovational

Excellence

Framework

structure

Executive Director

Manager

Employee

Co-Worker

Customer

Partner

Per Process

Per Employee

Per Task

Per Employee

Per Task

Per Employee

Per Process

Per Employee

Per Process

Per Employee

Per Process

Per Employee

Assign per manager…

To be assigned at the beginning of the service/product

value chain

Can allow & announce an extra margin for creativity and

innovation

Margin in either/both Time and Cost

But not Quality

Assign per employee…

To be assigned at the beginning of the process per each

service/product value chain

Can be re-assigned or mutual assignment for training/

qualifications purposes (to be categorized)

Can allow & announce an extra margin for creativity and innovation


But not Quality

Employees self assessment for their work

Can be compared later and help develop employees to

better assess themselves

Later to be justified and explained

Employees self assessment for their co-workers

When compared, margin of error (gap) will be pointed out

and to be eliminated


Customers self assessment for employees they deal with

This to be done at the end of each process/service delivery/

product


Partners assessment for employees they deal with


product


Positions’ Required Skills






Assign per manager…

To be assigned at the beginning of the service/product value chain



But not Quality

Assign per employee…

To be assigned at the beginning of the process per each service/product

value chain

Can be re-assigned or mutual assignment for training/qualifications

purposes



But not Quality

Employees self assessment for their work

Can be compared later and help develop employees to better assess

themselves


Employees self assessment for their co-workers

When compared, margin of error (gap) will be pointed out and to be

eliminated


Customers self assessment for employees they deal with

This to be done at the end of each process/service delivery/product


Partners assessment for employees they deal with



Education

Recommendations

Skills

Certeficates

Experiance

Exams

Interviews

When On Board

(Employees to assess themselves in all aspects)

When Qualifying

(Employees to assess themselves in all aspects)

Per Weight (may differ based on the process)


Can be broken down per skill or Automatically

Distributed




Per Weight (may differ based on the

process)


process)


process)


process)


process)


process)


process)


process)


process)


process)

SupplierPer Process

Per Employee

Suppliers assessment for employees they deal with


product



Suppliers assessment for employees they deal with


Later to be justified and explainedPer Weight (may differ based on the process)Per Weight (may differ based on the

process)


process)

Per Weight (may differ based on the process)Per Weight (may differ based on the

process)


process)

Can be broken down per task or

Automatically Distributed

Can be broken down per Processes or



Distributed


Automatically DistributedCan be broken down per sub-processes or



Distributed






Distributed



Can be broken down per sub-processes or



Distributed






Distributed


Automatically DistributedCan be broken down per sub-processes or Automatically

Distributed


Distributed





Extra optional Skills






All extra points to be provided here

These will be given extra % as a bonus during the full assessment

Related to margins provided


















MUST be broken down per skill







Related to margins providedPer Weight (may differ based on the process)








Must attach each related document for current/future

reference


referenceMust attach each related document for current/future reference


reference

A%

B%

C%

D%

E%

F%

G%

Education

Recommendations

Skills

Certeficates

Experiance

Exams

Interviews

A%

B%

C%

D%

E%

F%

G%

100%

100%

A certain targeted % is required to fit in any

position

Targeted % to be given an upper threshold and

lower threshold

If upper threshold was exceeded multiple times,

the employee will be advised to whether qualify

for the next level or stay in the same level

If lower threshold

was exceeded multiple times, the employee will

be advised to explain, justify and advise

Ca

ree

r

Pla

ns

Su

cc

es

sio

n P

lan

nin

g

As

se

ss

me

nt

Re

su

lts

ProcessPer Sub Process / Task

Per Employee

Process KPIs to be reflected on the Employee assessment

Process PIs to be reflected on the Employee assessment

The employee is the main catalyst for the success of the

process




The employee is the main catalyst for the success of the processPer Weight (may differ based on the process) Per Weight (may differ based on the process) Per Weight (may differ based on the process)


Distributed



Can be broken down per sub-processes/task

or Automatically Distributed




The employee is the main catalyst for the success of the processPer Weight (may differ based on the process)


A certain targeted % is required to fit in any position

Targeted % to be given an upper threshold and lower

threshold

If upper threshold was exceeded multiple times, the

employee will be advised to whether qualify for the next

level or stay in the same level

If lower threshold

was exceeded multiple times, the employee will be

advised to explain, justify and advise

Human

Resources

Developmental

Excellence

Framework

structure

Change management framework structure

Leadership & Management

Transcript of Change management framework structure