1. RACI Change Manager Session 2 1 RACI Charting, mapping your
current to future state
2. RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 |
Registered office 19 Market St, 3131, Nunawading, Victoria
Australia | Ph. (03) 9012 6216 In Session 2 1. Who is RACI Change
Manager 05 mins 2. RACI Charting and its impact on business
efficiency 40 mins 3. Aligning organisational Accountabilities 20
mins 4. Introduction to Session 3 05 mins 2
3. Who is RACI Change Manager (Michael Carew) ? Leaf Free
Gutter Guard 1988 to 2002 Inventor - patent engineered and built
the manufacturing process Commercialised exit sale 2002 3 Micro
Stop 1991 to 1993 Invention - patent Commercialised exit sale 1993
SuperBoot - 1998 to current Invention - patent Commercialised -
over 2.5m product sales zero product defect Tradestore - 2000
Australias largest online store Developed commercialised and closed
after dot com bubble burst 2002 Freshtel 2003 2008 Founder &
CEO of Freshtel Holdings Limited listed on the Australian Stock
Exchange April 2005 Partnership with the 3rd largest retailer in
the world Tesco UK Grew market cap from $4m to $160m over 4 years
exit in 2008 MyTVR 2009 - 2011 World first cloud based mobile PVR
patent commercialise closure in 2011 due to Supreme court decision
on Copyright. RACI Change manager Business development and
efficiency solutions CompanyLMS Cloud based Staff Training and
competency delivery and management Business strategy, coaching and
Business development 2011 - current VIP Plumbing and Electrical,
Surrey 1985 2006 Establish grew to over 30 employees implemented
quality systems and processes exit sale 2006
4. 4 + + + Future state Session 1 Session 2 Session 3 RACI
Change Manager Pty. Ltd. | ABN 44 084 821 554 | Registered office
19 Market St, 3131, Nunawading, Victoria Australia | Ph. (03) 9012
6216 RACI Change Manager Strategy RACI Mapping RACI to position
descriptions Current state =
5. RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 |
Registered office 19 Market St, 3131, Nunawading, Victoria
Australia | Ph. (03) 9012 6216 Questions ? 5
6. 6 When nobody did what anybody could have done Animated
video
7. 10 Great Questions circle Yes or No Answering Yes to 3 or
more of this questions we can help RACI Assessment and RACI
Charting to resolve problems such as. 1. Work frequently delayed or
incomplete? 2. Teams have questions about who does what? 3. There
are multiple decision-points within a single process? 4. There
inadequate communication and/or co-ordination in the organisation
5. Accountabilities of individuals or departments undefined and
unclear? 6. There is insufficient delegation of authority? 7. We
work in a reactive environment rather than a proactive one? 8.
Decisions arent made in a timely fashion? 9. A blame culture exist?
10. Tasks are being performed and decisions being made at the wrong
levels? NY NY NY NY NY NY NY NY NY NY 7 Exercise -
8. 8 The Answer is RACI RACI Change Manager Pty. Ltd. | ABN 44
084 821 554 | Registered office 19 Market St, 3131, Nunawading,
Victoria Australia | Ph. (03) 9012 6216
9. RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 |
Registered office 19 Market St, 3131, Nunawading, Victoria
Australia | Ph. (03) 9012 6216 RACI Explained? 9
10. Organisational Chart 10 Reception General Manager Chief
Financial Officer Customer Ser. Manager Directors Credit Manager
Sales & Marketing Manager A for day to day management of the
company A for overall company performance and maximising the return
for shareholders A for day to day management of Reception A for
financial management A for Operational performance A for Sales
performance A for Credit and bad debt Management Discussion on Role
accountability Exercise Next page -
11. 11 Who would the General Manager approach if reports
indicated that bad debt is escalating? Who would the Directors
approach if they were concerned over revenue dropping? Who would a
Director approach if a friend shopping in one of their stores
complained about the service? 1. Director 2. General Manager 3.
Receptionist 4. Chief Financial Officer 5. Operations manager 6.
Customer Service Manager 7. Sales and Marketing Manager 8. Credit
Manager 1. Director 2. General Manager 3. Receptionist 4. Chief
Financial Officer 5. Operations manager 6. Customer Service Manager
7. Sales and Marketing Manager 8. Credit Manager 1. Director 2.
General Manager 3. Receptionist 4. Chief Financial Officer 5.
Operations manager 6. Customer Service Manager 7. Sales and
Marketing Manager 8. Credit Manager Organisational Chart Exercise -
Circle the correct answer
12. 12 To many As Question? In this situation can the Credit
Manager be held accountable for the performance of the Credit
department. The General Manager was going to fire the Credit
manager due to nearly $350,000 of bad debt
13. 13 After RACI Charting I called a meeting with the Credit
Manager Sales director Nat Sales Manager Nat Operations Manager
General Manager The problem was explained The visual of the As
circled all over the RACI did not need explaining. Collaboration In
a team discussion it was agreed that the Credit Manager was hired
for her expertize in Credit Management and it was agreed that she
would not interfere in their field of expertise if they did not
interfere in hers. Bad Debt was reduced to under $78K within 12
months without the loss of a customer. Customers were made aware of
the reason credit policies were in place and appreciated the
companies position on risk management.
14. Example RACI Chart 14 STEP DESCRIPTION GM Fin Controller
Operation Manager Sales Manager IT Manager HR Manager Board 1
Achieving corporate objectives A/R R R R R R 2 Ensuring that the
agreed strategies are implemented A/R R R R R R 3 Submitting
business forecasts and budgets for the approval of the Board and
recommending major policy changes and developments A/R 4 Monitoring
and directing overall operations to achieve revenue and expense
budgets and the satisfactory performances of the various profit
centres across the organisation A/R 5 Directing the preparation,
communication, and execution of operating objectives, plans and
programs A/R 6 Negotiating major deals and financial arrangements,
loan terms etc A/R R C 7 Directing and motivating the executive
team in the achievement of agreed goals and standards by the
provision of effective leadership and vision for the Organisation
to grow responsibly and in a profitable and sustainable manner A/R
8 Acting as the chief spokesperson for the organisation A/R 9
Ensures that best-practice standards are adheared to in accordance
with all relevant legislative parameters and Government
requirements A/R R R R R R 10 Ensures that all departments produce
high quality, relevant information to assist in the decision-making
processes that exist at both an operational & strategic level
A/R R R R R R 11 Develops growth strategies that take advantage of
Middys core skills with the aim of maximising existing revenue
streams and developing new business opportunities A/R R 12 Ensures
that planning is constantly undertaken to ensure that Middys is
well placed to meet the challenges of the future A/R 13 Ensure that
effective delegation and monitoring of activities under this
position description A/R GM RACI
15. Example RACI Chart 15 Receptionist RACI STEP DESCRIPTION
receptionist Managers Employee General Customers 1 Answer telephone
calls and take messages or forward calls A/R I R 2 Schedule and
confirm appointments and maintain event calendars A/R C/I R 3 Greet
and welcome customers, clients, and other visitors A/R R 4 Check
visitors in and direct or escort them to specific destinations A/R
R R 5 Inform other employees of visitors arrivals or cancellations
A/R R I 6 Enter customer data and send correspondence A/R R I 7
Copy, file, and maintain paper or electronic documents and records
A/R R R 8 Handle incoming and outgoing mail A/R R R 9 Manager
stationary levels and order A/R R R 10 Distribute mail to various
departments A/R I R R 11 Complete phone and mail books daily A/R I
I 12 Book and coordinate meeting rooms A/R C/I R R 13 Ensuring that
office is maintained to the highest standard A/R R R
16. R: Does the step Project: Enter Project Name A: Accountable
for the step PROCEDURE RACI C: Consulted with before the step
DEPARTMENT Reception I: Informed when the step is completed UPDATED
00/00/2013 STEP DESCRIPTION ROLE 1 ROLE 2 ROLE 3 ROLE 4 ROLE 5 ROLE
6 ROLE 7 ROLE 8 ROLE 9 ROLE 10 1 2 3 4 5 6 7 8 9 10 11 12 13
Exercise -Create an Example RACI Tasks for closing a business at
end of day
17. RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 |
Registered office 19 Market St, 3131, Nunawading, Victoria
Australia | Ph. (03) 9012 6216 1. RACI is a great way to ensure
work is not frequently delayed or incomplete 2. RACI ensures teams
are clear about who does what 3. RACI reduces multiple
decision-points within a single process 4. RACI ensures there is
adequate communication and/or co-ordination in the organisation 5.
RACI ensures Accountabilities of individuals or departments are
defined and clear 6. RACI ensures t is here insufficient delegation
of authority 7. RACI assists in changing a reactive environment to
a proactive one 8. RACI ensures Decisions can be made in a timely
fashion 9. RACI ensures blame cultures dont exist 10. RACI ensures
tasks are being performed and decisions being made at the right
levels Summary 17
18. Today 3 years 2 years 1 years 4 years 5 years Vision in
place Strategy in place General manager in place HR manager in
place Business review & recommendations Everyone working as a
team New business software finalised Rationalisation of
Administration Procurement officer in place Management meeting are
the norm Stores are more profitable New business software in place
Overheads reduced Budgets and KPIs are in place Store network
rationalised Store network growing Staff empowered and accountable
Store network reaches 40 sites Professional Board (senior team) in
place Revenue on target Vision realised 1: Implementation
capability depends on your People Finance Operations Customers 18
2: Carry out a gap analysis to highlight what you have and what you
need. RACI Charting is a great way to carryout a gap analysis 1st
step document the tasks the business currently carries out in its
day to day business 2nd step document the tasks the business will
need to do to realise the vision The differences in the tasks
identify the gaps Strategy Map
19. 19 Cascading Goals Company Short term Goals Department
Short Term Goals Individual Short term Goals Company Long term
Objectives Company Long term objectives are broken down into
Company shorter term goals Company short term goals are broken down
into Department Goals Department short term goals are broken down
into Individual Goals (Goals should be linked to KPIs) Ensure goals
are SMART Goals S M A R T PECIFIC EASURABLE CHIEVABLE EALISTIC IME
SPECIFIC The sum of Individual short term goals equals the company
overall Long term Objectives
20. RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 |
Registered office 19 Market St, 3131, Nunawading, Victoria
Australia | Ph. (03) 9012 6216 Questions ? 20
21. RACI Change Manager Pty. Ltd. | ABN 44 084 821 554 |
Registered office 19 Market St, 3131, Nunawading, Victoria
Australia | Ph. (03) 9012 6216 21 In Session 3 Developing Position
Descriptions Staff Appraisals What are KPIs and linking KPIs to job
performance Recap on all 3 sessions plus general discussion
22. Summary & Contact information Michael Carew 22 Postal
PO Box 4128 East Balwyn Victoria 3103 Reg. Office 19 Market St,
3131, Nunawading, Victoria, Australia W (03) 9012 6216 M 0412 362
011 E [email protected] W www.raci.com www.companylms.com Contact
Details Consulting Services RACI implementation Business efficiency
Business Strategy Business Development Business mentor and coaching
Company training delivery platforms Employee Bonus systems RACI
Change Manager Pty. Ltd. YouTube Tutorials
https://www.youtube.com/channel/UCGE9Il9dVCK81ahNHq54P_g/videos