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Process Definition: How does the business process respond to the strategy of the enterprise which is customer focus driven? It is very important that the differentiation is articulated and designed in the process. |
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Process Scope: How the process will function in terms of its accessibility within and outside the organization, the accountability and responsibility and other boundary conditions including alterative scenarios.
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Process Roles: How the process will be performed by the people and various mechanisms that will enable their Performance including Information Systems, People Systems and Management Systems (Governance). |
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Critical Success Factors: Articulation of the factors that are critical for the defined process to succeed in terms of Change Readiness; technical, learning & knowledge and behavioral. |
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Key Performance Indicators (KPI): The articulation of Customer Expression by means of statistical scores that the organization needs / aims to achieve. This would be in direct correlation to the enterprise strategic measures.
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Performance Measures: The agreed set of measures by processes, teams and individuals that may be reviewed periodically to assess against the actual performance and compared against the articulated strategic goals
(KPIs). |
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A comparison between the expecting external environment and the performing internal organization should provide the delta for improvement and / or growth; be it in the area of Customer Focus, Financial Returns, Learning & Growth and / or Business Process Performance. The development of resources and talent must provide opportunities for growth to internal candidates before looking for external candidates. At the same time, the planning process must be scenario driven across business models to prevent the ugly face of retrenchment and unemployment. If an organization has to retrench people at one time and scamper for talent at another, it demonstrates a poor understanding of the human asset value and an even poorer image of its planning abilities. The core of all planning activities would be to convert existing matter into higher energy that can act as the fuel of future growth. |
The hall mark of an integrated planning process would be to ask the following questions: |
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How integrated is the strategy with the leadership thought and vision?
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How prepared is the management response to the changing vision?
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How integrated is the planning for various systems; management systems, information systems and human systems?
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How integrated is the planning for managing technical and behavioral change?
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How integrated is the planning for innovation and creativity that emerges from within or outside the business, creating large business discontinuities?
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The advantages of an integrated planning process would be: |
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An involved and innovation lead organization.
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Mature leadership that realizes its vision and keeps its promise to its customer universe.
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Measurable Performance and Results enables repetitive and rapid strategic cycle turn.
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Cost effective operations providing more opportunities for growth rather than trade-offs.
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A meritocracy based enterprise that attracts the best talent and motivates energetic performance.
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