Performance improvement, behavioural change and business transformation
PM Unit
Perpetual renewal
Business change, performance improvement and organisational transformation should be part of business-as-usual
Performance improvement
Define vision and strategic objectives
Describe the linkages between your vision, mission statement, operating principles, strategic objectives and service offering
Identify measurable metrics and KPI
Measure the alignment between the value chain and supply chains' outputs, with the vision and the strategic objectives
Establish source of data for reporting
Establish alignment between operational principles, strategic objectives and outputs through data analysis and reporting
Optimise, reposition performance levers
Remain competitive and improve your market position by identifying and operating key internal performance levers
FTE
Invest in people
CSR
Protect the environment
PESTLE
Identify trends
Agile
Be be more adaptive
LEAN
Reduce loss
Continuous performance improvement
Tailored services
Hybrid change project management ensures consistent delivery during disruptive times
Long term perspective
Build a holistic view of the broader ecosystem to mitigate against disruptive forces
Focus on long term value
Develop modern, VR, cloud-based ways working remotely to accommodate today's challenges
Diversity, inclusion and equity
Nurture cohesion, collaboration and increase the retention rate in your organisation
Programme mobilisation
Programme mobilisation post-COVID-19 - Agile Scrum and delivery best practices
Responsiveness and agility
Embed responsiveness and agility capabilities at the DNA of the organisation
Remote working
Up-skill your teams so they remain competitive by leveraging technology and innovation
Drive inclusion and diversity
It is not enough to not discriminate; everyone must encourage diversity and inclusion
Programme integration
Resolve complexities emerging from the integration of programme portfolio activities
Make informed decisions
Choose the right opportunities to plan and leverage BI to make informed decisions
Supercharge project planning
Improve your project planning capabilities by leveraging ten powerful tactical principles
Project mgmt. levers
Invest in the four value-generating levers specific to project and programme management
Access the right information
Can you access the correct data to provide meaningful insights for the C-Suite?
Power of root cause analysis
Root cause analysis over the state of the UK police forces shows the underlying cause of the crisis
Data and business analytics
Hybrid data and business analysis enable transformation in the manufacturing sector
Workforce integration
Create diverse workplaces and integrate Gen Y and Gen Z values and ways of working
Leverage technology trends
Accelerate business transformation programmes by using emerging technology trends
P'mme Transformation office
Mobilise the "gearbox" or the "transmission" of a business in the context of programme delivery
Self-organising teams
Leverage the power of self-organizing teams in flat organisations to maximize efficiencies
Information pyramid
Information pyramid drives data to generate information, intelligence and insights
Design-delivery alignment
Implement a modular target design using an Agile, flexible delivery framework
Investment portfolios
Create visibility on your investment portfolios' alignment with your organisation's operating model.
Working remotely
Bring like-minded people together and dissipate politics, i.e. transition to remote working
Organisations are fluid and organic
In these conditions, the role of change leaders becomes critical to ensure organisations remain healthy in terms of staffing and financial KPIs, relevant as far as the markets are concerned by continuously realigning themselves, and for the ambitious ones to ensure they thrive by remaining competitive.
Leverage agile, lean and six sigma
Create a tailored methodology to optimise operating models, reduce losses and invest capital in expanding efficiently and reach out to wider audiences
Performance improvement pillars
Establish your current position within the ecosystem based on your offering, capability and operating model and strategic objectives. Set out your future target state and begin the transition (Bogdan Ciocoiu, 2020).
Define current state
Present
Today
- Data visualisation, business intelligence and analytics
- Value chain and supply chain analysis and deep dives
- Process value mapping, five whys, and root cause analysis
- Agile Scrum, stand-ups, brainstorming and storytelling
- Programme baseline assessment and fit-gap analysis
- Stakeholder interviewing and theme development
Define future state
Future
Next year
- Target operating model and process design
- Enterprise architecture and service integration
- Capability transformation prioritised roadmap
- Green Book business case, including financial case
- Future-ready service dependency assessment
- External positioning via PESTLE and Porter 5 Forces
Drive the transition
Change
Day-to-day
- Transformation office, PMO and Agile Scrum capabilities
- RAID centralisation and interface management services
- Integrated programme and project portfolio controls
- Stage gates management and assurance regimes
- Benefits realisation management and progress completion tracking
- Interactive dashboards, PoaP, SLT and STG management
Continuous improvement
Leadership
Performance improvement, business change and transformation are necessary to ensure organisations remain competitive and play a prominent role within their operating ecosystems.
Start meaningful conversations
office [at] pmunit [dot] com
Performance improvement conversations:
- Continuous improvement requires leveraging tools and frameworks with regularity and consistency
- Monitor inflight trends using a visual business change radar
- Use a hybrid delivery methodology to gain sustainable competitive advantages
- Top strategic and technological trends for 2021 (vs 2020)
- What will a liberal US agenda mean for Brexit and the UK?
- Embedded supply chain and measuring using consumer experience KPIs
- Another delay to Network Rail Crossrail opening date and calls for additional funding