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 human capital
CSR
Protect the environment
PESTLE
Leverage future trends
Agile
Act fast and effectively
LEAN
Optimise and 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 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
Working remotely
Up-skill your teams, so they remain competitive by leveraging technology and innovation
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 roadmap including GBO
- 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 and PMO and GBS 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
- 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
contact [at] pmunit [dot] com