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Article Check - The Path to Progress: Where Does Your Organisation Stand?
The most common company naming trap is this – creating a new business name that’s accurate and descriptive, but utterly forgettable. And it’s easy to see how it happens. Unlike real life application, naming is usually done in a vacuum -- with no context, no accompanying logo, web site or brochure copy. A group of key decision makers sit in a boardroom and toss names around in the air. And with no supporting cast, no background, no props, the good names often seem disconnected and even ridiculous. It’s at this stage the mind wants to make sense of the names and without context, without supporting elements, it defaults to free associations from the past. This is what kills off many a great brand
Another class of secondary processes help the organisation take its performance to a higher level. The model refers to these as Evolution processes and t
Congratulations graduate! It’s an awesome accomplishment and your education will help pave the way for rewarding opportunities. Unfortunately, graduating can resemble stepping off a cliff into the unknown. You may find the “real world” a pretty scary place. Some students may find school a “safe” place. While in school, you’ve been told what to do, when to do it, how to do it, etc. You’ve had safety nets and second chances. You may have shown up for class or not. You may have been responsible or not. You may have excelled or did just enough to get by. It’s now up to you to decide what to do, when to do it or how to do it. In the “real world” you’ll have to m
First, a Fishy Tale:
A newly minted fishery Ph.D decided to set up a catfish fingerling production operation. The results of three dismal trials were as follows:
First try: Owing to power failure during the night, the newly fertilised eggs died for lack of heat (usually provided by a 60 watt bulb)
Second try: There was nothing with which to crush the pituitary for preparing the solution to be used for injecting the female (to induce spawning)
Third try: The hand put in charge to watch the fry failed to control the water level in the flow tank. There was an overflow and over 90% of the fry were lost.
We'll keep this story in mind as we continue.
20:20 Vision - Gaining Process Clarity Business or Core Processes
The generic organisational model presented by the European Network for Advanced Performance Studies (ENAPS) is an extension of Porter's value chain concept. Every organisation engages in a sequence of activities that results in a desired outcome for the customer. This sequence constitutes what the ENAPS model refers to as the Business Processes.
The Business Processes in the ENAPS model are product/service development, obtaining customer commitment, order fulfilment and customer service. The outcome from this chain of processes is the reason for the organisation's existence: provision of a good or service for the customer. In our story above, the fingerling production setup is likely a part of the order fulfilment business process. Note that your first sales to each customer is assured by the first two business processes (i.e. you have something to offer, and persuade prospects to exchange their money for it). The last two business processes ensure a positive customer experience and lead to repeat patronage.
Secondary Processes
A look at any organisation will show that the business processes cannot be successfully executed without other types of activities which, while not being core in themselves, are necessary to enable the core processes run smoothly. The ENAPS model refers to these as Secondary processes. Some of the secondary processes are required for the day to day running of the core processes. They are known as support processes and include things like HR management, financial management and information management among others.
Another class of secondary processes help the organisation take its performance to a higher level. The model refers to these as Evolution processes and t
If you are a hard worker, intelligent and disciplined perhaps a career as a military officer is for you. It will not be easy and you have to prove your worth before you will be accepted into an academy.You must be college bound, good GPA and exemplary citizenship. Perhaps student government classes and sports will be looked on favorably, but most of all you will need a little juice and being nominated by a Senator or Congressman in your district sure helps as well.Each year many kids wash out and cannot cut it and just because you get accepted is no guarantee you will graduate, many do not. It is challenging and competitive and they are looking for the best. Is being a military o
Third try: The hand put in charge to watch the fry failed to control the water level in the flow tank. There was an overflow and over 90% of the fry were lost.
We'll keep this story in mind as we continue.
20:20 Vision - Gaining Process Clarity Business or Core Processes
The generic organisational model presented by the European Network for Advanced Performance Studies (ENAPS) is an extension of Porter's value chain concept. Every organisation engages in a sequence of activities that results in a desired outcome for the customer. This sequence constitutes what the ENAPS model refers to as the Business Processes.
The Business Processes in the ENAPS model are product/service development, obtaining customer commitment, order fulfilment and customer service. The outcome from this chain of processes is the reason for the organisation's existence: provision of a good or service for the customer. In our story above, the fingerling production setup is likely a part of the order fulfilment business process. Note that your first sales to each customer is assured by the first two business processes (i.e. you have something to offer, and persuade prospects to exchange their money for it). The last two business processes ensure a positive customer experience and lead to repeat patronage.
Secondary Processes
A look at any organisation will show that the business processes cannot be successfully executed without other types of activities which, while not being core in themselves, are necessary to enable the core processes run smoothly. The ENAPS model refers to these as Secondary processes. Some of the secondary processes are required for the day to day running of the core processes. They are known as support processes and include things like HR management, financial management and information management among others.
Another class of secondary processes help the organisation take its performance to a higher level. The model refers to these as Evolution processes and t
At 59 years of age, I have spent most of the last 40 years working for myself in some fashion or other. I’ve owned my own business in some form since about 1970. Yes, there has been at least one extended period when I worked for someone else as my primary source of income, but even during that thirteen year stint I still owned my own business, and moonlighted working it.So when I talk to you about being your own boss and working from home, I do have some real experience to base it on. What I am going to impart to you here is from my own experience as a business owner, both part-time and full-time.Before we begin talking about things such as a business plan, start-up capital, b
The Business Processes in the ENAPS model are product/service development, obtaining customer commitment, order fulfilment and customer service. The outcome from this chain of processes is the reason for the organisation's existence: provision of a good or service for the customer. In our story above, the fingerling production setup is likely a part of the order fulfilment business process. Note that your first sales to each customer is assured by the first two business processes (i.e. you have something to offer, and persuade prospects to exchange their money for it). The last two business processes ensure a positive customer experience and lead to repeat patronage.
Secondary Processes
A look at any organisation will show that the business processes cannot be successfully executed without other types of activities which, while not being core in themselves, are necessary to enable the core processes run smoothly. The ENAPS model refers to these as Secondary processes. Some of the secondary processes are required for the day to day running of the core processes. They are known as support processes and include things like HR management, financial management and information management among others.
Another class of secondary processes help the organisation take its performance to a higher level. The model refers to these as Evolution processes and t
From the very beginning of the industry, real estate infomercials have been very successful. There’s something about the idea of making money in real estate that appeals to a lot of people.In fact, most of the real estate infomercials that have appeared through the years have been scams for several reasons. First the information that they purported to have, the secrets that only they knew but would sell to you for some small or not so small sum of money, were fairly common knowledge easily gleaned at a local library or available for free from the government. Second, the “testimonials” from other, satisfied clients of the “plan” turned out to have been paid actors reading from a script a
Secondary Processes
A look at any organisation will show that the business processes cannot be successfully executed without other types of activities which, while not being core in themselves, are necessary to enable the core processes run smoothly. The ENAPS model refers to these as Secondary processes. Some of the secondary processes are required for the day to day running of the core processes. They are known as support processes and include things like HR management, financial management and information management among others.
Another class of secondary processes help the organisation take its performance to a higher level. The model refers to these as Evolution processes and t
Goal setting has to be one of the most common phrases when setting out to gain more business. We all dislike the planning process that happens in large corporations. It seems that the goals are set and nothing really happens to fulfill them. The goals we need to set are goals for obtaining a number of business contacts that can lead to a business relationship. Goals for the number of contacts you need to make in order to gain one business relationship may vary from industry to industry. When working with professional sales staff, I find that some firms have a six to one ratio before a sale is made. In other cases it may be one hundred to one (which is fairly high). Your goals should
Another class of secondary processes help the organisation take its performance to a higher level. The model refers to these as Evolution processes and they include strategic planning, continuous improvement, human resource development and other processes whose impact is on future results. Open the following link to see a representation of processes following the ENAPS model. http://www.leapfrogalliance.com/ezgrphx/enapscmm.pps
Assessing Organisational Maturity
It is one thing to have the processes. It is quite another to have them deliver the required outcomes every time. Organisations differ in their ability to obtain consistent results form their processes. The Carnegie Mellon University developed a model for assessing organisational maturity. Initially designed for assessing software companies seeking defence contracts, the so-called Capability Maturity Model (CMM) characterises organisations on the five levels described below:
Initial Level:
Organizations at this level are characterized by ad-hoc procedures, reactionary responses, lack of effective planning. Over commitment and missed schedules are common. Performance depends on the ability of individual employees, and heroics are highly valued. Obviously our fingerling production outfit is operating at this level.
Repeatable Level:
Organisations at this level have established, documented and enforced procedures. Problems are recognised and tackled as they arise. To get to this level our fingerling production operation would need to document the production process such that there are few surprises.
Defined Level:
For organizations at this level, processes are integrated. Roles responsibilities, readiness and verification criteria, inputs, work procedures etc are defined.
Managed Level:
At this maturity level, metrics are established for products/services and processes. Statistical control methods are used to manage the process and spcial causes of variation are eliminated.
Optimised Level:
At this level, the entire organisation is focused on continuous improvement. Prevention rather than correction is the norm.
Where Do You Stand?
Every organisation or function needs to assess its
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