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ORGANIZATION & CORPORATE CULTURE
Organization Practice
You know what an agile organization is, and why it’s important.
But figuring out how to pull off an agile transformation is another question.
Traditional organizations place their governance bodies at their apex, and decision rights flow down the hierarchy; conversely, agile organizations instill a common purpose and use new data to give decision rights to the teams closest to the information. An agile organization can ideally combine velocity and adaptability with stability and efficiency.
A comprehensive transformation touches every facet of the organization, including people, process, strategy, structure, and technology.
The organization’s backbone must be transformed for an agile operating model.
Backbone components:
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Decision making and governance setup
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Business planning and budgeting
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Funding decision making
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Performance management
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Roles and career paths
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Risk management and assurance
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Workforce location and workspace
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Technology
Success Factor “ORGANIZATION”
– Are you acquainted with the structure and basic processes of your company / your area / your department / your team?
– Is there an organigram? If so, are you familiar with it?
– Do you know the most important protagonists in your company?
– In regard to how work processes are organized: are there routines for this, and are the processes clearly defined?
– Does the company have a project culture?
– Who is responsible for organizational development?
Culture, Change & Leadership
The workshop to lead change & develop culture
The workshop to lead change and develop culture If you need to change or develop your organization while the culture stick to "the way we do things around here", then here’s the business case:
If you don’t work with culture, it might work against you.
Develop an effective organizational culture to make your (client) organization more engaged, innovative, competitive, agile, collaborative, efficient, and productive.
This 2.5-day open workshop shows how to diagnose culture with the validated Organizational Culture Assessment Instrument, developed by Umur management consulting.
Many organizational programs fail because they ignore current culture or because they try to change the culture in a top-down way.
Let's try a better approach to organizational change and evelopment. Join this workshop and learn to include and engage others with positive leadership, and work with culture so that people might create successful change and development.
STRATEGIC MANAGEMENT
Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations.
Corporate Strategy is undoubtedly the most important factor in long-term sustainable success. As a result of ever-changing market demands, you are taking the first step towards becoming a leader, a winner in your field, industry, your region and ultimately the global market by creating a new strategy or changing the existing one.
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Introducing strategy
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The environment
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Strategic capability
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Strategic purpose
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Culture and strategy
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Business level strategy
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Strategic direction
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International strategy
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Strategy methods and evaluation
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Strategic management
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Strategic change
Strategic management includes understanding the strategic position of an organisation, strategic choices for the future and managing strategy in action with effective actions.
Success Factors “Company Objectives”and “Strategy”
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Have company objectives been defined?
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Are they explained in detail?
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Where can they be found?
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Is there an explicitly formulated company strategy?
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Where can this be found?
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Were you given an introduction to the company strategy / strategies?
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If not, why not?
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What are your project goals?
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Are these project goals justified; are they coupled to your company's objectives?
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Can you outline strategic considerations that will enable successful achievement of your project goals? How do you justify these project st rategies?
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Is your project subject to a periodic goal and strategy evaluation?
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How is this done?
BUSINESS PLAN
Success factors
Success in business results from a combination of factors. If you want to increase your chance of success, focus on the following:
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Identify a real business opportunity. A good idea is not enough. You should have evidence that people want and will pay for what you are selling. Take time to investigate what your prospective customer is willing to buy and how much they will pay.
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Stay focused. If you concentrate your efforts on the real business opportunity, you will do better than a business that tries to do everything for everybody.
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Develop a solid business plan. You should be able to answer the three key questions:
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Are your goals well defined? Do you know why you are going into business, how large you want it to be, and what your tolerance for risk is?
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Do you have the right strategy? What will the profitability and growth potential of your business be? What is the likely rate of growth? Are you paying attention to the balance sheet rather than the profits?
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Can you carry out the strategy? Do you have the human and financial resources you need? What will your role be? What professional or hired help will you require for success?
A business plan describes your business goals and how you plan to reach them. It is the roadmap to the successful operation of your business, laying out – step by step – the details of how you will start and run your business. It shows where you should be and when, so you can see if you are meeting your sales and financial targets.
The business plan also communicates to interested parties outside the business that your business is well‐planned and feasible. A business plan is a working document that changes as your business changes.
Why should you write a business plan?
A strong business plan is essential to the launch of a successful business. It serves four main purposes:
1. Idea Development: It disciplines you to write your thoughts down in a clear and organized manner, so you can see what you still need to do to get your business started. It also helps you determine the feasibility of your idea and estimate your revenue and expenses.
2. Strategic Planning Tool: It maps out your short‐term and long‐term goals and marketing strategy, and describes how you will leverage your strengths and reduce your risks. The business plan identifies targets that help you monitor and measure the success of your business.
3. Internal/External Communication: It tells you and others how the business is run. Internal readers might be business partners and employees. External readers might include suppliers, consultants, accounting and legal services, or other sources of outside assistance. If they understand your business, they can help you more effectively.
4. Sales Document: It is an invaluable tool for securing money from investors. It sells your business idea to bankers, state agencies, and private backers. A clear, concise, and compelling business plan will convince people to invest in you.