Upload
probenefit
View
321
Download
0
Embed Size (px)
DESCRIPTION
new management consulting methodology
Citation preview
Confidential/Proprietary Slide-1
Transformation Professionals
08.12. 2009
IIOSS PREZENTACIJA
PRIVREDNA KOMORA SARAJEVO
Confidential/Proprietary Slide-2
Transformation Professionals
08.12. 2009
-Predstavljanje Učesnika
- Razlog dolaska i Očekivanja
Confidential/Proprietary Slide-3
Transformation Professionals
08.12. 2009
IIOSS UVOD
Zašto Japan ?
Šta je učinilo Japan 2 svjetskom ekonomijom ?
Koncept Zero Efekat (Vizija)
Radoholičari (Znoj)
Vizija + Znoj = Japan No 2
Japanski Inžerenjing i Kalifornijska Kreativnost
IIOSS (15 godina istraživanja, 2 godine testiranja,)
10.000 simptoma, 2.000 kompanija u cijelom svijetu
IIOSS Globalna Kompanija
Confidential/Proprietary Slide-4
Transformation Professionals
08.12. 2009
ŠTA JE IIOSS ?
Japanska kompanija iz Tokija (CEO Seitaro Ishi)
Nova, jedinstvena i inovativna metodologija IIOSS
Po prvi put u konsultantskom poslu na brz, egzaktan
i praktičan način se dijagnosticira stanje kompanije
Jedinstvene alatke – Profileri (OP i MP)
Reporti OP i MP i Transformacione usluge
Kompletan poslovni sistem analiza – dijagnoza –
transformacija primjenljiv na sve biznise i organizacij
Zdravstvena preventivna kontrola
Revolucioniraće svijet konsaltinga
Confidential/Proprietary Slide-5
Transformation Professionals
08.12. 2009
PREDNOSTI IIOSS-a
Na automatizovan softverski način se postavlja
dijagnoza (nema više nagadjanja)
Sveobuhvatan (Holistički) pristup kroz 10 karakterist.
Daje jasnu sliku GAP – ova poslovanja i simptoma bolesti
Kompanija
Ukazuje na mjere poboljšanja (Road Map)
Transformiše Kompanije na putu ka Top Formi
Program je brz,učinkovit i jednostavan
Prihvatljiva Cijena
Confidential/Proprietary Slide-6
Transformation Professionals
08.12. 2009
IIOSS Misija: Obezbjediti kompanijama
dijagnostičke i terapeutske alatke i usluge koje će
dramatično poboljšati njihove sveukupne
performance postajući globalni.
Confidential/Proprietary Slide-7
Transformation Professionals
08.12. 2009
KAKO?
Confidential/Proprietary Slide-8
Transformation Professionals
08.12. 2009
description
analysis
transformation
… of business
Confidential/Proprietary Slide-9
Transformation Professionals
08.12. 2009
description analysis transformation
treatment
business
disharmony
diagnosis
entities and relationships
business in harmony
ORGANIZATION PROFILER
Dijagnoza dobi &
Zdravlja
ENTITY PROFILERS
Dijagnozom
Disharmonija
TRANSFORMATION CONSULTING
Dubok tretman entiteta
Confidential/Proprietary Slide-10
Transformation Professionals
08.12. 2009
IIOSS Symptom Database
10,000 or more and increasing
IIOSS Symptom Database
10,000 or more and increasing
IIOSS Diagnose Report
IIOSS Business Model
IIOSS Chief Product Office IIOSS Professionals
IIOSS DiagnosticTools
Organization Profiler
Management Profiler
(Product/Technology Profiler)
(Market/Customer Profiler)
(Employee Profiler)
IIOSS Basic Model
SeiJuku Lifecycle Model
Organization Model
Transformation Model
IIOSS TransformationServices
On-Site Diagnosis
Vision/Mission Creation
Organization Building
Management Accountability
Problem Solving
Confidential/Proprietary Slide-11
Transformation Professionals
08.12. 2009
IIOSS Product Introduction
Organization Profiler (OP)
Management Profiler (MP)
Basic Four Characteristics Your Score
A Accomplisher Action & Result 89.552%
R Regulator System & Control 37.313%
C Creator Vision & Creation 67.164%
U UniterCommunication &
Organization44.776%
Confidential/Proprietary Slide-12
Transformation Professionals
08.12. 2009
IIOSS SeiJuku™ Organization Profiler 1/2
What does IIOSS Organization Profiler (OP) does?
Pkazuje gdje je vaša kompanija
Koji su simptomi u toj fazi i šta to znači? Koliko je zdrava vaša kompanija?
Zeleno,Žutio ili Crveno?
Zdravstveno stanje u 10 entiteta?
Ključni organizational management indicatori• Okruženje / Kultura
• Organizaciona Struktura
• Mission
• Management Accountability
Gdje to vodi i šta će se desitiKoji je pravi put
Koje promjene organizacija mora da napravi
•Kako rade OP Profileri?
Kao Individualni
President by him/her self, General manager, HR, Strategic planning
Grupna Dijagnoza• Company’s management team
• Division level, function level, region level
Confidential/Proprietary Slide-13
Transformation Professionals
08.12. 2009
IIOSS SeiJuku™ Organization Profiler 2/2
Group Diagnoses with management teamGrupni Pregled Vaše Kompanije kaocjeline
U kojoj fai se nalazi vaša kompanija
Koliko je zdrava vaša kompanija
Gdje vaša Kompanija ide
Koje promjene su esencijalne
Analize su dostupne sa statistikama
Razni organizational management indicators
Group Diagnoses with management team
• Management WorkshopUnderstanding of IIOSS theoryReview results of the CPAdditional diagnostic and group discussionAction Planning
Confidential/Proprietary Slide-14
Transformation Professionals
08.12. 2009
IIOSS Management Profiler (MP)
What do you expect from IIOSS MP ?1. Pronadji svoj managemnet Stil
TVOJ basic style (Dominant and sub-dominant style)
TVOJE radno ponašanje
Characteristics of YOUR Style from 8 different angles
YOUR Relationship with other different styles
Job matching with YOUR style
2. Prescription to improve YOUR management style
YOUR winning patterns
YOUR Mismanagement Style
YOUR preporuke za poboljšanje
How does MP work for YOU? Individual Diagnoses: YOUR own style Group Diagnoses: Management Team group
diagnoses
Basic Four Characteristics Your Score
A Accomplisher
Action & Result 89.552%
R RegulatorSystem & Control
37.313%
C CreatorVision & Creation
67.164%
U UniterCommunication & Organization
44.776%
YOUR Style : cA Creative Accomplisher
Confidential/Proprietary Slide-15
Transformation Professionals
08.12. 2009
IIOSS MODEL ŽIVOTNOG CIKLUSA
FAZE i ZIDOVI (Kabe)
Confidential/Proprietary Slide-16
Transformation Professionals
08.12. 2009
IIOSS Seijuku Lifecycle Model
Šta je važno za Management?
Koliko je stara vaša kompanija?
IIOSS Organization Lifecycle model helps:Životna dob organizacije (koja faza)
Zdravlje organizacije
Symptoms through lifecycleSimptomi se ponavljau i predvidljivi su
Šta disharmonizira organizaciju ?
Confidential/Proprietary Slide-17
Transformation Professionals
08.12. 2009
IIOSS Seijuku Lifecycle and Organization
Gdje ste Vi sada ?
- Šta se dešava?
- Gdje ste se uputili ?
- Kako slijedeći zid (Kabe)izgleda ?
Koliko ste zdravi ?
- Zeleno, Žuto, Crveno ?
- Koji dio je dobar , a koji loš ?
Confidential/Proprietary Slide-18
Transformation Professionals
08.12. 2009
IIOSS SeiJuku Lifecycle Model
Formation (“We are in business”)• Rizik je preuzet i Beba se rodila• Proizvod se razvija• Povljene narudžbe
Expansion (“More is better”)• Šanse vode kompaniju• Previše prioriteta• Velika pukotina izmedju planova i realizacije
Transition (“Better create more”)• Borba izmedju nas (starosjedioci) i njih (novopridošli)• Sukob izmedju kontrole i flexibilnosti• Prekretnicaza osnivača i Kompaniju
SeiJuku (“Prime stage”)• Vodjeni tržištem, sa brendom• Najbolje management prakse• Balanans izmedju profit centara HQ• Maximimiziranje ROU i vrijednosti KompanijeSaturation/Aging
(“Negative growth”?)• Konzervativnost i
izbjegavanja rizika
• Život na staroj slavi i ne baš puno novih proizvoda
• Manje pažnje na tržište& više fokus na unutar komapnije
• Veliki administrativni troškovi
Confidential/Proprietary Slide-19
Transformation Professionals
08.12. 2009
description
Pet (5) Faza
Prenatal, Afterdeath
Kabe (Zid) Izmedju
Faza
SEIJUKU LIFECYCLE
SeiJuku Lifecycle Model
transformation analysis
Confidential/Proprietary Slide-20
Transformation Professionals
08.12. 2009
description
Licno Zrtvovanje
tezak rad za malo
nagrade
Robovanje Klijentima
Mnogo Grešaka
Probijanje Rokova
Porodjaj Kompanije
SEIJUKU LIFECYCLE
Prenatal Period
transformation analysis
Confidential/Proprietary Slide-21
Transformation Professionals
08.12. 2009
description
Ocekivanja =
Posvecenost
Davanje vlasništva
drugim
Prvi Zid
transformation analysis
SEIJUKU LIFECYCLE
Confidential/Proprietary Slide-22
Transformation Professionals
08.12. 2009
description
Licno Zrtvovanje
Veliki rad za malo
nagrada
Robovanje Klijentima
Mnogo Grešaka
Probijanje Rokova
Porodjaj Kompanije
1. Formation
transformation analysis
SEIJUKU LIFECYCLE
Confidential/Proprietary Slide-23
Transformation Professionals
08.12. 2009
description
Izvuci se iz
“medvjedjeg zagrljaja”
Drugi Zid
transformation analysis
SEIJUKU LIFECYCLE
Confidential/Proprietary Slide-24
Transformation Professionals
08.12. 2009
description
2. Expansion
transformation analysis
Vrijeme slave – sve se
pretvara u zlato!
Sretni dani,
uzbudjenje, mnogo
šansi
Ponekad, kompanija se
ponaša kao
nenavodjeni projektil.
SEIJUKU LIFECYCLE
Confidential/Proprietary Slide-25
Transformation Professionals
08.12. 2009
description
Third Kabe
transformation analysis
Uzmi Pauzu
Prepoznaj Limite
Nauci rece NE nekim
mogucnostima
SEIJUKU LIFECYCLE
Confidential/Proprietary Slide-26
Transformation Professionals
08.12. 2009
description
3. Transition
transformation analysis
najkriticnije vrijeme za
napredovanje
Mnogo internih borbi
za kontrolu
Nekoliko puteva za
osnivaca i Kompaniju
Arogancija,Nekontrolis
an rast,centralizovano
odlucivanje,nedostatak
planova,budzeta,strukt
SEIJUKU LIFECYCLE
Confidential/Proprietary Slide-27
Transformation Professionals
08.12. 2009
description
Fourth Kabe
transformation analysis
Obuzdaj vatru
Fokusiraj se na
dodatni play off
Ne troši energiju na
unutrašnje borbe
SEIJUKU LIFECYCLE
Confidential/Proprietary Slide-28
Transformation Professionals
08.12. 2009
description
4. SeiJuku
transformation analysis
Kompanija u
Harmoniji
Potrebno vjezbanje
da bi se ostalo na tron
Mnogi napadi da se
preuzme tron
Još uvijek “gladni”
novi ljudi i ideja
SEIJUKU LIFECYCLE
Confidential/Proprietary Slide-29
Transformation Professionals
08.12. 2009
description
Fifth Kabe
transformation analysis
Kriza na cekanju
Mjerenja u
“negativnom rastu”
Saznaj kako ne preci
ovaj zid
SEIJUKU LIFECYCLE
Confidential/Proprietary Slide-30
Transformation Professionals
08.12. 2009
description
5. Saturation
transformation analysis
Dostizanje plafona
Organizacioni Zamor
Opadanje.
SEIJUKU LIFECYCLE
Confidential/Proprietary Slide-31
Transformation Professionals
08.12. 2009
description
After Termination
transformation analysis
Pravna transformacija
Stvarna Smrt.
SEIJUKU LIFECYCLE
Confidential/Proprietary Slide-32
Transformation Professionals
08.12. 2009
description
Green Area
transformation analysis
Izvrsno zdravlje
Disharmonije su u
normali i očekivane
Ostajanje u zelenom
iziskuje stalnu pažnju
SEIJUKU LIFECYCLE
Confidential/Proprietary Slide-33
Transformation Professionals
08.12. 2009
description
Yellow Area
transformation analysis
Mnogo Disharmonija
Trenutna pažnja
Uobičajeno,
intervencija je
uspješna.
SEIJUKU LIFECYCLE
Confidential/Proprietary Slide-34
Transformation Professionals
08.12. 2009
description
Red Area
transformation analysis
Veoma kritično stanje
trenutne akcije
Ponekad se moze
spasiti, ali cesto je
nemoguce.
SEIJUKU LIFECYCLE
Confidential/Proprietary Slide-35
Transformation Professionals
08.12. 2009
ORGANIZACIONI MODEL IIOSS
Confidential/Proprietary Slide-36
Transformation Professionals
08.12. 2009
Consist of 10 Entities represent 10 critical elements of Business
Employees Goals
Technology / Products Organization Structure
Money (Financial) Environment/Culture
Market and Customer Information
Management Reward
Svaki entitet je kompleksan.. Interakcija svih 10 entities je daleko više kompleksnija!
Oni reauguju u “promjenama” u poslovnom okruženju.
Disharmonija 10 entiteta uzrokuje organizacionu disfunkcionalnostl. To može da čak uzrokuje totalno uništenje poslovanja.
IIOSS Organization Model
Based on research and development effort let by Chief Product Officer
(Z. Kuzmanovski), IIOSS concluded and defines Organization as:
Oraganizacija je Kompleksan sistem koji vodi kompanijski posao Dinamičan onoliko koliko i posao ili Tajfun
Confidential/Proprietary Slide-37
Transformation Professionals
08.12. 2009
Lifecycle and Organization (10 Entities)
Organization
10 Entities
5 Phases in Organization Lifecycle
Formation Expansion Transition SeiJ uku™ Saturation/ Aging
Employees Survival Very busy Rumor Capability enhancement J ob security
Technology
Product Product development Production rump up Standardization Product management
M&A Driven
Less new products
Money
(Financial) Under capitalization Capital investment
Inventory
Receivables
Cash rich
M&A
Higher G&A expenses
Cash outflow
Goals Materializing the dream Very high Inconsistent
Unclear
ROI
Corporate value
Conservative
Looks good, but?
Organization
Structure
Flat
Everything by top
Functional
Sales driven Divisionalization
Metrics
Marketing driven
Powerful HQ
Bureaucracy
Information Individual PC Within department Begin integration KPI Dash Board Much info but
off from reality
Reward High risk
High return Revenue driven
New system
Inconsistent Company performance based
Loosing flexibility
Becomes “ Right”
Market
Customer Repeat order Opportunity driven Pricing does not work
Brand position
Market driver
Distance from customers
or needs
Environment
Culture Hard work Everything is priority
Growth & Control
Power game Stable & Exciting
Form over substance
Avoid risks
Management Founder decides everything Limited delegation Management infrastructure
in place Management accountability
Losing entrepreneur
Own protection
Confidential/Proprietary Slide-38
Transformation Professionals
08.12. 2009
10 karakteristika po Fazama
Uposlenik Opstanak /Zaposlen /Glas za promjene /Poboljšana sposobnost /Samo-zaštita
Zadatak Osnivač je sve /Ravna struktura /po funkcijama Vertikalna/horizontalna diferencijacija /Balans glavni uredi -profit centri /Snažna zajednička uprava
Okruženje Težak rad /Sve je veliki prioritet /Konflikt između kontrole i razvoja /Tržni brend, dominacija moći /Formalizacija
Menadžment Osnivač kontroliše sve /Limitirana delegacija moći Stvaranje rukovodeće infrastrukture /Sistem procjene upravljanja /Unutarnja poduzetnička kriza
Cilj San protiv stvarnosti /Uvijek visok /Nema sporazuma/nema jasnih ciljeva /ROI Korporativna vrijednost /Konzervativan
Confidential/Proprietary Slide-39
Transformation Professionals
08.12. 2009
10 Karakteristika po fazama
Nagrada Sve ili ništa /Svrstano s prodajama /Novi sistem (nepostojanost) /Povezano sa realizacijom kompanije /Gubitak fleksibilnosti
Tržište Ponavljanje narudžbi /Energična obaveza /Politika cijene Novi biznisi u kompaniji i M&A /Manje suočavanje kupca
Tehnologija Istraživanje i razvoj /Ostatak proizvodnje /Standardizacija /Obogaćenje portfolijo proizvoda /Nema mnogo novih proizvoda
Novac Unutarnja invensticija /Kapitalna investicija /Popis i A/R Bogati gotovinom /Visoki administrativni troškovi
Informacija Razdvojene /Funkcijom /Početak integracije Upravljačka Tabla /Šupljina između mgmt.informacija i stvarnosti
Confidential/Proprietary Slide-40
Transformation Professionals
08.12. 2009
description transformation analysis
SEIJUKU LIFECYCLE
Style
Organizacija “se
ponaša” narazlizite
nacine
Dominantna i
Subdominantna
dimenzija
green yellow red
Prenatal [aC] [ac] [c]
Formation [Acu] [AC] [aC]
Expansion [ArC] [ACu] [Acu]
Transition [ARcu] [ArCu] [ArC]
SeiJuku [ARCU] [ARcU] [Arcu]
Saturation [Arcu] [aRu] [R]
Aftertermination [R] [r] [ ]
Confidential/Proprietary Slide-41
Transformation Professionals
08.12. 2009
description
System Analysis
transformation analysis
Svaki sistem se sastoji
od (entities)
Svaki dio ima svoju
karakteristiku(attributes)
Svi djelovi su povezani
(relationships).
TEN ENTITIES
Confidential/Proprietary Slide-42
Transformation Professionals
08.12. 2009
description
Organization as a System
transformation analysis
svaka Organizacija se
sastoji od 10 entities
Svaki entitet ima
svoje attributes ARCU
Entiteti ostvaruju
posebne odnose.
O
environment
market
technology
money
goal
taskmanagement
employee
rewardinformation
TEN ENTITIES
Confidential/Proprietary Slide-43
Transformation Professionals
08.12. 2009
description
TEN ENTITIES
Entities go through SeiJuku Lifecycle
transformation analysis
Rast zavisi od
promjena atributa
Zdravlje zavisi od
promjena u odnosima
Confidential/Proprietary Slide-44
Transformation Professionals
08.12. 2009
Transformation Professionals
Environment: economic, political, socio-cultural, geographical, and legal
forces from the company’s surrounding that influence the company
izvjesnost [A]
jasnoca [R]
kompleksnost [C]
sukobljavanje [U]
1. Formation 2. Expansion 3. Transition 4. SeiJuku 5. Saturation
Pod Uticajem Reakcije na Promjenu
Vazan Faktor Uticaji Racunaju na to
TEN ENTITIES
description transformation analysis
Confidential/Proprietary Slide-45
Transformation Professionals
08.12. 2009
Transformation Professionals
Market: all potential customers sharing a particular need who might be
willing and able to engage in exchange to satisfy that need
sluzenje [A]
odrzavanje [R]
razvijaju [C]
integrisu [U]
1. Formation 2. Expansion 3. Transition 4. SeiJuku 5. Saturation
Ubjedjuju Privlace Inoviraju Vozaju Zatvaraju
TEN ENTITIES
description transformation analysis
Confidential/Proprietary Slide-46
Transformation Professionals
08.12. 2009
Transformation Professionals
Technology: equipment, techniques, and processes required to transform
inputs into outputs
masovna proizvodnja [A]
standardizacija [R]
krojenje [C]
spajanje [U]
1. Formation 2. Expansion 3. Transition 4. SeiJuku 5. Saturation
Uska grla Rutina Systematizing Balancing Time-wasting
TEN ENTITIES
description transformation analysis
Confidential/Proprietary Slide-47
Transformation Professionals
08.12. 2009
Transformation Professionals
Money: managing financial resources
ponuda [A]
cijena [R]
povrat [C]
circulation [U]
1. Formation 2. Expansion 3. Transition 4. SeiJuku 5. Saturation
Kredibilitet osnivaca Revenue-driven Profit-driven Predvidiv,agresivan Cash-rich, passive
TEN ENTITIES
description transformation analysis
Confidential/Proprietary Slide-48
Transformation Professionals
08.12. 2009
Transformation Professionals
Goal: end result, achieved in some way, within some time frame, by
somebody
quantity [A]
quality [R]
novelty [C]
coherence [U]
1. Formation 2. Expansion 3. Transition 4. SeiJuku 5. Saturation
Founder’s goals Unrealistic Unit vs. organization goal Reconciled, balanced Conservative
TEN ENTITIES
description transformation analysis
Confidential/Proprietary Slide-49
Transformation Professionals
08.12. 2009
Transformation Professionals
Task: end result, achieved in some way, within some time frame, by
somebody
configuration [A]
control [R]
complexity [C]
coordination [U]
1. Formation 2. Expansion 3. Transition 4. SeiJuku 5. Saturation
Result Stretch Precise division Clear definition Over-documented
TEN ENTITIES
description transformation analysis
Confidential/Proprietary Slide-50
Transformation Professionals
08.12. 2009
Transformation Professionals
Management: end result, achieved in some way, within some time frame, by
somebody
accomplishing [A]
regulating [R]
creating [C]
uniting [U]
1. Formation 2. Expansion 3. Transition 4. SeiJuku 5. Saturation
Autocratic Ad-hoc delegation Competition, fight Creative monitoring Regulators
TEN ENTITIES
description transformation analysis
Confidential/Proprietary Slide-51
Transformation Professionals
08.12. 2009
Transformation Professionals
Employee: end result, achieved in some way, within some time frame, by
somebody
productivity [A]
compliance [R]
individuality [C]
synergy [U]
1. Formation 2. Expansion 3. Transition 4. SeiJuku 5. Saturation
Result Innovative In turfs Best company to work for Unfriendly cooperation
TEN ENTITIES
description transformation analysis
Confidential/Proprietary Slide-52
Transformation Professionals
08.12. 2009
Transformation Professionals
Reward: end result, achieved in some way, within some time frame, by
somebody
performance [A]
security [R]
profit sharing [C]
status [U]
1. Formation 2. Expansion 3. Transition 4. SeiJuku 5. Saturation
Per performance Sort-term bonus Based on profitability Myriad of rewards Based on “how”
TEN ENTITIES
description transformation analysis
Confidential/Proprietary Slide-53
Transformation Professionals
08.12. 2009
Transformation Professionals
Information: end result, achieved in some way, within some time frame, by
somebody
skupljanje [A]
organiziranje[R]
izvjestavanje [C]
tekuce [U]
1. Formation 2. Expansion 3. Transition 4. SeiJuku 5. Saturation
Technical Many, wrong Data, not information integrated Strong, dysfunctional
TEN ENTITIES
description transformation analysis
Confidential/Proprietary Slide-54
Transformation Professionals
08.12. 2009
Mission
Quality
Risk mgt.
Customersatisfaction
GrowthVision
Motivatepeople
Market share
Team building
ROI
Profit Productdevelopment
IIOSS Organization Model
Creative
Actionorientation
Conservative
Slow/Fast
Aggressive
Logical
Detailorientation
Organic
Strategic
Risktaker Emotional
Management (One of 10 entities)
What management doRole of management
Iniciraju AkcijeProizvode Rezultate
Uspostave KontroluUčinkovitost sa sistematičnom
kontrolom
Strateške puteveVizija sa budućom mogućnošću
Organizaciona HarmonijaPoželjna Kultura
IIOSS Management Style Individual style
Accomplisher ( A )
Regulator ( R )
Creator ( C )
Uniter ( U )
Confidential/Proprietary Slide-55
Transformation Professionals
08.12. 2009
Basic StyleAccomplisher
Realizator[ A ]
RegulatorRegulator
[ R ]
CreatorKreator[ C ]
UniterUjedinitelj
[ U ]
Predominantno Realističan realizator Stalni Kontrolor Visionarni
StrategFlexibilni Facilitator
Preokupiran saiskustvoAkcijaZnanje
Analiza Proces
Kontrola
Budućnost Mogućnosti
VrijednostiKultura
Orijentisan na Akcija Sistem Kreacija Consensus
Fokusiran na Šta Kako Zašto Ko
Klasična Filozofija Voda Zemlja Vatra Zrak
Roles of Management & IIOSS Basic Style
Confidential/Proprietary Slide-56
Transformation Professionals
08.12. 2009
IIOSS Management Styles Basic Relationship
U ( Who )Air
C ( Why )Fire
R ( How )Earth
A ( What )Water
Process
Slow
Flexible
Local
LongTerm
ShortTerm
EffectivenessEfficiency
Structure
Global
Results
Fast
Confidential/Proprietary Slide-57
Transformation Professionals
08.12. 2009
IIOSS Management Styles Profiler
U C
R A?
Ovo nije mjerenje Dobar – Loš, Ispravno – Pogrešno, ・ nego Mogu - Želim
・ ovo nije indikator personalnog karaktera već više, ovo je managersko ponašanje zasnovano nasvakodnevnim poslovnim aktivnostima
・ Važni determinirani faktori: ① Prvi 1st Dominantni stil ②Kombinacija 1st and 2nd dominatnog stila ③ Loš Mannagement style - Dominatni stil gura previše - Nedostatak jednog stila je značajno
Confidential/Proprietary Slide-58
Transformation Professionals
08.12. 2009
IIOSS Management Styles Compatibility
U C
R A
C vs A,
A vs R,
R vs U,
U vs C,
A R C U
Yes Yes Yes Maybe Maybe
No Yes Maybe No Maybe
Yes or No
How compatible each style makes?
Confidential/Proprietary Slide-59
Transformation Professionals
08.12. 2009
IIOSS Management Style Model through Lifecycle
Dominant (and sub-dominants) stilovi se mijenjaju tokom život.cikl.
Idealni Tim treba:
Sve stilove sa različitim DominantostimaU različitim fazama raličito struktuirani timovi
・ R ・・
aRuaRcU
ARCU
ARcu
ArCu
AC
aC
Confidential/Proprietary Slide-60
Transformation Professionals
08.12. 2009
Test Marketing Result : MP
Management Style / Mismanagement Style Distribution of 150 executives
Confidential/Proprietary Slide-61
Transformation Professionals
08.12. 2009
TRANSFORMACIJE
HARMONIZACIJA = WA
Confidential/Proprietary Slide-62
Transformation Professionals
08.12. 2009
Harmonization Consulting
In-depth diagnosis by
entities
Mission, structure,
culture, and accountability
system.
Harmonization Model
description transformation analysis
Confidential/Proprietary Slide-63
Transformation Professionals
08.12. 2009
Transformation Professionals MISSION FOR GLOBAL COMPANIES
Misija: Šta će Organizacija da radi, U kom pravcu će da se kreće ?
U kom smo mi biznisu, šta radimo?
Da li smo na pravom polju ?
Možemo li remodulirati posao kao odgovor na promjene?
Confidential/Proprietary Slide-64
Transformation Professionals
08.12. 2009
MISSION FOR GLOBAL COMPANIES
ENTITIES for MISSION
1.Okruzenje2.Trzište3.Technology4.Novac5.Ciljevi
Confidential/Proprietary Slide-65
Transformation Professionals
08.12. 2009
Jasnoća Pravca: Gdje se Kompanija uputila,
dugoročna orijentacija
Akciona/Svrsishodna: Da li je Misija / Vizija
podržana pojedinim akcijama, da li su
angažovani ljudi da prošire te aktivnosti
Izazovna vs. realistična: Da li kompanija pravi
planove na realnoj osnovi, kako su kreativnost i
inovacije podržane u Misiji i Viziji
Slaganje: Da li svako zna Misiju i Viziju
kompanije i da li svako stoji iza njih
Harmonization Model - Mission
Misija: Šta će organizacija daradi, glavni pravac kuda će da ide
Confidential/Proprietary Slide-66
Transformation Professionals
08.12. 2009
Structure FOR GLOBAL COMPANIES
ENTITIES for Structure:
1.Ciljevi2.Zadatci3.Management4.Uposlenici
Confidential/Proprietary Slide-67
Transformation Professionals
08.12. 2009
Konfiguracija and centralization vs.
decentralization
Coordination, control, and formalization:
Dostići zajedničke ciljeve, aktivnosti moraju biti
koordinisane
Kompleksnost: ona definiše dubinu i
disperziju organizacione konfiguracije. To je
stepen horizontal, vertical, and spatial
differentiation.
Podstrekač: To je način na koje se osobe i
njihove aktivnosti u organizaciji ocjenjuju i
konpenziraju
Harmonization Model - Structure
Organization Structure: Rezultat odnosa izmedju svih entiteta
Confidential/Proprietary Slide-68
Transformation Professionals
08.12. 2009
Culture FOR GLOBAL COMPANIES
ENTITIES for Organisation Culture:
1.Management2.Uposlenici3.Nagradjivanje
Confidential/Proprietary Slide-69
Transformation Professionals
08.12. 2009
■ Rizik/Izbjegavanje neizvjesnosti: je kulturna tendencija prema neugodnostima sa rizikom i neizvjesnošću. ■ Individualism vs collectivism: To je tendencija kulture da naglasi individualni kontra organizational (company’s) interes■ Motivacija: je relativno stabilan nivo entuzijazma za dostizanje organizacionih ciljeva■ Internal vs external focus: nivo energije u organizaciji je nekako limitirana i ona se može trošiti ili externally (u radu na tržištu) ili internally (u radu sa samim sobom).
Harmonization Model - Culture
Culture: način na koji ljudi misle o pojedinim stvarima kao što su
dostignuće, blagostanje i materijalna dobit, rizik, i uticaj promjena te
kako pristupaju poslu i njihove relacije prema organizaciji.
Confidential/Proprietary Slide-70
Transformation Professionals
08.12. 2009
Accountability FOR GLOBAL COMPANIES
ENTITIES for Accountability
SVIH 10 entiteta (Karakteristika) ali poseban osvrt na:
1. Informacije2. Nagradjivanje
Confidential/Proprietary Slide-71
Transformation Professionals
08.12. 2009
Definicija Rezultata: Organizacija treba da
definiše rezultate koji se očekuju od nekoga
Jasnoća Zadatka:Organizacija treba da je
sigurna da je dodjeljeni zadatak jasan onome
koji treba da ga obavi
Sposobnost: Organizacija je accountable ako
ljudi koji dobijaju zadatak su spossobni da
izvedu taj zadatak
Nagradjivanje: Organizacija je accountable
ako ljudi koji dobiju neki zadatak znaju
unaprijed koju nagradu ili kaznu dobiju ako
izvedu ili neizvedu taj zadatak
Harmonization Model - Accountability
Accountability: Koji rezultati se očekuju da će osoba isporučiti za postavljeni zadatak
Confidential/Proprietary Slide-72
Transformation Professionals
08.12. 2009
IIOSS SIMPTOM KARTE
Confidential/Proprietary Slide-73
Transformation Professionals
08.12. 2009
Confidential/Proprietary Slide-74
Transformation Professionals
08.12. 2009
BENEFITI ZA KOMPANIJU
Na brz,efikasan i cijenovno prihvatljiv način utvrdjivanje faze životnog ciklusa i stanja zdravlja Kompanije
Na brz,efikasan i cijenovno prihvatljiv način utvrdjivanje individualnog stila managera i njihova kompatibilnost u management timu
Utvrdjivanje da li manageri odgovaraju svom poslu i radnom mjestu (Job Map) i potrebe njihovog razvoja
Utvrdjivanje mjera i akcija za poboljšanja rada Kompanije na putu ka TOP Formi
Transformacija Kompanije u radu sa certificiranim IIOSS konsultantima i domaćim vrhunskim profesionalcima
Uštede na budžetima (cost/benefit) u radu sa vanjskim konsultantima
Confidential/Proprietary Slide-75
Transformation Professionals
08.12. 2009
PITANJA I DISKUSIJA
PITANJA ? ODGOVORI !
DISKUSIJA
ZAKLJUČCI
PREPORUKE
Confidential/Proprietary Slide-76
Transformation Professionals
08.12. 2009
ZAHVALA
HVALA NA PAŽNJI !
KONTAKT: Agencija Probenefit Consulting
e.mail: [email protected]
www.Probenefit.com.ba
www.iioss.co.jp
Mob. 061 378 356
Emir Medanhodžić, IIOSS individ. Partner