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McKinsey 7SHow it applies to the management of AIVRS Programs
Objectives
Types of Assessments and why they are necessary The need for a formal management system Organizational Ecosystem - Linear vs. Circular
Philosophy Details of the 7S assessment How to use 7S
Types of Assessments and Why
Community Needs Assessment SWOT (Strengths, Weaknesses, Opportunities,
Threats) SOAR (Strengths, Opportunities, Aspirations,
Results) Organizational Assessment (Where is the
organization right now?)
What is your “formal management system?”
Organizational Ecosystem
Linear Processes
STRATEGY: the plan devised to maintain and strengthen your grant management
Does your program have a Vision? (BHAG) Have you done formalized strategic planning? Have you developed your organizational values? Have you communicated what the Vision/Values are? Was this done within the overall Tribal SP/Goals?
STRUCTURE: the way the organization is structured and who reports to whom Strategic Plan Business Plan Management System Organizational Chart Relationship to Tribal Government Stakeholders (State VR, RSA, etc.)
SYSTEMS: the daily activities and procedures that staff members engage in to get the job done.
Financial
Case Management
Evaluations (People, Program, Department, Organization)
Outcome Measures
Data Collection
Formal Meeting System (Lencioni)
Grant Covenant Monitoring
Lencioni Meeting System
Daily Check-in - Share daily schedules and activities
Weekly Tactical - Review weekly activities and metrics, and resolve tactical obstacles and issues
Monthly Strategic - Discuss, analyze, brainstorm and decide upon critical issues affecting long term success
Quarterly Off-site Review - Review strategy, competitive landscape, industry trends, key personnel, team development
STAFF: the employees and their general capabilities
Formal assessment at time of hire (or time of 7S assessment) “Where are they”
Evaluation/Dashboard (Yearly is archaic)
Formal Team Development (Teams don’t just happen)
SKILLS: the actual skills and competencies of the employees working for the company
Research and develop the core competencies for each and every position
Formalized Training Program (to meet core competencies) for each staff
Teamwork – Team Development – Individual components of plan
Formalized Management System (7S or another program)
STYLE: the style of leadership adopted
Identify Culture
Leadership identification (People and Styles of Leadership)
Leadership Development Program (Create or “buy-in”)
Doesn’t have to be exhaustive, just formal. Use your Tribal and Community Leaders
Formalize Cultural Activity
SHARED VALUES: these are the core values that are evidenced in the program culture and the general work ethic.
The “one-word” test (How would your customers, staff, stakeholders, or Tribe describe you?)
Perceived vs Goal Do you have formal Values identified and integrated? Value “gut-check” Integration is KEY! • Respect
• Integrity• Communication• Excellence
How to use the 7S model
Integrate with formal meeting system
Weekly
Monthly
Quarterly
Annually
Weekly – Meeting Agenda & “7S-Gut Check”
Strategy
Staffing
Systems
Skills (Training)
Director – Weekly
“Quick Review”
Monthly – The “7S-Checklist”
Quarterly – Team review of the 7S System
Annually – Day-long formal assessment
Get help with the assessment, bring in outside resources
Color Code – Dashboard (Stoplight)
Plan of action – Define what success will look like
Set Primary goals for each of the 7 areas
Set milestones to achieve throughout the year to reach the primary goals
Review the past-year’s plan and rate the level of success.
Identify potential barriers
Stronger Planning = Stronger Grant Management