(This is Part II of a three part series on the Performance Plus Planning System which focuses on the Four P’s – Plan, Platform, Process, People, to create synergistic accountable organizations.)

 

Each of the architectural elements plotted below warrant their own detailed explanations, however, in this article I am attempting to provide only the “framework” to build a prosperous integrated business operation capable of achieving Next Level Accountability.     


THE PLAN

Building an impenetrable organizational architecture originates with the development of the Plan.  The construction of a cohesive interconnected Plan establishes the underpinning of a framework which all future decisions

Planning

can be grounded upon.  With a robust and resilient Plan an organization can productively move forward toward the attainment of innovative and sophisticated goals.  With the exception of the “lucky few”, every successful business I have ever known has inaugurated its growth cycles and built future opulence through an unswerving devoutly managed Planning Process.

Leaders must collaborate with their A-Teams to cultivate a comprehensive Plan so the organization comprehends why it is in business in the first place.  Establishing a Vision pinpoints what the business “will be” and what it should be endeavoring to deliver to the marketplace.  Next, a sturdy Strategy should be created to provide a business track that is clear and provides significance to the effort of performance based activities.  The efficacy of the Strategy should be centered on driving internal Tactics toward external Benefits to the customer.

In mounting an operative Plan, an assessment of customer value should be amassed to focus and prioritize the organization’s deliverables necessary to attract and retain customers.  Strategy formulation must be persistently reevaluated to insure it is aligned with the emerging needs of customers and is incessantly placing the organization in a position of competitive advantage.

The Performance Plus key to success is in the implementation of your plan.  Objectives and initiatives must be set with accountabilities and timelines.  Integration of Tactical plans is the crucial element to the Plan’s overall success.

Let’s take a look at the three structural elements of the Plan: Vision, Strategy, and Tactics.

The Plan

Vision

The facades of Vision and Mission have become central thespians in the false piety we are accustomed to these days.  But courageous principled Leaders sustain the practice of these tools to powerfully direct and stimulate their organizations.  A vibrant Vision of the company clearly and precisely affords an understanding of what your business is all about. Establishing the elementary principles of how you are going to accomplish your Vision defines the Values of the organization.  Without Values in place, the company is unable to induce clear and directional decisions based on the long-term prosperity.  For the Plan to flourish, Leaders must be prepared to become walking, talking exemplifications of the company’s Vision and Values.

Building on the Values of the organization, a Leader should proceed to composing a Mission Statement. The Mission Statement’s resolve is to provide a directional beacon that shapes and guides business Strategies. Through an efficient definition of the Mission, Leadership is enabled to determine the Unifying Goals which inevitably bring strategic factions together in a comprehensive progressive resolution.

The development of Visions, Values, and Missions, provides the organization with a Strategy compendium from which to create a performance based organization that creates Value for the company, its employees and customers.

The Vision

Strategy

A Street Smart Leader understands the prominence of “Culture” in satiating the customer and he is resolved in shaping the values, beliefs, philosophies and understandings of his team. Therefore, he must create a performance based program which surpasses slogans and converts his values to a “way of life”.  The goal is to lead people to not only “talk the talk” but “walk the walk”.  Without the proper determinations devoted to Culture, Leadership is fighting an arduous battle in creating change. The proper Culture for a performance based organization concentrates on the human element of the business.  Factors such as inspiration, enthusiasm and morale are major opportunities.

The Strategy articulates to the organization what is compulsory to accomplishing the company’s Mission.  All employees in the company must fluently appreciate each Strategic Element.  The Strategy should provide an interrelated concept that allows different teams and functions to accomplish collective goals together. And each Strategy should be centered in the significance of conveying incomparable Value to customers through action oriented deliverables.

A Leaders goal is to generate balance within the Strategy between short term goals and long term requirements.  The Balanced Scorecard, developed by Robert Kaplan and David Norton provides a focus on establishing objectives that meet the customer, financial, internal and growth perspectives.  When each of these perspectives is kept in balance with the others, an organization avoids the trappings of short term gains at the risk of long term exposure

The Strategy

Tactics

Tactical Plans create the linkage between Strategy and Action.  Leaders should base each strategy/tactic link or initiative on a “cause and effect” relationship to gain root level sustainability.  With this structure mindset Leaders are able to methodically disaggregate each strategy with a Work Breakdown Structure (WBS) and create the building blocks for successful strategy implementation.

The execution of Tactical Plans should next be plotted and reviewed to insure cross-functional alignment exist between organizational factions.  Most importantly, Accountability must be driven into the plan through assigned responsibility and timeline stipulation.

“What gets measured gets done”.  A key to the development of a thriving Plan is in deciding what to measure and how to measure it.  Once the proper metrics are determined, they must be communicated to everyone in the organization and a meaningful review process should be established as a tool for Leadership to monitor the Plan’s progress.

 

The Tactics

 

THE PLATFORM

The most ingenious Plans are doomed to catastrophe if they are not bed-rocked on a solid Platform which supports the fluid implementation and sustainability of Strategic Initiatives.   Without a solid Platform day-to-day operations become sluggish, ineffectual, and impotent leaving a diluted and discombobulated workforce struggling to perform.  Any attempt to build a high performing organization must be predicated on a fundamentally stable and flexible network of interconnected systems which provide sustenance to the strategic drivers.

Leaders committed to building superior performance based organizations dedicate energies to systemize their customer offerings.  This is best accomplished in preparing an integrated methodology that drives a prolific deliverable Platform.  All the Mission, Values, Strategies, and Process elements will not achieve a dynamic organization without each of these components functioning in tandem with each other.  The implementation of a Strategic Platform is the most impregnable method to establishing a framework for an integrated solution.

The relationship between the cross functions of your organization must be analyzed and investigated in developing an integrated framework.  Department Silos must be torn down and barriers to the synergistic workflow and common interest eliminated through a restructuring of the organization to meet strategic goals.

Beyond mere organizational charts, the Platform also includes technologies and policies that affect the daily interaction of employees and the manner in which they accomplish assignments.  A Street Smart Leader reviews the organizational structure, technologies, and policies to ensure alignment and provide an infrastructure capable of supporting the Strategic Implementation.

A reliable, productive, and enduring Platform is based on the elements of Structure, Technology, and Policy.

The Platform

Structure

Structure is made up of the networks of people, physical facilities and resources that support the delivery of customer value.  This is where most expenditure in performing organizations takes place. The development of the structure must be carefully planned along with other strategies.  A structure built with solid principles set in the Values and Missions from the Leadership is a main ingredient in establishing the performance based Culture.

Leaders must generate an integrated approach to performance by building the Structure as an important entity within the organization.  A powerfully concentric Structure provides an organization with a resilient competitive advantage.  An enlightened Structure is built around essential customer fulfillment and is capable of quickly reacts to changing marketplace demands.  It also increases the company’s growth and profit prospects by capitalizing on existing potential and creating new business revenue sources.

A Leader committed to maintaining margins while providing customer value must take careful steps to insure the Structure is an efficient and effective organism.  He must implement a program that is suitable to the needs of customers and at the same time create a highly flexible Structure capable of dealing with any economic shift or new customer demand. A poorly managed infrastructure that is haphazardly providing costly service can drain company profits and threaten the competition position.

The Structure

Technology

Technology is no longer the differentiator we once depended on.  Available to everyone at a relative cost it has become a commodity in the business world.  In most fragmented industries, major systems development for the delivery of services does not exist and few independent solutions have developed, leaving these industries highly dependent on people skills to get the job done.

This, however, does not mean that technology does not play an important role in the accomplishment of improved productivity and customer value.  Rather the alignment of business systems with people systems becomes a key integration opportunity.

An effective Platform drives coordination from your back end systems, PC applications, processes, and people skills into a productive and value drive solution by taking the pieces apart and putting them back together in an innovative order.  Leaders deficient of substantial gains in this area are forced into having their employees working “for the technology” instead of towards the attainment of company goals.

The Technology

Policy

An effective Leader apprehends the importance of setting pure unswerving policies and compulsory standards which can be easily understood and communicated to his teams.  The establishment of policies and standards provides the organization with touchstones reinforcing the organizations Mission and Goals.

The performance based organization must stretch beyond internal processes when striving to improve productivity and quality.  Improvement on the service front is only truly defined and measured by the customer.  Policies and standards should be based on customer fulfillment criteria.

Your teams must understand the correct path to be taken in ambiguous situations where the rules are not exact.  Policies are the “glue” which keeps a Leader connected to the needs of his customers, employees, and shareholders.  They require serious thought and deployed properly, set the stage for Next Level Accountability.

The Policy

The creation of an unconquerable Plan and an unshakeable Platform are the foundations for a Performance Organization.  Leaders who possess the insight to develop and implement these key architectural elements provide their organizations with unsurpassed competitive advantages.  Not only do they strengthen their product and service offerings but they build an environment where A-Players excel in their pursuits. Our recent challenging economic times have resulted in the “shelving” of Strategic Plans and has left many Platforms tired, ragged and in need of an overhaul.  Leaders are confronted with rebuilding these foundations through unstable and unpredictable times ahead.  A Street Smart Leader will devise methods to beat the competition off the line by not waiting for the economic turn.  He will innovatively exploit the scarce resources available and initiate the rebuilding process now!