“benchmarking an organisation”
DESCRIPTION
“Benchmarking an Organisation”. Presentation by Jon Wigley IPPA Conference Harrogate, September 14 th 2013. Agenda. Setting Expectations “How MO`s measure up against their journey towards advance development and compare to other MO`s working towards the same objective ” - PowerPoint PPT PresentationTRANSCRIPT
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“Benchmarking an Organisation”
Presentation by Jon WigleyIPPA Conference
Harrogate, September 14th 2013
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AgendaSetting Expectations
“How MO`s measure up against their journey towards advance development and compare to
other MO`s working towards the same objective”Benchmarking process - Frameworks
Not-for-Profit v For-ProfitSimilarities and differences
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AgendaWhat are we benchmarking?
Organisational excellenceIn whose eyes?Who matters?
Members, Peers, Service Partners, Industry, Clients, Employees, Volunteers…..Others?
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AgendaAgainst whom are we benchmarking?
MO`s - Each Other?Other not-for-profit in the Health Industry?
Other not-for-profit?For profit?
Small Medium Enterprises (SMEs)?
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AgendaBenchmarking based on what criteria?
Deliverables (kpi`s)+ Set
+ Monitored+ Reviewed+ Revised
Objective v Subjective+ Deliverables v Feelings
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AgendaWhy are we benchmarking?Why is it important (to you)?
+ Excellence+ Better+ Challenge+ Change+ Positive Energy
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AgendaSetting expectations (yours)?
What would you like to get out of this day?Why?
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Introduction – Jon WigleyJon Wigley – Background
A Business CoachCoaching v Consulting
SMEs focusIndustries – Finance, Legal, Media, Technology,
Entertainment, etcPrivate Practice – Physiotherapy
First hand experience!
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General IntroductionRapidly changing world and more demanding
pressures – drivers and impact…and opportunities!
Social trends: expectations and demandsTechnology & Social Networks: Communication
Mobility: LoyaltyAspiration: Consumerism
Recession: Cost/Value
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Dynamics of a NFPThe prevailing dynamics of a Not-for-Profit
Honorary functions filled by dedicated insider practitioners, often for many years, even decades!
Passionately care about what they do xxxDay-to-day patterns of behaviour permeate their
voluntary contribution+ TRUST(ee)
+ COMMITMENT+ LOYAL(ty)
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Similarity of NFPs to SMEsNot-for-Profit entities and the similarity to SMEs
The emotional pull of the small businessThe passion that create and drives an SME
The challenge of managing a small businessWorking “IN” v Working “ON”
Time – A most precious resourceCore skills and experience
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Is business evolution predictable?
The evolution of a small businessIs there a typical mode of progression?
Anchor for our benchmarking – to know where we are up to, we need to reflect where we have come
from!How do we typically measure our progress?
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Measuring objective progress
How do we typically measure our progress?Objective measures? Increase in:
TurnoverProfit
Number of clientsIncrease in pricing
Number of staffAmount/size of equipment, premises, etc
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Measuring subjective progress
How do we typically measure our progress?Subjective measures? Feelings?! +/-
Feelings drive behaviour and have significant impact but often unconscious
Feelings can, and do, shift over timeBehaviour is managed with, and through, a
defined business culture
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Stages - FeelingsThe “Stages” Framework
The major significance of feelingsHow they significantly and silently impact over
time on a business, a team, and every individualHow they shift over time
The Stages Framework - Presented
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Functionality – The Key Skill
Functionality – The Key Skill Set to benchmarkBeing Functional – What does it mean?
“To serve a PURPOSE for which it was designed”“Fit for purpose”
Efficiency – minimum expenditure of time & effort“The purposeful use of resources to achieve a
desired outcome”
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Functionality – benefits?Functionality – What will it achieve?
Clear management reportingMotivated staff
Lack of duplicationManagement focus that maximises skills
Time released
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Functionality - AvoidsFunctionality – What will it avoid?
Duplication of effortManagement time lost
Bottlenecks“Work-arounds” (The Rock in the Stream)
Staff frustrationMiss-match of skills
No direct, clear communication
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Functionality – 7 x key objectives
1. PROFITABILITY
(RESOURCES ALLOCATION)
Subjective: ObjectiveQualitative: Quantitative
People: Infrastructure
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Functionality – 7 x key objectives
2. PRODUCTIVITY
(EFFICIENCY)
ProcessesMethodology
FormalityDisciplinePrecision
Management Tools
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Functionality – 7 x key objectives
3. Building a STRONG FOUNDATION
Upon which to (GROW)
PlanningSchedulingManagingMonitoringReviewingRevising
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Functionality – 7 x key objectives
4. POSITIVE ENERGY
(People and Roles)
Define the “right” rolesDefine the “right” people
Put the right people in the right roles(Remove the wrong people!)
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Functionality – 7 x key objectives
5. SELF RESPONSIBILITY
A (No Blame) CultureResponsibilities:
UnderstoodTaken
……Fully!
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Functionality – 7 x key objectives
6. OWNERSHIP
(Value)
To ownTo possessTo value
The endowment effect – care, commit, contribute
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Functionality – 7 x key objectives
7. EMPOWERED WORKFORCE
(Power)
Giving powerGiving authority
……to THINK……to ACT
Leads to effective SUCCESSION!
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The Functionality CycleAgainst which we can benchmark ourselves as
we go through the cyclePositive – Happy with current status
Average – OK but could do with some workPoor – Definitely needs work
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The Functionality Cycle INTENT
Our fundamental purpose – Why do we exist?Focused, conscious, and clear – gives context to everything
we do or think to doObjectives set, unified and communicated
YouOthers
The BusinessAre You?
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The Functionality Cycle RESOURCES
Lead: ManagePeople: InfrastructureCharacter: FacilitiesTalents: Equipment
Skills: SystemsWisdom: Knowledge
Potential: ActualDo You use well?
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The Functionality CycleSTRUCTURE
Clearly define the required outcomesCreate a structure that reflects the full range of necessary
tasks (see Workflow - next)Delegate responsibility, but be accountable
Distribute power and authorityEmpower a sense of ownership
Roles and responsibilities understood and takenDo you have?
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The Functionality CycleWORKFLOW
Create an effective interface and balance between:+ Strategic Operations (Long-term planning)+ Business Operations (The day-to-day work)+ Support Operations (The essential back office)
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The Functionality CycleWORKFLOW (cont`d)The efficient workflow is based upon the clear definition and understanding of:Structure, Roles & Responsibilities, Reporting Lines, Policies & procedures, Communication, KPIs, Monitoring, Evaluation, Feedback, and Training……..All supported by quality management toolsDo you have?
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The Functionality CycleEFFICIENCY/TIME
Efficiency – “The minimum expenditure of time and effort”Processes, Methodology, Formality, Discipline, Precision, Management ToolsTime – Time released v Management Time LostAwareness of value, allocation of usage, and effective delegationAre you?
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The Functionality CycleCAPACITY
The full and conscious leverage of existing resources – today?
Planning for future growth and the necessary increase in resources – tomorrow?
Investment Planning?Right People: Right Roles
Do You?
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The Functionality CycleSupport Operations
Most SMEs completely under-value/estimate the importance of the following functions and as a consequence do not invest sufficiently in their proper management:IT, Finance, Legal, Administration, Secretarial, HR,
Premises, Compliance, etcDo You?
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The Functionality Cycle• PERFORMANCE
The importance of high performanceLeveraging potential
Setting objectivesReviewing performance – feedback
AcknowledgementValue(d)
Do You?
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The Functionality CycleQUALITY
Quality is a state of mindProduct (what) AND Service (How)
Always add value to what we do and how we do itReflects a chosen and sustained Position
Enhances brand and reputationAttracts – clients, referrals, employees, etc
How aware are you?
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The Functionality CycleCREATIVITY
Why is it important to encourage creativity?Fresh
ChallengePositive Energy
ChangeOpen
Are You?
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The Functionality CycleFLEXIBILITY
Why is it important to maintain flexibility?Speed
Choice and changeIndividual needs
BespokeDynamic
Are You?
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The Functionality CycleThe Business Culture & Soft Skills
Culture = Behaviour (expected)Articulated and aligned values
Processes – Recruitment, Induction, Delegation, Performance, Mentoring, etc
Communication, Relationships, IssuesEncouragement, Motivation and Incentives
How aware are you?
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SummaryBenchmarking – What, Against Whom, How and WhyA rapidly changing world – drivers and impactThe prevailing dynamics of a not-for-profitSimilarities with SMEsCore Observations on SMEsThe typical evolution of an SME – StagesFunctionality & its 7 x Key ObjectivesThe Functionality Cycle
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BenchmarkingStages – Where are you as an MO; Where are You?7 x key Objectives – Profitability, Productivity, Strong Foundation, Positive Energy, Self Responsibility, Ownership, Empowered WorkforceFunctionality Cycle – Intent, Resources, Structure, Workflow, Efficiency, Capacity, Support Ops, Performance, Quality, Creativity, Flexibility, Culture & Soft SkillsDid you get what you wanted from the day?