CRS3 Designing your future, today

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CRS3Designing your future, today

• Presented by
• Imran O Kazmi

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Client Contact 101

• Synergize (a Synergie Consultants Company)
• P O Box 74327, The Fairmont, Dubai, UAE
• Voice 9714 3116779
• Fax [phone]
• Cellphone 97150 5849562
• imran_at_synergize.org
• www.synergize.org

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About us, but briefly!

• We are a transition of Synergize (Pakistan based
  operations), already a well known name in the
  world of HR and Training
• www.synergize.org to whet your appetite!

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Try and buy!

• Training Strategy and Implementation
• Training Needs Analysis
• Training Calendar Creation
• Training Modules Creation
• Training Delivery

• Corporate Strategy Creation and Implementation
• Strategic Assessment
• Strategy Creation / Amendment using relevant
  qualitative and quantitative tools
• Strategy mapping using CRS Cube

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Few of our clients

• Banking
• ABN Amro Bank
• Citibank
• First International Investment Bank
• International Housing Finance Limited
• MCB
• Union Bank
• UBL
• Oil
• PSO
• Caltex Chevron Texaco

• Chemicals Pharma
• Merck Marker
• Wyeth
• Chemidyestuff Industries
• Ehtesham Processors
• Engro Asahi Polymers Chemicals
• FMCG
• Gillette
• Habib Oil Mills
• Lever Brothers
• Procter Gamble
• Tapal Tea

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Why CRS Cube

• Chance
• always favors
• the prepared mind

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What is CRS Cube

• A research based model to boost your Performance
  that does the following
• Analysis of current state
• Creation and implementation of plan to reach to
  peak performance
• To us a performing organization has
• Delighted Customers
• Delighted Suppliers
• Delighted Shareholders
• Delighted Employees

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Five Pillars of Performance

• Good performance is not an accident, it is a
  product of hard work, clear thinking and utter
  determination
• To us there are 5 pillars of performance that we
  call CRS Cube where
• CCONSENSUS Building within the team
• RRELATIONSHIP within and outside the
  organization
• SSTRATEGY at corporate and across all levels
• SFine tune SKILLS
• SOrganizational SYSTEMS and procedures

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Pillar 1 Strategy

• Linking Vision to Opportunities Capabilities
• Slice of life
• In the course of the strategic realignment TA
  Triumph-Adler AG was transformed into a tightly
  focused distribution and service business with a
  leading franchise in the future market of digital
  office communication.
• Issues
• Creating a strategy
• Mapping structure to strategy
• Linking strategy across functions
• Translating strategy into action

• Our Solutions
• CRS Cube Performance Process Implementation
• Balanced Business Scorecard
• Corporate, Marketing Sales, Corporate Finance,
  Customer Care and Supply Chain Strategies

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Pillar 2 Consensus

• Employee ownership of corporate initiatives
• Slice of Life Exxon to Engro
• Issues
• Apples are oranges to some or may be strawberries
  to the rest

• Our Solutions
• Defining and clarifying a common Vision
• Character Building and Values definition
• Team Building to open communication channels
• Discover individual motivation and link with
  corporate via research, consulting and training
  inputs

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Pillar 3 Systems Procedures

• Strategy provides direction, systems give you the
  road to walk on
• Slice of Life Enron
• Issues
• Linking with value chain
• Process identification and (re) engineering
• Identifying key measures to control improve
• Optimal resources utilization

• Our Solutions
• Systems and Procedures Audit
• Quality assessment and certification
• Business Process (re) engineering
• Resource Capitalization Audit
• Policy manuals creation

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Pillar 4 Skills

• Skill is the prerequisite for implementing any
  strategy
• Slice of Life Microsoft
• Issues
• What is the set of skill required, desired and
  available at present
• Is it accompanied by the RIGHT attitude
• How do we measure, what to measure, what is the
  level that we are measuring for?

• Our Solutions
• Job profiling and descriptions
• Setting up or analyzing performance appraisal
  systems
• Training Needs Assessment (TNA)
• Developing and designing a Training Calendar
• Designing and delivering Customized Workshops to
  meet TNA

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Pillar 5 Relationships

• Relationships are about delighting internal and
  external stakeholders
• Slice of Life Emirates
• Issues
• Respect vs Priorities
• Highlighting the critical contributors in the
  Value Chain
• Finding a BALANCE

• Our Solutions
• Research and Comparative Studies/ Bench Marking
• Value Chain Management
• Internal and external customer care strategies
  and implementation

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ImplementingCRS Cube

• From plans to actions

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The Process

• Preliminary CRS Cube assessment in red, orange
  and green areas
• Client selection of methodology from least to
  most intensive interventions
• Fix the red and orange areas only
• Implement the Balanced Business Score Card
• Implement CRS Cube Performance Management Model

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Balance Scorecard-What is it?

• To measure the performance of organizations from
  different perspectives
• Financial
• How do we look to shareholders?
• Customers
• How do customers see us?
• Internal process
• What must we excel at?
• Innovation and Learning
• Can we continue to improve and create value?

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BSc- How does it look like
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Pros and cons of BSC

• Pros
• Established with the patronage of Harvard (Norton
  and Kaplan)
• Worldwide implementation Mobil, HSBC, Lloyds,
  Southwest among others
• Cons
• Assumes strategy is already created
• Assumes strategy fine tuning is done in the
  background no process defined to do so
• Assumes consensus building and sharing is
  practiced at all levels no process
  interventions placed
• CAVEAT EMPTOR (Buyer Beware)
• In the absence of clearly defined strategy making
  and fine tuning processes and consensus building
  mechanism BSC is a guaranteed failure.

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CRS Cube Performance Model

• Strategy
• Making it everyones job
• Skills
• Fine tuning to meet strategic and tactical
  objectives
• Systems
• Enabling to achieve rather than crib
• Relationships
• Prioritize but care for all
• Consensus Building
• Take the pack along

• In short
• CRS Cube Model builds on strengths of the
  Balanced Score Card AND covers weaknesses by
  including strategy and consensus as parts of the
  PROCESS rather than assumptions
• leading to Fail Safe implementation

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Implement CRS Cube Performance Management Model

• Involve top team (CEO direct reports)
• Define and build consensus over Corporate Vision
  and Mission
• Define and build consensus over Corporate
  Strategy
• Break corporate strategy into CRS Cube dimensions
  identifying key objectives, targets and measures
• Define organization structure of the present and
  future to deliver the corporate strategy and
  create restructuring plan
• Move one level successively down till the last
  level in the hierarchy
• Explain and clarify vision and corporate strategy
  along with its CRS Cube dimensions at each level
• Facilitate creation and alignment of individual
  CRS Cube dimensions with corporate dimensions
• Create / identify measurement and consensus
  building mechanism at all hierarchical levels to
  achieve objectives and fine tune strategy as a
  continuous process

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CRS Cube Performance Model

• Strategy
• Making it everyones job
• Skills
• Fine tuning to meet strategic and tactical
  objectives
• Systems
• Enabling to achieve rather than crib
• Relationships
• Prioritize but care for all
• Consensus Building
• Take the pack along

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CRS Cube Template

• Employee Name Abdullah Mahar
• Designation Marketing Manager
• Reporting To GM Marketing
• Period Jan Dec 2004

Area Objective Performance Measures/ Indicators Specific Target Key action items
Strategy Fine tune marketing strategy Market share Achieve 35 share Research competition and customer needs
Skills Assess team capabilities Quiz results Customer feedback Avg 80 Quiz results Delighted customer feedback Refresher course Customer feedback survey
Systems Use IT to the fullest Avg time to respond to queries Reduce from 1 day to 12 hours Electronic filing and mail course
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CRS Cube Template contd
Area Objective Performance Measures/ Indicators Specific Target Key action items
Relationship Stakeholder Generate profits above forecast Quarterly financial reports From 50mn to 75mn Expand markets Review costs
Relationship Customer Reduce fuel filling time Avg time to service fuel customer Reduce fuel filling time from 2 min to 90 sec Time motion study Staff training
Relationship Employee Boost team morale Attrition age Reduce attrition from 5 to 2.5 Employee Surveys Events
Relationship Supplier Reduce payment time Invoice payment time From 45 to 30 days Liaise with accounts Faster invoice submissions
Consensus Building Build ownership of initiatives Market share Achieve 35 share Weekly meetings with sharing awards
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The Process is the beginning

• Preliminary CRS Cube assessment in red, orange
  and green areas
• Client selection of methodology from least to
  most intensive interventions
• Choose wisely from the three choices
• Fix the red and orange areas only
• Implement the Balanced Business Score Card
• Implement CRS Cube Performance Management Model