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IGEM London, Southern & Eastern Section event 26.11.14 Speaker on Effecting Human Performance

Business Process Re-Engineering

reengineeringOnce the root cause and the problem statement is identified, the most appropriate technique or combination of techniques to transform the problem needs to be identified. The transformation is never about using one specific method or another to resolve the issue. It is about having the capability and experience to facilitate the change without building barriers or unneccessary resistance by expecting your people to sign on to the latest process fashion and language.

Having said that the USP is in getting people to work effectively together. That comes through engagement, influence and challenge. They are then sufficiently enlightened to understand that the consequences of success and failure depends largely upon themselves. Finally, they will all be enabled to commit to the chosen single common goal with an agreed set of behaviours which they will be held accountable for. They will by then have experienced some success which will encourage them to follow their new co-created route map with confidence.

8 Week Performance Acceleration Programme

This works2.2s for challenging and deep rooted under performing business areas. Dependant upon the size, depth, breadth and financial consequences of the problem the resolution can come in 1 programme or in multiple programmes connected together by phases. It requires appropriate level Executive sponsorship relative to the size of the problem and business level prioritisation to assure correct level of focus.

This will involve Executive team presence, root cause analysis, data analytics, process review, people engagement to ensure that the solution delivered is sustainable

Performance Management

Indes3.3pendant objective evaluation of the performance against desired business performance metrics and current performance management, mechanisms and their data collection processes.

An end to end performance review against fitness for purpose, existing performance measures and controls, integrity of measurement and reporting, escalation processes, timeliness, quality, consistency and repeatability.

Key findings, recommendations,quick wins, issues and risks, mitigation strategies and constraints identified. Resolution enablement provided, if desired, which is my preferred method of working.

Change Management

S4.4Strategic Change Management consultation for minimising resistance, where appropriate, through a variety of engagement strategies. Communication strategy aligned to change strategy to minimise impact on business as usual through the transition process.

Use of trust building through creation of transparency, creation or development of company values by the people and where necessary change networks in order to gain widespread acceptance and support from the employee base from communicative and participative approach. Culture change management aligned to corporate goals and culture tracking in order to underpin the change.