We work at international corporate level or with our clients’ local sites regarding the cultural transformation needed for market repositioning or for the redefinition of their raison d’être (e.g. integrating social responsibility).
We use state-of-the-art methods and tools such as the Theory of Constraints. These tools allow us to formalize strategic visions and clear and tangible roadmaps, thus ensuring the success of the transformations initiated.
Why is it important to have clear Goal and Vision?
The Goal gives an organisation its meaning and its purpose. It summarises the expectations of people and instances that are behind the organisation’s raison d’être (shareholders, public authorities, other stakeholders,…).
The Vision is the description of the organisation’s long term situation that will allow the organisation, if achieved, to reach its Goal and be sustainable.
Is it easy to formalize an organization’s Vision?
Building one’s Vision must be the result of a rigorous approach that allows, amongst others, the identification of the key success factors required to reach the Goal. It cannot only be intuitive as the risk of then missing a key condition of success would be too high. A structured approach also helps to express existing paradoxes and facilitates internal workgroup alignment (Exec Committee, board, …)
Which steps should be followed?
There are many possible approaches, but the one we recommend is the Theory of Constraints (TOC) : a practical and very efficient systemic approach. Structured around a sequence of key questions, its work process, facilitated by Optim’s TOC experts, reinforces objectivity, facts and transparency whilst removing beliefs and false assumptions. It guarantees a real collaborative process, confronting point of views to reach a consensus (rather than a conflict).
How long does it take and with whom shall it be done?
Carried out at executive committee level, it can be done within in a couple of weeks, depending on participants’ potential agenda constraints.
Our belief : a clear and shared strategy is essential to help an organization achieve its Goal. It is a gradual progress that is neither short term, nor a sum of tactics.
A pre-requisite: having formulated a Goal and a Vision.
The objective : the strategy must address the main key issues. For example: the priorities, the management of a project portfolio, the effective contribution to the formulated Goal (too often they are peripheral strategies).
Methodology : we use the tools of the Theory of Constraints (PRT to build the solutions, Evaporating Clouds to solve conflicts / dilemmas). This work is carried out with ExCom N-2 / N-3, whilst ensuring ExCom ad-hoc participation and validation
The deliverables : a formalised roadmap organising the different fields of work, a description of the overall project governance and a Change management plan ensuring buy-in and efficient delivery
“This is about preparing Mount Everest’s ascent : with energy, from a base camp, resources, with a specific path and the first step being … leaving the hotel” (Paul Tap, a veteran TOC mountaineer)
Managing resources, facilitating their work and piloting the subsequent results: the 3 keys to a successful implementation!
Two levels to manage the transformation
> Strategic : ExCom level (monthly) for priorities, scheduling and decisions related to achieving objectives and the Vision
> Operational : with the project team (weekly) to “execute” and manage the projects portfolio (or the various fields of work) in order to secure delivery in the short term
A dynamic animation based on SIM
> Organized around a “war room” and visual management
> Short, frequent and specific work meetings
> With significant communication and, when necessary, specific Change Management techniques
A focus on managing resources
> On a global scale with check points to validate that from a resource points of view the next 3 months are OK, and to deal with hazards regarding resource availability
> In the short term to deal with micro-conflicts of resources, the idea being a focus on the speed of delivery rather than developing multitasking