Business Performance Integrity- Workshop 1 (Current State)

The Appleton Greene Corporate Training Program (CTP) for Business Performance Integrity is provided by Mr. Danielsen Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.

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Learning Provider Profile

Mr. Danielsen is an accomplished professional with 30+ years of experience in various industries, including five years in civil works and 25 years in management consultancies, both external and internal.

He holds an Executive MBA from the Technical University of Copenhagen (DTU) and a B.Sc. in Civil and Structural Engineering from the Engineering College of Copenhagen.

After ending his 5-y chapter as a corporate QEHS Director in a Danish highway and railway construction company, Mr. Danielsen engaged in delivering management consultancy services within EHS and Lean Enterprise across several industrial sectors for the following nine years.

He wanted to get closer to one company. He spent the next eight years as a business transformation leader in a Danish Danaher medical device company (Radiometer Medical) before moving to Amsterdam and joining the Philips’ Group Business Transformation organization, heading and deploying the Continuous Improvement and Performance Management practices globally.

Mr. Danielsen recently concluded his career within large corporations and started his freelance consultancy, LeanDK.

Mr. Danielsen has industry experience within the following sectors: Consulting Services, Medical Devices, Pharmaceuticals, Construction, Industrial Products, and Energy.

Although his focus locations are now the Scandinavian capitals and Amsterdam, Mr. Danielsen has delivered consultancy services in the US, Latin America, Japan, China, Singapore, Saudi Arabia, Finland, Sweden, Germany, Switzerland, Poland, and Latvia since 1999. He traveled throughout India, Indonesia, Thailand, and Africa in the eighties and nineties.

His achievements include facilitating/driving the Strategy Deployment process for eight years, which resulted in a yearly 50% reduction of the external quality footprint and significantly contributed to the company’s growth of 8% YoY—double the speed of the market (Radiometer Medical, part of Danaher).

Global top-down and bottom-up capability building within continuous improvement and performance management resulted in a significant step up in the predictability of short- and long-term outcomes. The company share price grew from EUR 21 to EU 51 during his 6-year tenure (Royal Philips).

The service skills of Mr. Danielsen lie mainly within Operational Excellence and Business Transformation, comprising capability building in strategy deployment, mission control (by daily management and problem-solving), and servant leadership.

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MOST Analysis

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Mission Statement

Core to the Planning and Execution System of any organization are three fundamental processes: Daily Management, Problem Solving, and Strategy Deployment. They form the foundation for all other improvement tools and apply to every business function and facet of your organization. The three processes function together as a system that can leverage Business Performance Integrity. Strategy Deployment is transforming Strategy into sustainable processes that will deliver breakthrough results. Daily Management is applied as a disciplined routine method to ensure, at a regular cadence, that our processes are meeting our customers’ needs (internal or external customers). If we use trains as an analogy for processes, you can think of Daily Management as the way we keep the trains running on time and Strategy Deployment as the way we invent new and breakthrough means of railway transportation. Finally, problem-solving is the thought process used to define problems, investigate and drive to root cause, verify and implement countermeasures, and ensure sustainment. In part one, we will get to a common high-level understanding of the three fundamental processes, sufficient to do a self-diagnosis and understand the baseline and the opportunity it poses to strengthen these crucial elements of the Planning and Execution System, thus creating further appetite for the 12-month capability building journey and the value it will bring to you and your company. Coming out of Module 1, you will have a concrete plan to confirm the current state during Month 1 and prepare for Part 2 by further mapping elements of the Daily Management processes in your area of responsibility.

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Objectives

01. Priming Minds: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Performance Management: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. 3-Tool System: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Daily Management: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Tiered Accountability: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. DM Maturity: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Problem-Solving Challenges: departmental SWOT analysis; strategy research & development. 1 Month
08. Structured Problem-Solving: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Problem-Solving Maturity: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Strategy Deployment: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Strategy Deployment Maturity: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Consolidate Current State: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month

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Strategies

01. Priming Minds: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Performance Management: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. 3-Tool System: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Daily Management: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Tiered Accountability: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. DM Maturity: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Problem-Solving Challenges: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Structured Problem-Solving: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Problem-Solving Maturity: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Strategy Deployment: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Strategy Deployment Maturity: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Consolidate Current State: Each individual department head to undertake departmental SWOT analysis; strategy research & development.

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Tasks

01. Create a task on your calendar, to be completed within the next month, to analyse Priming Minds.
02. Create a task on your calendar, to be completed within the next month, to analyse Performance Management.
03. Create a task on your calendar, to be completed within the next month, to analyse 3-Tool System.
04. Create a task on your calendar, to be completed within the next month, to analyse Daily Management.
05. Create a task on your calendar, to be completed within the next month, to analyse Tiered Accountability.
06. Create a task on your calendar, to be completed within the next month, to analyse DM Maturity.
07. Create a task on your calendar, to be completed within the next month, to analyse Problem-Solving Challenges.
08. Create a task on your calendar, to be completed within the next month, to analyse Structured Problem-Solving.
09. Create a task on your calendar, to be completed within the next month, to analyse Problem-Solving Maturity.
10. Create a task on your calendar, to be completed within the next month, to analyse Strategy Deployment.
11. Create a task on your calendar, to be completed within the next month, to analyse Strategy Deployment Maturity.
12. Create a task on your calendar, to be completed within the next month, to analyse Consolidate Current State.

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Introduction

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Business Performance Integrity (BPI) is the commitment to closing performance gaps in a timely manner by maintaining a high standard of accountability, transparency, and continuous improvement. This concept is central to ensuring that organizations deliver on their promises and achieve their strategic goals efficiently and effectively.

BPI involves three critical steps:

1. Having a Plan to Win: This requires developing a solid action plan with connected metrics and clear accountability. Each team and individual must understand their specific goals and how they contribute to the overall success of the organization.
2. Enabling Transparency: Through robust daily management practices, organizations can maintain a clear view of their performance metrics. This transparency ensures that all stakeholders are aware of whether the organization is winning or losing and can quickly address any issues that arise.
3. Timely Course Correction: Effective problem-solving that is fit for purpose allows organizations to make necessary adjustments quickly. This step ensures that performance gaps are closed efficiently and that improvements are sustained over time.

Current State Analysis refers to assessing the present condition of various aspects within an organization. This involves understanding the current state of operations, performance metrics, and the effectiveness of existing processes and governance structures. By evaluating the current state, organizations can establish a baseline for performance, identify areas for improvement, and develop targeted strategies to enhance BPI.

When evaluating the Current State in relation to BPI, organizations must focus on how effectively they are currently operating in terms of closing performance gaps and achieving their strategic objectives. This involves:

• Assessing Operational Efficiency: Ensuring that processes are efficient, effective, and aligned with organizational goals.
• Evaluating Performance Metrics: Monitoring key performance indicators to identify strengths and weaknesses in current operations.
• Reviewing Governance Structures: Ensuring that accountability and transparency mechanisms are in place to support ethical decision-making and effective oversight.

By understanding the Current State of their BPI, organizations can identify gaps and opportunities for improvement. This insight allows them to develop strategies to optimize performance, enhance transparency, and maintain high standards of accountability. Addressing the Current State in the context of BPI is crucial for achieving sustainable growth and maintaining stakeholder confidence.

Current State

This assessment can include:

Operational Processes: Reviewing the efficiency and effectiveness of current operational workflows and procedures.

Operational processes refer to the series of actions or steps taken to achieve the core functions of a business. In the context of Business Performance Integrity, evaluating these processes involves a thorough examination of how tasks are executed to deliver products or services. This includes assessing the efficiency of production methods, the effectiveness of supply chain management, and the reliability of logistics and distribution networks. It also entails analyzing workflow automation, quality control measures, and the overall alignment of operations with strategic business goals.

By scrutinizing these elements, businesses can identify bottlenecks, redundancies, and areas for improvement, ensuring that operations are not only efficient and cost-effective but also adaptable to changing market demands and compliant with industry standards. This comprehensive understanding of operational processes is crucial for maintaining high performance and integrity within the organization.

Financial Performance: Analyzing financial statements, budgets, and financial metrics to assess the organization’s economic health.

Financial performance encompasses the evaluation of an organization’s financial health and its ability to generate profit and sustain growth over time. In the realm of Business Performance Integrity, this involves a detailed analysis of financial statements, including the income statement, balance sheet, and cash flow statement. Assessing financial performance also requires examining key financial metrics such as revenue growth, profitability ratios, return on investment (ROI), and liquidity ratios.

This evaluation helps in understanding how effectively a company is utilizing its assets and managing its liabilities. Furthermore, it includes scrutinizing budgeting processes, cost management practices, and capital expenditure to ensure resources are allocated efficiently and strategically. By maintaining rigorous financial oversight, businesses can identify trends, forecast future performance, and make informed decisions that align with their long-term objectives. Ensuring transparency and accuracy in financial reporting is also critical, as it builds trust with stakeholders, investors, and regulatory bodies, thereby upholding the integrity and credibility of the business.

Compliance and Governance: Ensuring that the business is adhering to relevant laws, regulations, and ethical standards.

Compliance and g