Business process reengineering
Executive Positioning
Executive Positioning can be named by another word, which is personal branding. As CEOs/CFOs are
focusing on running the organization and are focusing on the big picture they often miss their own
positioning towards the stakeholders. Executive positioning is an important component in strategic
communication to elevate the organization’s brand.
It should be an integral part of any company’s strategic public relations and media plan. It also helps
organizations leverage their top executives in a relevant and credible way by positioning them as
thought leader in their field. These employees are the most visible symbol of an organization and
their expertise directly affects the public’s perception of any company.
Globally there is a lack of awareness of who CEOs are, where around 47 % of the global population
are not able to name a single CEO. This lack of awareness is linked to lower trust: there was a 17 %
point rise in trust in CEOs when respondents could name CEOs. Therefore there’s a need for more
engaged leadership to bridge this gap. The demand on today’s leaders is to be visible, personal and
relatable with a clear purpose and a focus beyond the company itself. The executives are needed not
to just be present on the business side, but also to be accessible, real and human on the public side.
The following steps should be implemented to enable executive positioning:
- Craft a story: Stakeholders expect to hear from leaders frequently and openly about their dual
mandate of earning profits and providing societal benefits. Executives should speak beyond
spreadsheets and address industry trends and social purpose. Businesses need platforms to spread
authentic, personal, purpose-driven, and interwoven content.
- Hone a story: People are looking for leaders to be accessible, visible and authentic. CEOs and
executives need to avoid robotic speech and address stakeholders in a way that is relatable,
approachable and engaged.
- Tell a story: There is a lack of awareness of CEOs, despite an explosion in communications
channels. CEOs and leaders must express their values and purpose through direct engagement with
stakeholders — particularly employees — and utilize multiple online and offline platforms to tell a
consistent, relevant story that is easily discovered. Further, companies should deploy their most
credible voices—the C-Suite, experts and employees—as spokespeople for the organization’s vision,
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purpose and performance.
Customer Social Responsibility (CSR)
Customer Social Responsibility is the conscious perception of social and ecological responsibility by
economical firms. Basically CSR measures can be defined as a product of a sustainable progress and to achieve a positive contribution for the stakeholders. Summarized CSR is a comprehensive form
management concept that involves all relevant reference groups starting from the employees and
the business associates over to shareholders of the company. It is more like a change in the paradigm
from the so called shareholder approach, where gaining profits stands in the focus, to a stakeholder
approach as an effect to attempt to be a “good” corporate citizen.
Especially banks still suffer from the financial crisis in 2008 and the trust in them by the society was
really shocked. Therefore banks used to invest a lot of human and financial resources to establish the
concept of the CSR model in relation to third parties and in their internal relationship. This was
mainly necessary due to the large financial support programs by the governments to keep the system
relevant banks a live and therefore a loss in banks reputations were the logical outcome. So most of
the banks are now trying to line out their effort to operate sustainable and to show the society their
strong interest in social responsibility.
Management by objektives (MBO)
“Management by objectives (MBO) is a management model that aims to improve performance of an organization by clearly defining objectives that are agreed to by both management and employees. According to the theory, having a say in goal setting and action plans should ensure better participation and commitment among employees, as well as alignment of objectives across the organization.”1
This model was popularized by Peter Drucker in his book in 1954. The set up objectives are agreed with the emloyees and are challenging but they are achiveable. The main focus is on the continous feedback and the rewards rather than punishment. “Personal growth and development are emphasized, rather than negativity for failing to reach the objectives.Peter Drucker believed MBO was not a cure-all, but a tool to be utilized.. It gives organizations a process, with many practitioners claiming the success of MBO is dependent on the support from top management, clearly outlined objectives, and trained managers who can implement it.
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MBO calls for five steps that organizations should use to put the management technique into practice”2
1. Determine organizational goals for the entire company
2. Translate the organizational goals to the employees
3. Stimulate the participation of the employees in setting the goals (employees should be encouraged to help set their own objectives)
4. Monitor the progress
5. Evaulate->Reward (incl. Feedback)
Sales Funnel Management
„The sales funnel is a great measure of your company’s health. It provides a clear view of the opportunities currently available to your sales team, showing you the revenue that your team is going to make in the months ahead. A well managed sales funnel will get all of your sales efforts well organized and put you in control of your sales results.”3
„Strong sales funnel management allows sales managers to dive into more powerful sales analytics, produce more accurate forecasts and provide sales reps with specific coaching points. By studying their sales funnel, managers can pinpoint weaker stages in the sales process, determine where reps are struggling to convert and forecast sales and conversions correctly. Here are some important components of sales funnel management”.4
components
Number of deals in your funnel
Average size of a deal in your funnel
Close ratio – Average percentage of deals that get won
Average deal life time before it’s won
Mission Statement
is a statement which is used to communicate the purpose of an organization. Although most of the time it will remain the same for a long period of time, it is not uncommon for organizations to update their mission statement. Mission statements are normally short and simple statements[which outline what the organization's purpose is and are related to the specific sector an organization operates in.
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We want to be the most trustworthy player in our industry securing the values and ethics in
everyday world.
Lean Six Sigma
It seeks to improve the quality of the output of a process by identifying and removing the causes of defects and minimizing variabilityin manufacturing and business processes. It uses a set of quality management methods, mainly empirical, statistical methods, and creates a special infrastructure of people within the organization, who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has specific value targets, for example: reduce process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and increase profits.
The term Six Sigma (capitalized because it was written that way when registered as a Motorola trademark on December 28, 1993) originated from terminology associated with statistical modeling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield or the percentage of defect-free products it creates. A six sigma process is one in which 99.99966% of all opportunities to produce some feature of a part are statistically expected to be free of defects (3.4 defective features per million opportunities). Motorola set a goal of "six sigma" for all of its manufacturing operations, and this goal became a by-word for the management and engineering practices used to achieve it.
Business process reengineering
Business process re-engineering (BPR) is a business management strategy, originally pioneered in the early 1990s, focusing on the analysis and design of workflows and business processes within an organization. BPR aimed to help organizations fundamentally rethink how they do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.[1] In the mid-1990s, as many as 60% of the Fortune 500 companies claimed to either have initiated reengineering efforts, or to have plans to do so.[2]
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BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes. According to Davenport (1990) a business process is a set of logically related tasks performed to achieve a defined business outcome. Re-engineering emphasized a holistic focus on business objectives and how processes related to them, encouraging full-scale recreation of processes rather than iterative optimization of sub-processes.[1]
Business process reengineering is also known as business process redesign, business transformation, or business process change management.
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