Organization Transformation Journey

Before deciding to start a transformation journey, it is important to acknowledge and comprehend that at the current state, the members of the organization are practicing the way of organizing through their established mind-set. This will be the first focal point that are required to be shifted to the desired state.

We offer a comprehensive and proven framework synthesizes from our experience, best practice and lesson learned on how to drive multi dimensional organizational transformation. Our framework provides focus, measurable and integrated approaches by simultaneously addressing the five dimensions of change: Business, Financial, Organization, Operational and Human Capital.

The framework is flexible and adaptable to solve a broad range of client business challenge. It can be adjusted to serve any scale transformation program from enterprise-wide with a number of  subsidiaries to corporate-level with several business units or just to one specific business unit.

We are using the metaphor of ocean’s wave to describe the transformation effort. Just like the ocean’s waves that reach the shore concurrently, the transformation efforts will be deployed in a simultaneous manner to ignite, inspire and encourage people to participate in the transformation journey

We prescribe four waves of transformation during the journey. Each wave consists of activities that become the responsibility of a team of individuals in the execution These waves are a reflection of simultaneous and relentless efforts of transformation, they are:

·         Wave 1: Unity of Heart and Mind

·         Wave 2: Organizational Alignment

·         Wave 3: Operational Enhancement

·         Wave 4: Human Capital Transformation

 

 

 Figure 2. Gambar empat gelombang transformasi

Wave 1: Unity of Heart and Mind

·         End-state: Cohesion among all key players; a solid management team unified by a compelling vision of organization’s desired end-state and the creation of shared values to guide the corporate, business and function strategies execution toward the state of sustainable profitability.

·         Clarity and coherence of the business direction achieved by formulating and articulating the enterprise transformation blueprint as embodied in Business Policy Framework, consisting of Voyage Plan, Long Term Development Plan, First Development Period Business Policy, and Next Year Business Plan.

·         Enhanced planning process, with planning methods & tools that systematically:

o   Deploy and consolidate organization business planning across management levels for long-, medium-, and short-term development periods;

o   Define and assess business segments based on desirability and whether it fits with the organization’s business direction and strategy; and

o   Allocate resources based on prioritized investment initiatives.

·         Manager-leader practices learned, applied and internalized by organization’s managers so as to leverage the human spirit, to foster a culture of teamwork and to build winning teams across the enterprise.

Wave 2: Organizational Alignment

·         End-state: the restructured organization that manages, controls and coordinates the businesses in accordance  to their strategic value to the organization.

·         Organizational rhythm established according to our concept of the PCDCA (Plan-Coordinate-Do-Check-Act) work performance cycle.

·         Quality of communication, teamwork, and coordination increased by implementing a team networking structure across the organization.

·         Quality of corporate governance progressively improved through the proper institutionalization of parenting style that stipulates decision rights and processes according to the business situation and the maturity level of the respective business units.

·         Robust position descriptions in place.

Wave 3: Operational Enhancement

·         End-state: increasing levels of quality of people and teamwork, innovation, productivity and efficiency, customer satisfaction, corporate social responsibility and financial strength in line with global benchmarks.

·         Key management processes and activities analyzed, mapped and classified based on Enterprise Process Engineering.

·         Establishment of the performance accountability of planning teams, process teams, function teams and project teams in the team networking structure.

·         Operating excellence indicated by the performance of planning teams, process teams and function teams monitored and enhanced using the IT-based executive information system known as the PQ (Performance Quotient) Management Control System.

·         Strategic excellence indicated by the performance of project teams monitored and enhanced using IT-based software.

·         Service excellence indicated by high levels of customer satisfaction monitored and enhanced using IT-based.

·         Results in key performance measures progressively approach world-class standards.

Wave 4: Human Capital Transformation

·         End-state: heightened levels of professionalism (i.e. character and competence) in the managerial and supervisory ranks where the organizations are reflected in functional workplace norms.

·         Employee behavior in accordance with the company espoused values internalized through a well articulate position descriptions that clarify positions in the command and control framework and assignments in the work coordination framework.

·         Key performance targets progressively stretched as self-confidence across the enterprise increases.

·         Employees across the enterprise who effectively utilize internet, information and communications technologies in their daily routine to achieve high levels of speed, productivity and efficiency.

·         Olympic metaphor implemented in managing performance of all work groups in the team networking structure.

To facilitate the transformation journey, we will deploy solution programs that are embodied in Orbexcorp Management Wisdom ™.