SINCE 2003

GRIP Stage: Goal / Role / Initiative / Participation

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We should identify all the measurable parameters in the processes, and the process gates where we measure them.  Out of those measurable parameters, we take the key measures that are critical for our vision deployment. And manage the measure through leadership in management. GRIP brings results due to two major reasons.

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1. All those initiatives that should happen simultaneously are scheduled so.

2. Innovation thus becomes target driven rather than idea driven.

 

All enterprises have people with great ideas. But ideas should not be implemented directly. They need to be introduced into the overall process model first and then the overall model starts at a particular time.  That reduces the chance of error and helps to keep consistency while improving performance.

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METHODS OF ANALYSIS

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We can use many kinds of methods to analyse possibilities of development.  Extrapolation is a common method by which we get to know the limits of various parameters. Or we can use resource Vs process matrix where we list all the resources used in operations and see if there is cross matching possibility of one resource into another process. Or it could also be a process control parameter like temperature, pressure, catalysts, time, etc.

 

 

SERVICE INDUSTRY

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In manufacturing or process industry, it is basically running on measures. In Service industry where the customer is a live part the process environment, GRIP model is still vital. Like in a hospital.

So for a doctor, the count of patients, the consultation time, diagnosis, treatment efficacy, relapse, downtime, analogue pain measure, etc becomes measures. For a nurse, the count of patients managed at a time, complaints, errors, control of hygiene, medicine consumption, etc become measurable, out of which key indicators are taken. Same applies for all the PCAs listed in table above. So a policy lobbying officer shall have the same clarity on measurable as a doctor in pain management. And a fund raising officer shall have the same strict process targets as a researcher.  All process targets converge to finance measures.

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PHASING OUT DEVELOPMENT FOR 3 YEARS

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It gives tremendous clarity for enterprise leadership to be in a status that 3 year goals are set, they are detailed out into initiatives of each staff with regular working and reviews.  It reaches a situation where every process or behavior running in the organisation is coming out of the manual because it is thoughtfully crafted by a cross functional team. Any new idea is noted and quickly tested to be either implemented or put in 3 year schedule for further study or implementation.  It may also happen that the idea which is mooted is not practical in the existing 3 year schedule, so it is posted towards future dream model. GRIP brings all this into a project sheet.

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GRIP Workshops

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GRIP workshop with lateral organisation teams. 2 day with leadership team.

• Specific Objective: Enable on converting aspirations to objectives and integrating them into projects, leading to manage target driven initiatives and innovations.

• Cross functional leaders are appointed as DPA leaders and PCA leaders.

• Proof of Outcome of the workshop:  Design GRIP framework to build future organisation by translating the aspirations into objectives and targets and key initiatives.

 

GRIP  workshop for all staff  progressively with the individual lateral teams.

• Specific Objective: To build specific synchronized targets of process and control areas for validation by functional departments.

• Identify all initiatives needed to bridge knowledge or skill gaps in the making of the future organisation.

• Budget examples would be to authorise services of topic specialists to formulate specific processes, Attending external workshops, Subscribing to libraries or various councils of excellence, Licensing or certifications of the process.

• Proof of Outcome of the workshop:  Validated GRIP sheet to authorise the creation of Mission docket (ATMA) through internal and external study, iterations, research and analysis.

 

GRIP report is discussed with management to prioritise the initiatives and scheduling the mission into phases within the 3 year period.