SINCE 2003

WIWA Stage – What I Want to Achieve

 

Birth of an Enterprise & Organisation Development

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In vedic philosophy, it is noted as a purpose that the entrepreneur is born for and the vision that he sees for future. A specialized consultant can help to identify the purpose and further assist to build an organisation to realize that vision. Let us look at the method of identifying key process in realizing a vision.

Google:  Had a vision of providing a way for people to know whatever they wanted and get it if they chose at the simplest action. This vision finally was realized through a digital revolution called search engines where you just tell what you want and the entire information anywhere in the world is shown infront. Then with the touch of a button or saying YES, the item comes to you. As per their value system, they wanted to ensure that a person wanting something does not make a mistake that someone has already made. This led to the concept of constantly mapping feedback and ratings.

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The enterprise is the organisation of Processes, people and facility to deliver a specific vision.  Most commonly there are 4 major functional modules that form an enterprise.

1. Technical.

2. Capital

3. Operations.

4. Marketing

 

Let us look at what each of these mean:

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TECHNICAL: 

 

Technical is about the core technology used in the enterprise. Depending on the industry, it could manufacturing, medical, food making, farming, banking, logistics, data processing, research, repairs, etc.  Each has its own science, technology tools, specialized graduates, standards, etc.

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CAPITAL: 

 

Capital is about the index of wealth invested and created. It flows into 2 major parts – finance and human.  The money invested into an enterprise for realizing a vision and through that generating revenue and profits, and the manpower invested alongside to deliver as per the vision – both are rated as capital.

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OPERATIONS:

 

Operations is the sum of actual jobs being done in the enterprise. It includes all the functions and departments that work to ensure the delivery as per vision.  Right from sales transactions to purchases to manufacturing to administering the capital, all regular activities come under operations. This is the body of the enterprise where processes, people and facilities converge.

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MARKETING:

 

Once stabilized, and enterprise can always innovate to attract more than natural set of customers who wants to enjoy the custom vision delivered. Marketing came up as a specialized function in the past half a century of so. It looks at acquiring the right group of people who may enjoy the customized delivery. They tend to identify those set of people who might enjoy the delivery of a particular enterprise and notify them in as many ways needed. They also prompt the enterprise to modify the delivery as per changing customer needs mostly driven by the environmental challenges.

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As per DEFOG architecture, there are about 6 factors o f the external environment that drives human needs.  They are

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1. Demography – Human psyche, gender, age, etc.

2. Technology – features possible for use.

3. Economy – State of economy rated as purchase power.

4. Legality – the items legally permitted.

5. Socio-Politics – Power balance between social customs.

6. Competition – Residual stress on capital created by excess supply.

 

While designing an enterprise right from WIWA, it is necessary to be connecting these sensors to the organisation of Processes, People and Facility. As changes happen in external environment, a DEFOG organisation must be able sense, assess and develop the organisation to sustain the delivery and capital performance.

 

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HOW DOES DEFOG TREATMENT HELP YOU?

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WIWA Stage – What I Want to Achieve

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1. WIWA Workshop with Leadership team – about 15 members – includes Board members and HODs. 2 days WIWA program.

   • Specific Objective: Elicit and Establish unified aspirations of key stake holders.

   • Day One morning: Personality Lab with the help of Psychometric inventory to establish personality differences leading to effective working of heterogeneous teams.

   • Day One post lunch: Game to identify mind blocks.

   • Proof of Outcome of the workshop:  Illustration of the Mission Vs Function matrix.

2. WIWA Workshop for all staff across hierarchy and functions. In batches of 20 for two days each. Like for 100 people, 5 workshops.

   • Specific Objective: Enable process mapping to Label the future Organisation framework to conduct the OD mission from the Mission-Function Matrix.

   • Same first day with games and Personality Lab.

   • Day two would have the earlier agenda as foundation and we take fresh views from delegates. Each person’s organizational aspirations are mapped

   • Proof of Outcome of the workshop:  Specify the Process Control Areas on the Mission Function matrix and Identifying the lead function.

 

The report of WIWA is discussed with management through a couple of rounds to eliminate or flag sensitive and political issues.

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DELIVERY AREAS & CONTROL AREAS OF THE COMMON FUNCTIONS:

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It may help you to see some samples of Delivery Process Areas and Process Control Areas under them. These areas once defined and made as foundation to department formation, helps continuous improvement in OD.

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TECHNICAL FUNCTION

1.    Research

a. Primary
b. Secondary

2.    Collaboration.

a. Identifying
b. Joint work plan

CAPITAL FUNCTION

1.    Finance

a. Fund raising
b. Turnaround

2.    Human

a. Staffing
b. Development 

OPERATIONS FUNCTION – Depends directly on industry – can be grouped under PPF heads.

1.    Process

a. Integration
b. Measurements 

2.    People

a. Utilisation
b. Productivity

3.    Facility

a. Tuning for customer delight
b. Maintenance

MARKETING FUNCTION

1.    Customer needs

a.    Basic
b.    Social

2.    Competition

a.    Same vertical
b.    Lateral vertical
 

What does this chart signify – From personal heroism to enterprise excellence!

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Realisation of vision depends on functional excellence. It simply means that each staff does their job well. Doing job means managing delivery.  At any point in time, in any changing environment, functions can continue to stay excellent only if they evolve and remain organized.  Organised means, working in tandem between Processes, People and Facilities. When challenges are of complex nature, the evolution of functions become quite dynamic. Mutual development or the symbiotic working weakens. So despite having a couple of heroes like Pele, or Messi or Ronaldino, the team fails.  The competence and maturity of the organisation will finally decide the standards of vision realization.  This is a complex affair. For one, we build departments to achieve efficiency in client delivery.  They over a period of time become authority points and lose track of the vision. Departments tend to lose track of vision and lose out.

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So what do we do?

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While building organisations we should develop organisational competence and maturity.  When we go through the DEFOG intervention, the enterprise identifies that the distinct key processes are about 5 or 10 in number. Some are purely operational and some are entity functions.  On a continuous basis we need to build competence and refine maturity. It is also vital that each staff connects and participate. This happens only if the vision is shared and rubbed in. It is much like the rotation and revolution of multiple entities in the galaxy. Once it syncs, it works wonders. Imagine all entities and staff in a 360 degree environment doing things in excellence for the realization of vision; that is what a participative program can achieve. A consultant can study and write up the entire manual and train people, but it does not lead to culture building and realization of vision, rather, it would gather dust in a shelf.

 

What is the analysis of WIWA stage

 

What I Want to Achieve – DPAs and PCAs.

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Imagine the Delivery Process Areas listed in your WIWA sheet.  You would have manuals in place and measures and standards.  There will be areas where you are strong and areas where you are weak. Take the area where you are strongest. And ask:

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1. But are we the best in the world?

2. While there are excellent standards specified in the manual, is it being followed like that?

3. How good is the consistency, which gets rated as maturity?

4. What happens when the trained person is on leave and a substitute is deployed?

5. What happens when a critical system fails; does the delivery standard collapse?

 

Now take a weak area. do we have an equally strong, world class manual? What about the earlier questions?  So are we not facing an issue where it is the personal competency on the show than the organisational.

competence?  In which case the organisation is depending on its officers than the other way round.

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