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Businesses performance patterns generally tend to mirror their product/service growth patterns. i.e.


The general business response to this pattern is to be pro-active in the first two stages and reactive in the final two stages.
The whole process can be likened to the new employee who starts off keen, grows with the organisation, settles for the status quo and then gradually declines or moves to a new company to get the “buzz” or challenge back into his/her life.
Clearly it is beneficial to both the organisation and the employee to maximise the pro-active levels and minimise the re-active levels. This means a constant need for change.

The success of the organisation can be attributed to three key elements:

  • Products/Services
  • People
  • Processes
Products/Services are driven by market requirement. The long term success is determined by whether the business is a market leader or a market follower. Successful businesses spend money on product development even when there is not a perceived need. I.e. they follow a “Develop whenever you can” strategy rather than a “Develop when you have to” strategy.
People are driven by business requirement. The long term success is determined by whether the business “adjusts” the skills available to the skills required. As the skills required are dynamic then the development of the skills available must be dynamic.
Processes are driven by business requirement. Processes are dynamic and have an impact on both the long term and short term success of the business. Processes underpin the development of people and products and ensure the organisation meets its requirements to all stakeholders.

The Re-focus process must focus on all of three key elements.

The Product/Service plan must be reviewed on “starting from business day one” basis periodically (certainly at least every three years) as this is the document that drives the sales, development and financial plan of the business. This process will ensure that enough products/services are available to meet the long term financial aims/growth plans for the business and that product life cycles are pro-actively managed. It will also give the organisation direction as to what the potential is if people and process capability is maximised.
The People plan will follow on from the Product plan and should also be reviewed using a “starting from business day one” approach. A common organisation failing is to develop the plan around the people rather than develop the people around the plan.
The Process plan is the final stage of the Re-focus approach. A process plan will stem from a review of the product/people requirement coupled with a review of the existing processes. If the processes in place are dynamic then the need to re-engineer the processes will be minimal.

The benefits of an intervention on the Re-focus process will have a substantial impact on all three key elements and thereby a long term financial benefit on the total organisation.

Facilitation of the Product/Service plan with all key stakeholders will ensure that the “starting from business day one” approach is logical and objective. The review of the product/service plan will ensure the maximisation of added value. Where there is no facilitation, there is a chance of decisions being made based on what exists rather than what is possible?
Facilitation of the People plan will prevent the common organisation failing of developing the plan around the people rather than develop the people around the plan. The resulting skills analysis will ensure that people development/staff training is geared to added value and organisation success.
The Process review and facilitation of process workshops will help establish both effective processes and total process ownership.

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