Strategic Intent Development
Adopting participative and systemic strategic planning approaches like the Search Conference, which have been informed by causal path analysis market research, the strategic explicit and tacit knowledge of an organisation's executive and its key stakeholders is surfaced to produce joint commitment to organisational strategic intent and the resulting active adaptive strategic plans.
Using this participative approach to strategic planning and by incorporating other AMERIN products such as the Intangible Asset Tracker™, a comprehensive business model can be developed that will help meet future growth expectations of investors from intangibles.
Intangible Asset Tracker™
Intangible assets are the key wealth-creation drivers in the new economy. Identifying and measuring expectations and perceptions of future value arising from intangibles and human capital has never been more critical for business success. Intangible Asset Tracker™ has been developed to identify and track an organisation's essential intangible drivers of value to help meet future growth expectations of investors.
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Causal Path Analysis Market Research
It is never satisfactory to know only how many people choose for example, the phone or Internet over other media, and in which circumstances, and how they use it. It is also vital to understand the relations between these phenomena. The most effective method for this type of analysis is a market research approach that incorporates a reliable measure of behavioural preferences and 'causal path analysis'.
Causal path analysis is a rigorous form of cluster analysis that, in conjunction with behavioural preferences data, yields unique marketing intervention solutions within identified systemic markets. This allows an organisation to fine tune it's marketing specifically for known preferences and style of the people in particular markets.
Stakeholder relationships have been identified as one of the most critical and unique strategic assets. The AMERIN approach includes processes for identifying stakeholders and their associated network relationships, the development of stakeholder maps and the definition of stakeholder value propositions, alignment of stakeholder relationships using corporate value systems, communication with stakeholders and organization around system principles (common interests).
Individual managers are encouraged to redefine their jobs in terms of the management of virtual networks of stakeholders.
Strategy Dynamics and Causal Modelling
Traditional approaches to strategy largely ignore the reality of dynamics. Strategy Dynamics overcomes this disadvantage by identifying the key resources that have to be managed and the feedback processes and decision structures that describe this managed process. This leads to the identification of key causal relations that underpin strategy.
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Rapid Cycle Planning™
The requirements for Rapid Cycle Planning™ (RCP) arises because planning cycles often need to operate over very short periods of time to be in phase with market dynamics, technological developments and organisational change. The idea that planning can simply be linked to annual accounting periods or the calendar year has obvious limitations in very dynamic situations.
RCP is a leading edge systemic approach to planning and strategy implementation that applies group learning processes to deliver the following organisational benefits :
- Develops a clear statement of strategic intent for the task.
- Uses multiple perspectives (as in the Balanced Scorecard approach) to developing a business model that surfaces assumptions relating to the proposed strategy and aligns strategy with corporate values.
- Produces a set of performance measures based on a developed business model and does not simply rely on “guesswork” and “brainstorming”.
- Provides a summary of action plans with initiatives, sequencing, performance measures, and accountabilities.
- Develops a preliminary risk profile and decision matrix.
- Provides a one-page summary of the strategy and its implementation.
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Strategic Organisational Design
Creating shareholder and stakeholder value from intangible assets and human capital requires certain enabling conditions to be in place. Second to the primary condition of effective leadership is the essential condition of organisational design.
Unless an organisation has a clear organising principle and a work design culture of shifting the control and coordination of work to those who actually do the work, then there will be very little employee commitment to acquire the necessary knowledge and skill required to improve productivity and quality.
The most efficient and effective process for designing a high performance organisational structure is via a Participative Design Workshop. It is a process whereby employees and managers within an organisation are given the concepts and tools to design or redesign their workplace where the outcomes of the design process are self-managing, multi-skilled teams in which responsibility for how the work is performed has been transferred to those who do the work.
Participative Design is a proven approach for those organisations committed to empowering their people and breaking down the traditional hierarchical structures. As employees own the process and are responsible for the outcomes, the organisational benefits are increased commitment to improving productivity and quality.
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HRM Knowledge Strategy Alignment Model
Sustainable competitive advantage results from high levels of organisational effectiveness that is positively affected by organisational capability and knowledge strategies.
For knowledge strategies to be successful, they must be aligned with the human resource management (HRM) practices of the organisation.
AMERIN has produced an Open Systems Theory-based model that helps organisations align the HRM practices required to support the knowledge strategies that centre on leveraging existing knowledge and /or involve the creation of new knowledge.
Corporate Knowledge Management
Knowledge Management (KM) presents four fundamental challenges for organisations, namely:
- How to create new (tacit) knowledge;
- How to make selected tacit knowledge explicit;
- How to manage explicit knowledge and make it available for decision- making; and
- How to achieve strategic integration of the first three challenges with the organisation's strategic directions.
AMERIN has produced a number of tools that address each of these components. In addition to Open Systems Theory and System Dynamics tools we have incorporated the following:
- Nonaka's theory of knowledge creation;
- Senge's five disciplines for building the capabilities of a learning organisation;
- The numerous approaches to mapping processes;
- Qualitative and quantitative model building;
- Information systems, including systems that track capabilities;
- Gary Hamel's concept of strategic intent; and
- The Japanese concept of “ba” (place).
These KM tools we have a strong theoretical base from which managers can drive value from intangible assets and human capital.
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Total Capability Management
Much of a person's tacit knowledge about the work environment is not captured or shared. AMERIN has developed a proven program that identifies essential organisational tacit knowledge, which is a critical intangible driver in the new economy.
The program is called Total Capability Management™ program and it brings to the fore that vital background/tacit knowledge that's in employee's heads, which is often taken for granted.
Combining this tacit and the current explicit knowledge the Total Capability Management™ program clarifies an employee's role and pinpoints where organisations can close the capability gap risks at the individual, team or organisational level to improve business performance.
Knowledge Management Culture Survey
The essential tacit and explicit knowledge employees accumulate from the work they do underpin many knowledge-based competitive strategies and represents one of the new wealth-creation drivers in business.
The AMERIN knowledge management survey identifies the organisational health of knowledge creation and innovation, the degree of knowledge sharing, the commitment to the capture and storage of tacit and explicit knowledge, the strength of tacit knowledge flows via organisational networks and the extent of building long-term capability.
The survey can be administered online or via a paper-based questionnaire. It is anonymous and secure. Individual respondents are not identified.
There are two levels of analysis associated with the survey. The first analysis pinpoints immediate or short term courses of action to improve overall organisational performance in the broad spectrum of a Knowledge Management culture.
The second and more detailed and strategic analysis of the data identifies which factors cause what outcomes, highlights starting points for longer term strategic interventions, and pinpoints the best means for achieving your organisation's goals.
Integrated Supply Chain Mapping
Three types of supply chain maps are used to meet the information requirements required by Boards and senior managers, operational managers, and process re-designers.
While the first level maps define key processes, timing, inter-relationships, accountabilities, policy structures and performance metrics, the second emphasizes the management of key resource stocks and supply chain dynamics. The third correspond to more familiar flow diagrams used in quality management and the design of information systems.
The benefits of supply chain mapping include defining a system and creating a common language; developing a whole systems integrated view so that policies and performance measures can be rationalized; an appreciation of supply chain dynamics; an understanding of demand pull to get the right mix around supply/demand policy; and establishing a framework for supply chain stakeholder management.
Often clients have unique organisational issues when attempting to generate value from their intangible assets and human capital. It may have to do with particular markets, products, competitors, geography, and organisational structure and so on.
AMERIN has the necessary Action Research capability and processes that are underpinned by sound organisational theory that can be applied to help meet the unique solutions required by clients – solutions that are not easily copied by competitors and focus on driving value from intangibles to improve business performance.
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