Building Operational Effectiveness Presented by Sharon McCollick

2 Four fundamental elements are required for organizational growth: A mission A plan of action – Strategic Plan The skills/competencies to execute the plan(s) A culture that expects, encourages, and rewards continuous improvement The Framework of Operational Effectiveness

Phase 1: Build The Operational Frame and Development Model Goals of Phase 1 are: 1)Write the Mission Statement so that it succinctly articulates the one year goals. 2) Write actionable goals and key performance indicators that support the mission 3) Combine corporate goals, Business Unit goals and the mission statement into functional team goals for individual departments within the organization. 4) Redefine team missions, goals, action plans and KPIs that support the overall mission.

The Framework of Operational Effectiveness Definition of Skills/Competencies

Phase 2: Build and Cultivate Operational Effectiveness Components of Phase 2 are: 1) Break down corporate and site goals into actionable slices for every operational and professional role. 2) Create or modify, standardize (with common language, formats and expected outcomes) and make public detailed job descriptions for all operational and professional roles. 3) Define a communication program that inherently produces regular meetings, reports, updates for cross-team sharing and coaching. 4) To create process improvement tools and measurement techniques for use in process and organizational improvement projects. 5) To define and develop individual interpersonal and technical skill building programs for all professionals. 6) Begin offering and supporting professionals in interpersonal and technical skill development by providing the tools, the time, and the resources for continuous skill building.

Phase 3: Empower Individuals to Perform Goals of Phase 3 are: 1) Collect / Review Individual Documents: Roles/ Job Descriptions/ Competencies/ Performance Reviews/ Individual Development Plans etc 2) Align Individual Documents with Corporate Mission / Goals 3) Use Common Functional Foundations, Language and Tools Across all Documents 4) Show People how individual performance ties into other roles, organizations and larger goals. Role Definition Core Competencies Performance Review Job Description Individual Development Plan

Building Consistency and Flexibility at the Role Level Break Roles into Component Skills and Functional Blocks –Technical –Interpersonal –Management –Customer Focused –Project or Project Management Scientist or Engineer

Program Manager Roles Varying Degrees of Skills and Complexity

Sales Manager Building and Transferring Skills Become Visible and Doable