1. The Management Practice (Copyright 2003) Increasing Business Profit “Value-based Business Performance” through

2. ©The Management Practice - 2003 The Issue  Most business are not optimising their performance and subsequent value  Typically 60% of what staff do does not “add value” to the Business  Business's largest cost (staff) is not adequately being managed or contributing to profits. because therefore

3. ©The Management Practice - 2003 The Solution for your Company 1. Redefine Management Focus on to the right Operational Actions of business that create real value 2. Link People directly to Value-Adding Actions that contribute to Profits 3. Get People to quickly Do The Right Things 4. Reward People for their Adding of Value

4. ©The Management Practice - 2003 Why it works ! Behaviour: “anything that an organism does involving action and response to stimulation” Behave: “to manage the actions of oneself in a particular way” Because we focus on the root cause of behaviour ……. actions  People need assistance to help them to go beyond the ordinary, to bring out their best.  Our coaching approach is focused on helping people to clarify priorities by gaining an understanding of their relevant strengths, weaknesses, and where the business risks lay. We improve staff focus and management leadership… and put reason to their actions.  Action Management is a powerful, professional partnership, which focuses on the taking of actions to change behaviour towards the realisation of visions, goals, or business desires. It involves behavioural change through continuous monitoring of actions.  Individual Actions are synchronised with those of the business. Our Value-based Performance Management process focuses on the actions the business requires for profit and how to align the actions of all individuals with the business actions. We don’t tell ………... We show, and coach !

5. ©The Management Practice - 2003 How we do it ?  Work with Management to determine a “value- based” view of the business  Determine what key work actions add value to the business  Allocate individuals to particular actions  Make all staff responsible and accountable for their value-adding actions  Set measures and targets  Assess risks to business Start here  Consolidate operational information & documents  Provide staff with access to knowledge and tools to implement their value- adding actions  Match staff skills and training with expectation  Implement a process of Value-based Performance Management derived from all value-adding actions (the Value Engine)  Coach all management and staff on VPM implementation  Create continuous improvement and minimise risk

6. ©The Management Practice - 2003 Benefits of AMS for your Company  Clarifies and Aligns both Staff and Management Expectation  Applies to all employees  Clarifies any job ambiguities  Removes uncertainty of responsibilities  Provides criteria for staff to be accountable  Focuses all employees on the Business  Records capability & performance  Develops staff performance indicators  Tracks progress for each individual  Encourages staff business interaction  Between management and staff  Improves inter-staff communication and teamwork  Creates pro-active contribution  Provides a common platform and framework for all employees to participate and contribute to Company success  Improves Productivity & accountability of both individuals and teams  Encourages reward assessment for actions and staff that add value to the business  Simple and Quick 5-step process  Fixed price implementation stages  Low cost and time-effective  Ideal for all types and sizes of business  Rapid Implementastion  Immediate Value for the Business  Reduces Management Complexity  Results are measured and visible  Develops value-based performance indicators  Provides non-financial audit of the business  Optimises resources and adds to Profits  Pragmatic Application of Technology  Microsoft Office based for wide adoption  Internet storage of Knowledge for easy and simple access  On-going Managed Service  Knowledge Directory and VPM Tools  Manager Coaching and email support  Continuous Improvement  Through coaching implementation.  Management of both Risk and Quality BusinessPeople Go to Summary

7. ©The Management Practice - 2003 STEP #1: Define Business DNA Value Actions  Step #1 Defining Company DNA.  Action Management starts with the creation of a new view of the business that is based on the key action elements that create your business value.  This Business 5 x 5 view covers, What, Who, Measures, and Targets, and provides a new and simplified perspective through consensus of the senior management team. OUTCOMES  Business DNA identifying the key 5 x 5 Actions  A risk assessment on all major actions of the business identified within the Business DNA.

8. ©The Management Practice - 2003 STEP #2: Assign Responsibilities  Step #2 Key Actions are reviewed and assigned to people.  Management and staff workshops are conducted to define individual actions that are cascaded down from the new Business DNA to the people, and a new value Personal 5 x 5 view is defined for all staff roles.  Each person’s “value actions” are linked to the “how to” operational sources that are required to achieve more efficient work practices.  Individual Risk Assessment is conducted. OUTCOMES  Individual 5 x 5 actions, measures and targets agreed for all staff.  A Staff Risk Assessment and gap analysis

9. ©The Management Practice - 2003 STEP #3: Build Knowledge Directory  Step #3. Build and Host Operational Knowledge  Establish and consolidate the operational knowledge that exists (or is required) by the business to facilitate overall efficiency  Create an Internet storage and access system that is easy and quick for all staff OUTCOMES  An Internet (or locally) hosted Knowledgebase of critical operational information.  An Internet hosted Knowledgebase of all staff skills and experience.

10. ©The Management Practice - 2003 STEP #4: Implementing the AMS System  Step #4. Implement the Action Management System  Build the AMSC-Gateway that will be used by all staff to manage the business and their personal performance.  Link all operational knowledge to the AMSC- Gateway to create a Value Engine for the business. OUTCOMES  The AMSC-Gateway.  A static Value Engine.

11. ©The Management Practice - 2003 STEP #4: Value-based Performance Management  Step #4 (continued). Optionally create on-line Company VPM  Securely host all Company staff on an Internet-based Centre of Performance Management supplied and supported by The Management Practice.  Extend Action Management VPM system to be hosted and administered over the Internet. OUTCOMES  Company hosted Internet system for secure staff & management use.  Membership access to self- managed staff profile system.

12. ©The Management Practice - 2003 STEP #5: Ideas & Recommendations  Step #5. Create feedback for staff contribution  Evaluate actions and generate new ideas for value creation for the business.  Update business and/or staff actions to capitalise on new initiatives. OUTCOME  Improved staff and business efficiency and performance.

13. ©The Management Practice - 2003 AMS Service Delivery Model (Summary) Business DNA Value Performance Management System Business Operations Knowledge Directory Staff Skills & Experience Directory 12 Month Managed Service Workshop Facilitation Manage & Consult in Knowledgebase Creation Outcomes Provide On-going Coaching and Implementation Support Business Risk Assessment Staff Value Definition Staff Risk Assessment Develop and Implement Action Management System Consultation ProcessPricing Fixed One-time Charge Fixed One-time Charge Fixed Monthly Charge Go back to BenefitsAMSEnd Business Viewer

14. ©The Management Practice - 2003  “Actions speak louder than words”  “Knowledge is useless without Actions”  Your business is about taking the right actions. Action is about Decisions. Your decisions Your actions.  Let us help you take better control of your Company with the Action Management System www.themanagementpractice.com The Management Practice

15. ©The Management Practice - 2003 IT Deliver Infrastructure The Management Practice (TMP) Centre for Performance Management Client A Internet Server TMP Internet Server Household Management Members Internet CPM Application Server Client “n” Data Client #1 Data AMS Web Host Client B Internet Server Firewall & Security Client Application Server AMSC Gateway Secure Firewall AMSC Gateway AMSC Gateway AMSC Gateway AMSC Gateway AMSC Gateway Client Application Server Client #1 FTP Host Client “n” FTP Host

16. ©The Management Practice - 2003 CPM Login Screen Go back to Benefits

17. ©The Management Practice - 2003 CPM Welcome Screen

18. ©The Management Practice - 2003 CPM Organisation Details

19. ©The Management Practice - 2003 CPM Person Search Result

20. ©The Management Practice - 2003 CPM Person Details

21. ©The Management Practice - 2003 Client Org Chart

22. ©The Management Practice - 2003 Personal Profile

23. ©The Management Practice - 2003 Skills Inventory

24. ©The Management Practice - 2003 Report List

25. ©The Management Practice - 2003 Performance Report

26. ©The Management Practice - 2003 Personal Documents

27. ©The Management Practice - 2003 Knowledge Directory

28. ©The Management Practice - 2003 Search Knowledge

29. ©The Management Practice - 2003 Post Knowledge Question

30. ©The Management Practice - 2003 Search Result

31. ©The Management Practice - 2003 Document Import

32. ©The Management Practice - 2003 AMS Home Page

33. ©The Management Practice - 2003 Action Management System Business DNA Staff Performance Management (CFPM) Business Operations Knowledgebase Action Audits Business 5x 5 Risk Assessment All Staff 5 x 5 Role Definitions Staff Action Risk Assessment AMS Knowledgebase Ideas and Recommendations Business Process Improvements Staff & Skills Knowledgebase Go back to Service Modules BUSINESS VIEWER Skills & Training Knowledgebase End

34. ©The Management Practice - 2003 Go back to AMS Schematic

35. ©The Management Practice - 2003 Business DNA 5 x 5 Tools to do the Actions Who is responsible for Action What measures the success of each Action What is the Company target by Action Telling staff how well we are doing Rating of risk to the business Business Actions Annual cost of Action Action Audits to be done Link to Business 5 x 5 ’s Go back to AMS Schematic

36. ©The Management Practice - 2003 Business 5 x 5 Tools to do the Actions Who is responsible for Action What measures the success of each Action What is the Company target by Action Telling staff how well we are doing Rating of risk to the business Business Actions Review Cycle (D,M, Q) Links to Action Audits to be done Links to detailed Procedures Direct links to staff 5 x 5 Go back to AMS Schematic

37. ©The Management Practice - 2003 Action Audit Go back to AMS Schematic Links to Recommendations Action being Audited 15 Step Audit Process

38. ©The Management Practice - 2003 Ideas & Recommendations Go back to AMS Schematic Log of all Ideas & Recommendations Record of person who initiated item Estimated value to the business

39. ©The Management Practice - 2003 Staff List Go back to AMS Schematic Links to full staff 5 x 5 Key Actions for all staff

40. ©The Management Practice - 2003 Staff 5x5 Go back to AMS Schematic Links to process & tools to do the Actions What measures the success of each Action What is the personal target by Action Estimate of how the Action is tracking Rating of risk to the business Business Actions Period due Links to potential Action Audits Links to detailed Procedures

41. ©The Management Practice - 2003 Personal Info Go back to AMS Schematic Staff & Sub-contractors keep their own Personal Information up to date Permanent Staff have access to Skill Search Staff & Contractors manage their own Ambience CV

42. ©The Management Practice - 2003 5x5 Performance ReportPerformance Report Go back to AMS Schematic Confidential Performance assessment by Manager 5 x 5 Actions agreed Performance Assessment can be printed at any time

43. ©The Management Practice - 2003 Skills Info Go back to AMS Schematic Staff & Contractor skills inventory managed by each individual

44. ©The Management Practice - 2003 KnowledgebaseSearch Knowledge Go back to AMS Schematic Full textural search of both skills and information

45. ©The Management Practice - 2003 Business ImprovementDocument Import Go back to AMS Schematic Online access to all new processes, tools, and procedures