2. Process Explosion? Process Explosion? Orders in Goods out Can you balance the “ins” and “outs” without one? Management Dilemma Gti has produced a set of slides to illustrate some of the situations we meet and how we deal with them Copyright©2002 Gti Management Consultancy

3. Organisational Change Model Story Blind Spots Pivot Point Action - Target Goals – Progress Reports Possibility Thinking Agenda Commitment Possible Actions Best Fit Change Plan 1 Current Situatio n 11 Preferred Situation 111 Action Strategies Home Copyright © 2002 Gti Management Consultancy

4. Gti Resource Partnerships People Markets Products Information Gti Organisational success is more about people than technology Copyright © 2002 Gti Management Consultancy

5. Gti Why Resource Management is Not Easy (Sample) Current SituationCause Difficulty setting and achieving goals Management Team have different agendas No employee participation in change process Changes are imposed upon unwilling employees Culture- ways of doing things unclear Misunderstanding through bad communication Employees pigeon-holed into wrong coops Ineffective career counselling and guidance Supplier deliveries mismatch requirements Suppliers lost through lack of problem solving systems Partners default on agreements No engagement and disengagement principles agreed Crisis management at high level Grievance/failure procedures not in place Customers go elsewhere Complaints procedures not in place or not working Copyright© 2002 Gti Management Consultancy

6. Gti - Approach to Resource Issues Niche Matching Example Examine overall strategic context Understand organisational structure Identify trigger points – resource waves and timing issues Work with recruitment agencies for profile matching Seek to provide a “no redundancy’’ option Recommend and undertake a people effectiveness programme. - roles, responsibilities, teams, empowering performance, training, counselling, outplacement Transform people, products and systems in transition, for tomorrow’s business world Care for organisational survivors through productive enterprise Copyright © 2002 Gti Management Consultancy

7. Gti How to Target HR Management Improvement SolutionsHow and Who Seek unity of purpose and Board agreement Open agendas, healthy conflict resolution-independent consultant Ensure workforce assist the change process Improve internal communications,Focus Forums – internal staff Niche matching- right people,skills & training Hear,listen to workforce career hopes,manage for payoffs-consultant Supplier linking systems in place Use CRM systems for supplier relationships- technical consultants Seek mutually beneficial partnerships Synergy-values,beliefs,rules of engagement – external consultants Crisis Management process agreed and working Escalation procedures in place and tested – internal staff Establish cultural norms Induction training for new/existing staff - internal/external consultants Complaints records in place and monitored Red,amber,green alert priorities set,follow-up customer- internal staff Copyright © 2002 Gti Management Consultancy

8. Gti - The Shadow side of the Organisation “The shadow side refers to realities that often disrupt, and sometimes benefit, the business but are not dealt with in the formal settings of the organisation” Culture: “The way we do things here” Personal styles The Social System Organisational Politics Business and Organisational “Under the carpet issues” Copyright © 2002 Gti management Consultancy

9. Gti- Vision Building Cycle Examine Company Vision and Goals Does the Strategy provide overall purpose and direction? Have high value products been delivered cost effectively to customers? Does organisational structure optimise information sharing, decision-making and workflow? Are process flows reviewed and monitored regularly and do they provide Key Performance Indicators By which success can be measured? What skill levels are in place at management and supervisory levels to provide co-ordination, facilitation and support? Are characteristics of leadership demonstrated at Board level and by ongoing innovations and change? Copyright © 2002 Gti Management Consultancy

10. Gti- People Programme Benefits (Example) People with Employability - Making them attractive prospects - Fostering abilities and attitudes that help - Finding niche matches Vendor mindedness - People now hired for specific tasks - Each person able to identify follow-on work Organisation - Can be built around changing mix of products - Projects Teams formed and reformed Virtual Company - Linked internal and external vendors - People on or off site linked by computers “Don’t fire them – refine them, and find the gold you never knew you had” Copyright © 2002 Gti Management Consultancy

11. Gti -Timescales and Remuneration (Example) Two day evaluation - No Charge Review stage - medium sized company - 2 weeks - £6,000 Resource requirements - Client specification - 1 week - £3,000 Programme tailoring - 1- 4 weeks - £3 - £12,000 Programme delivery - Project Stages identified - Key Result Areas agreed - Resources & Budget in place - Go date set Copyright © 2002 Gti Management Consultancy

12. How to Engage Gti 2 day evaluation; if a beneficial opportunity is identified: Management meeting to review and focus area Identify limited engagement Prove results of initial incursion Scope total opportunity Build project proposal Copyright © 2002 Gti Management Consultancy