Performance improvement, behavioural change and business transformation
PM Unit
Perpetual renewal
Business change, performance improvement and organisational transformation should be part of business-as-usual
Performance improvement
Define vision and strategic objectives
Describe the linkages between your vision, mission statement, operating principles, strategic objectives and service offering.
Identify measurable metrics and KPI
Measure the alignment between the value chain and supply chains' outputs with the vision and the strategic objectives.
Establish source of data for reporting
Establish alignment between operational principles, strategic objectives and outputs through data analysis and reporting.
Optimise, reposition performance levers
Remain competitive and improve your market position by identifying and operating key internal performance levers.
FTE
Invest in people
CSR
Maintain sustainability
PESTLE
Identify trends
Agile
Be be more adaptive
LEAN
Reduce loss
Continuous performance improvement
Tailored services
Hybrid change project management ensures consistent delivery during disruptive times.
Diversity, inclusion and equity
Nurture cohesion and collaboration and increase the retention rate in your organisation.
Programme mobilisation
Programme mobilisation post-COVID-19 - Agile Scrum and delivery best practices.
Responsiveness and agility
Embed responsiveness and agility capabilities at the DNA of the organisation.
Remote working
Up-skill your teams so they remain competitive by leveraging technology and innovation.
Drive inclusion and diversity
It is not enough to not discriminate; everyone must encourage diversity and inclusion.
Programme integration
Resolve complexities emerging from the integration of programme portfolio activities.
Make informed decisions
Choose the right opportunities to plan and leverage BI to make informed decisions.
Supercharge project planning
Improve your project planning capabilities by leveraging ten powerful tactical principles.
Project mgmt. levers
Invest in the four value-generating levers specific to project and programme management.
Access the right information
Can you access the correct data to provide meaningful insights for the C-Suite?
Power of root cause analysis
Root cause analysis of the state of the UK police forces shows the underlying cause of the crisis.
Data and business analytics
Hybrid data and business analysis enable transformation in the manufacturing sector.
Workforce integration
Create diverse workplaces and integrate Gen Y and Gen Z values and working methods.
Leverage technology trends
Accelerate business transformation programmes by using emerging technology trends.
P'mme Transformation office
Mobilise an organisation's "gearbox" to transform portfolio programme delivery.
Self-organising teams
Leverage the power of self-organising teams in flat organisations to maximise efficiencies.
Robust PoaP dashboards
Create powerful Plans-on-a-Page to support both delivery and leadership teams.
Information pyramid
Information pyramid drives data to generate information, intelligence and insights.
Design-delivery alignment
Implement a modular target design using an Agile, flexible delivery framework.
Working remotely
Bring like-minded people together and dissipate politics, i.e. transition to remote working.
Strategic indicators
Embed KPI in operating models design projects to track value and benefit realisation.
Continuous improvement
Consistent, continuous improvement through multiple iterations and standardisation.
Daily improvements
Make consistent, small daily improvements to establish and nurture long-term change
Motivation and complexity
The balance between motivation and complexity influences the success of a delivery team
Narcissistic leadership
Narcissistic leaders may skew business operating models and frustrate innovation
Interconnected perspectives
Operating model perspectives translate strategies into actionable frameworks
Operating model core priority
A business operating model has a core engine wired to enable the host organisation to operate
National service
Design principles and challenges associated with an operating model for a national service
Consulting services
Highest-level categories of consulting services based on ownership and investment
Exploration vs exploitation
Optimising the exploration vs exploitation gearing, creates competitive advantages
ITIL maturity assessments
ITIL maturity assessments are a powerful catalyst for transforming business operating models
SIAM operating models
SIAM operating models streamline IT supplier service integration, enhancing service quality
Operating models
I transform organisations by designing and implementing fit-for-purpose operating models
AI and leadership teams
Leadership teams have a critical role in AI adoption; failure to act risks jobs
Organisations are fluid and organic
In these conditions, the role of change leaders becomes critical to ensure organisations remain healthy regarding staffing and financial KPIs, relevant as far as the markets are concerned by continuously realigning themselves, and for the ambitious ones to ensure they thrive by remaining competitive.
Leverage agile, lean and six sigma
Create a tailored methodology to optimise operating models, reduce losses and invest capital in expanding efficiently and reach out to wider audiences
Performance improvement pillars
Establish your current position within the ecosystem based on your offering, business capability, operating model and strategic objectives. Set your future target state and begin the transition.
Define current state
Present
Today
- Data visualisation, business intelligence and analytics
- Value chain and supply chain analysis and deep dives
- Process value mapping, five whys, and root cause analysis
- Agile Scrum, stand-ups, brainstorming and storytelling
- Programme baseline assessment and fit-gap analysis
- Stakeholder interviewing and theme development
Define future state
Future
Next year
- Target operating model and process design
- Enterprise architecture and service integration
- Capability transformation prioritised roadmap
- Green Book business case, including financial case
- Future-ready service dependency assessment
- External positioning via PESTLE and Porter 5 Forces
Drive the transition
Change
Day-to-day
- Transformation Office, PMO and Agile Scrum capabilities
- RAID centralisation and interface management services
- Integrated programme and project portfolio controls
- Stage gates management and assurance regimes
- Benefits realisation management and tracking progress
- Interactive dashboards, PoaP, SLT and STG management
Continuous improvement
Leadership
Performance improvement, business change and transformation are necessary to ensure organisations remain competitive and play a prominent role within their operating ecosystems.
Start meaningful conversations
contact [at] pmunit [dot] com
Articles
- University-led familiarisation courses in AI and ML
- Management consultancies must shift to tangible products
- Local authorities struggle to implement continuous improvement
- What dominates Labour’s agenda after 14 years of austerity?
- Business leaders must embrace technology or risk decline
- The leadership’s role in embracing AI
- Is the DWP equipped to cope with austerity?
- A future business operating model for Renault in the UK
- Adapting Ocado’s business operating model after a decade of austerity
- Is HS2 worth the investment, or has it become a political initiative?