We facilitate Vision and Mission Crafting for  our clients and inculcating Strong Organizational Values

Transforming Organizational Success Through Corporate Shared Values And
Excellent Practices In Ever Changing Environment








"To improve is to change; to be perfect is to change often"

Winston Churchill

 





"If one does not know to which port one is sailing, no wind is favorable"

Lucius Annaeus Seneca

 

Organizational Development

(OD)

Our consultancy services starts with understanding clients corporate vision, mission and values. Diagnosis is done to measure areas for improvement and potential gaps. We facilitate Organisational feedback sessions and set improvement initiatives with clients. Structured project improvement teams are formed and trained to accelerate performance improvement. Tracking and audits are done to ensure the initiatives met the team targets.

ODC 1 - Shared Value Program

                           ISSUES IN ENLIVING SHARED VALUES IN ORGANISATION


1. Organisational values and business principles are not practised by staff of organisation, treated as mere slogans

2. Staff have various understanding of their corporate values and could not see how it relates to them at workplace

3. Staff have difficulties in applying the shared values due to lack of role models to emulate

4. Difficulty to sustain good practices which reflect corporate shared values

 

OBJECTIVES OF SHARED VALUE PROGRAM 

1. Facilitating the formation of corporate shared values  and incorporating into work practices

2. Guiding project team with system and structures to track organisational behavioral change

3. Continuous tracking through indices and audits ensuring common practices of excellence are contnued

4. Building support team for behavioral change and excellent corporate values are becoming habitual

 

 CONTENT

1. Organisational diagnosis, gaps and potential growth

2. Facilitation of prescribed behaviour reflecting shared values applied in organisation

3. Managing changes and tracking results on initiatives

4. Educating, promoting and reinforcements on practices of excellent shared values

ODC 2 - Corporate Vision-Mission-Values

                  

 

                         ISSUES AND CHALLENGES IN CRAFTING ORGANISATIONAL VISION-MISSION-VALUES

1. Members of the organisational do feel the belonging to the corporate vision, mission and values

2. Members of the organisation have misaligned corporate missions leading to poor and unclear strategic objectives

3. No buy ins from staff on organisational purpose leading to low commitment  and poor engagement at workplace

4. Unclear business direction causing difficulty in communicating expectations, measuring target and accountability 

 

OBJECTIVES OF CORPORATE VISION-MISSION-VALUES CRAFTING

1. Facilitation on the formation of corporate vision, mission and values

2. Revisiting organisational performance, gaps and potentials

3. Vision alignment, communicating mission and shared values effectively 

4. Project management in striving and enliving corporate vision-mission and shared values

 

CONTENT OF VISION-MISSION-VALUES CRAFTING PROGRAM

1. Visionary Organisation - inspiring leaders - engaging members

2. Revisiting business directions and aligning with organisational purpose

3. Facilitation of Vision and building blocks

4. Crafting Strategic Mission and Measures 

5. Facilitating corporate shared values and excellence in business practices

6. Communicating - promoting and enliving corporate values in visionary pursuit

7. Team projects activities and initiatives

8. Tracking and measuring success of implementations

ODC 3 - Change Management Program

                   

 

 

                         ISSUES IN CHANGE MANAGEMENT PROGRAM

1. Turbulence business environment demanding change of managing business for survival 

2. Unable to adapt to market needs will lose business competitiveness and becoming  customer irrelevant

3. Resistance or unprepare to change by members of organisation

4. Change Management was not facilitated well leading to conflicts and crisis

 

OBJECTIVES OF CHANGE MANAGEMENT PROGRAM

1. Communicating Need of Change anticipating demand and challenges of the future

2. Facilitating Change Management process

3. Tracking and managing performance

4. Continuous improvement process and sustainability

 

CONTENT OF CHANGE MANAGEMENT PROGRAM

1. Need to change and business survivals

2. Change Management Structure and Process

3. Areas for change

4. Change Management initiatives and communications

5. Managing resistance to change

6. Tracking, managing performance and reporting

7. Measuring benefit of change

8. Continuous Improvement projects and initiatives 

ODC 4 - Culture Transformation Program

                   

 

 

                         ISSUES AND CHALLENGES IN CULTURE TRANSORMATION

1. Long process of instilling culture of excellence and removing negative culture

2. Unstructured corporate culture program resulting hard to measure success deliverables

3. Difficulty in sustaining positive work culture

4. Staff do not feel the belonging to corporate culture of excellence

 

OBJECTIVES OF CULTURE TRANSFORMATION PROGRAM

1. Facilitating the process of inculcating corporate culture of excellence

2.  Measuring corporate effectiveness and potential improvement

3. Translating corporate culture into practices and measuring results

4. Designing projects and activities for productive culture initiatives

 

CONTENT OF CULTURE TRANSFORMATION PROGRAM

1. Measuring corporate performance - gaps and potential improvement

2. Defining Culture of excellence and prescribed behaviors

3. Culture Transformation Process

4. Training of Change Agent and Sponsors Roles

5. Measuring prescribed behavior - Indices

6. Audit and education

7. Project activities and tracking

8. Excellent Culture of continuous improvement

 

ODC 5 - Business Modelling and Roadmaps

                   

 

                         ISSUES IN BUILDING BUSINESS MODELS AND CORPORATE ROADMAPS

1. Staff do not have clear understanding on the business models of their organisations and where it is leading

2. Staff unaware of the key process and how they could provide added values to support organisational performance

3. Business directions and expectations not properly communicated or aligned with stakeholders aspirations

4. Strategic objectives become misaligned and difficult to set a congruence corporate goal

 

OBJECTIVES OF BUSINESS MODELLING AND BUILDING CORPORATE ROADMAPS

1. Revisiting corporate vision-mission-strategies

2. Evaluating business process and effectiveness

3. Defining Key Success Factors and Strategic Objectives

4. Measuring and tracking corporate performance

 

CONTENT OF BUSINESS MODELLING AND BUILDING CORPORATE ROADMAPS PROGRAM

1. Realigning stakeholders vision, mission and aspirations with business model

2. Analysing macro and micro business environment

3. Market demography and segmentation

4. Market positioning and Niche

5. Customer Value Proposition

6. Building USP and Branding

7. Marketing Strategies and Initiatives

8. Communicating Business Plan 

ODC 6 - Staff Engagement and Indices

                   

 

                         ISSUES IN BUILDING STAFF ENGAGEMENT

1. Measuring organisational effectiveness objectively

2. Lack of integrated information on organisational performance gap and potentials

3. Unclear direction and uncommunicated expectations within organisation 

4. Low staff commitment and not leveraging on talents and potentials

 

OBJECTIVES ON STAFF ENGAGEMENT PROGRAM

1. Diagnosing key area performance and gaps

2. Facilitating solutions for performance improvement

3. Projects and intiatives building staff engagements

4. Monitoring and tracking projects of improvement

 

CONTENT OF STAFF ENGAGEMENT PROGRAM

1. Measuring organisational effectiveness and potentials on key areas

2. Analysing root cause and problems

3. Facilitating solutions and approaches

4. Project Improvement Structure and Roles

5. Project implementation and tracking

6. Managing performance and results

7. Rewards and recognitions

8. Sustaining effective performance

ODC 7 - Management Retreat

                   

 

                         ISSUES AND CHALLENGES IN MANAGING STRATEGIES AND BUSINESS PLAN FORMULATION

1. Management too buzy solving operational problems giving less opportunity to be strategic in doing business

2. Intermittent and disjointed effort in formulating business plan

3. Uncommunicated expectations and poor organisational goal setting

4. Reactive problem solving to management crisis rather than proactive planning to capitalize business opportunities

 

OBJECTIVES OF MANAGEMENT RETREAT PROGRAM

1. Building a dynamic and cohesive management team anticipating future business challenges together

2. Leveraging on team effectiveness and support to deliver better organisational results

3. Reward and recognition of team performers 

4. Building team support and commitment for smooth execution

 

CONTENT OF MANAGEMENT RETREAT

1. Revisit of annual performance - What went well and room for improvement

2. Aligning business mission and key result areas

3. Formulating corporate strategies and performance indicators

4. Strategy Aligning and target setting

5. Recognizing performance  and incentives

6. Building high performance management team

ODC 8 - Breaking The Silos

                   

 

                         ISSUES OF WORKING IN SILOS

1. Misaligned corporate strategies and objectives

2. Conflict of interests between teams and business functions

3. Lack of trust and low commitment within teams

4. Business resources not optimised and poor leveraging on support leading to unutilised potentials

 

OBJECTIVES OF BREAKING THE SILOS  PROGRAM

1. Building a strong functional team with common objectives benefitting the organisation

2. Facilitating clear team roles, support and cooperations

3. Removing team conflicts and building team commitments

4. Strengthening customer chain process and breaking the functional walls

 

CONTENT OF BREAKING THE SILOS PROGRAM

1. Internal and External Customer chain Roles and accountabilities

2. Organisational performance at weakest link of customer chain 

3. Operational expectation and standards

4. Managing conflicts and uncertainties

5. Facilitating for improvement

6. Building trust and commitment

7. Project teams and initiatives

8. Team communication and fedbacks

our wide range of product and services

We look forward to doing great things with you anywhere in the world.

LOGO LHI-01

Our consultants offer global experience and local knowledge to help you focus on the big picture and succeed in any public or private business environment.

Resources

Articles

Useful articles and references.

Blogs

Blogs and reviews from Subject Matter Experts.

Tools

Templates and Forms.

Stay Connected