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12 STRATEGY ANALYTICS YOU MUST KNOW TO LEAD LIKE STEVE JOBS

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HOW TO USE ANALYTICS FOR STRATEGIC MANAGEMENT IN THE 21ST CENTURY

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12 STRATEGY ANALYTICS YOU MUST KNOW TO LEAD LIKE STEVE JOBS

  1. 1. 12STRATEGY ANALYTICS YOU MUSTKNOW TOLEAD LIKE STEVE JOBS
  2. 2. WHY ARE ANALYTICS SO IMPORTANT IN THE 21STCENTURY? HOW CAN I USE ANALYTICS TO MANAGE LIKE GREAT LEADERS?
  3. 3. ANALYTICS ARE IMPORTANT BECAUSE… “YOU CAN’T MANAGE WHAT YOU DON’T MEASURE.”
  4. 4. …WITH THIS BACKGROUND, LET’S TAKE A DEEP DIVE WHAT IS YOUR ORGANIZATION’S BUSINESS STRATEGY? HOW DOES YOUR ORGANIZATION CREATE VALUE THROUGH PEOPLE, PROCESS AND TECHNOLOGY?
  5. 5. OUTCOME-INPUT MODEL FOR STRATEGIC HR LEADERSHIP YOUR FINANCIAL OBJECTIVES YOUR CUSTOME OBJECTIVES YOUR INTERNAL BUSINESS PROCESS OBJECTIVES YOUR PEOPLE (LEARNING & DEVELOPMENT) VISION & STRATEGY YOUR FINANCIAL OBJECTIVES YOUR CUSTOME OBJECTIVES YOUR INTERNAL BUSINESS PROCESS OBJECTIVES YOUR PEOPLE (LEARNING & DEVELOPMENT) BALANCED SCORECARD …NOW YOU KNOW THE STRATEGY… LET’S LINK YOUR DESIRED OUTCOME TO THE INPUTS
  6. 6. OUTCOME-INPUT MODEL IN ACTION …WE WANT TO INCREASE OUR SALES/PROFIT BY 30% IN THE NEXT FEW YEARS YOUR FINANCIAL OBJECTIVES YOUR CUSTOME OBJECTIVES YOUR INTERNAL BUSINESS PROCESS OBJECTIVES YOUR PEOPLE (LEARNING & DEVELOPMENT) WHAT MUST BE TRUE HERE TO MEET YOUR OBJECTIVES? CUSTOMER SATISFACTION? LOYALTY? PRODUCT QUALITY? WHAT MUST BE TRUE HERE TO MEET YOUR OBJECTIVE? OPERATION EXCELLENCE? COST REDUCTION? WHAT MUST BE TRUE HERE TO MEET YOUR OBJECTIVES? EMPLOYEE EXPERIENCE? ENGAGEMENT ? GREAT CEO? …LET’S ASSUME YOUR STRATEGY IS TO INCREASE YOUR PROFIT BY 30% IN THE NEXT 3 YEARS HOW CAN WE DIFFERENTIATE TO REMAIN COMPETITIVE? HOW TO ALIGN OUR WORKFORCE TO OUR STRATEGY ?
  7. 7. “YOU CAN’T MANAGE WHAT YOU DON’T MEASURE.” AGAIN…
  8. 8. HR EXPENSE FACTOR HUMAN CAPITAL ROI REVENUE FACTOR HEALTH-CARE PER EMPLOYEE TRAINING FACTOR REVENUE FROM NEW PRODUCTS (INNOVATION METRIC) TURNOVER COST TURNOVER RATE TIME TO FILL POSITIONS ABSENCE RATE HUMAN-CAPITAL VALUE ADDED ROI ON WORKFORCE EXPENDITURE THIS LIST IS NOT EXHAUSTIVE BUT THE MOST USED FOR REAL IMPACT AT THE LEADING ORGANIZATIONS USE THESE STRATEGIC HR ANALYTICS TO GAUGE THE HEALTH OF YOUR ORGANIZATION
  9. 9. WHY ARE THESE ANALYTICS IMPORTANT? BECAUSE THEY WILL HELP YOU SPEAK IN THE LANGUAGE OF YOUR CEO …about YOUR ORGANIZATION’S EFFECTIVENESS AND EFFICIENCY IN LIGHT OF STRATEGIC HR MANAGEMENT
  10. 10. WHAT ARE THE EFFICIENCY METRICS CEOS CARE ABOUT TIME TO FILL HR EXPENSE FACTOR COST PER HIRE HUMAN- CAPITAL VALUE ADDED HUMAN CAPITAL ROI HEALTH- CARE COST PER EMPLOYEE WHAT ARE THE EFFECTIVENESS METRICS CEOS CARE ABOUT ABSENCE RATE TRAINING FACTOR REVENUE FACTOR DEFECT RATE TURNOVER RATE REVENUE FROM NEW PRODUCTS (INNOVATION METRIC) ? ?
  11. 11. INNOVATIONDISTINGUISHES LEADERSFROM FOLLOWERS STEVE JOBS
  12. 12. …FOR EXAMPLE THE REVENUE FROM NEW PRODUCTS (INNOVATION) ANALYTIC THIS ANALYTIC WILL ALLOW YOU TO GAUGE HOW INNOVATIVE IS YOUR ORGANIZATION. THIS WILL DEPEND OBVIOUSLY ON YOUR INDUSTRY.
  13. 13. EMPLOYEE ENGAGEMENT METRIC SUCH AS ABSENTEEISM FOR EXAMPLE OR INNOVATION METRIC SUCH AS REVENUE FROM NEW PRODUCTS OR HUMAN CAPITAL ROI METRIC …USE SOME RELEVANT METRICS DEPENDING ON YOUR STRATEGIC OBJECTIVES
  14. 14. THEN REVIEW THE FINDINGS FROM YOUR ANALYTICS WHAT IS WORKING IN YOUR DESIRED OBJECTIVES WHAT IS NOT WORKING IN YOUR DESIRED OBJECTIVES …THEN
  15. 15. …CHANGE OR IMPROVE THE TOOLS IN YOUR TOOLBOX FOR REAL ALIGNMENT SOURCING & RECRUITING ORIENTATION& ONBOARDING TRAINING &DEVELOPMENT COMPENSATION&BENEFITS EMPLOYEE ENGAGEMENT CAREER GROWTH OPPORTUNITY SUCCESSION PLANNING DIVERSITY & INCLUSION EMPLOYMENT BRANDING COACHING &MENTORSHIP LEADERSHIP COMMITMENT WORK LIFE/ BALANCE
  16. 16. ARE YOUR TOOLS ALIGNED WITH YOUR DESIRED OUTCOMES? TOP NOTCH INTERNAL PROCESS:  PRODUCT QUATITY  OPERATION  BRAND CUSTOMER/CLIENT LOYALTY:  SATISFACTION  REPEAT CUSTOMERS  CUSTMOER GROWTH IN TURN WILL INFLUNCE YOUR FINANCIAL OBJECTIVES IMPACTS
  17. 17. ARE YOUR TOOLS ALIGNED WITH YOUR DESIRED OUTCOME ?
  18. 18. …BY NOW, YOU KNOW THE WEAK LINKS IN YOUR SYSTEMS THAT NEED REINFORCEMENT OR CHANGE USE THE TOOLS IN YOUR TOOLBOX TO REINFORCE OR ALIGN THEM TO YOUR DESIRES OUTCOME. AS A RESULT, YOU WILL INFLUENCE YOUR INTERNAL PROCESS WHICH WILL INFLUENCE YOUR CUSTOMERS THEN YOU WILL GET YOUR DESIRED FINANCIAL OBJECTIVES OF 30% PROFIT. INFLUENCE YOUR PROCESS YOUR CUSTOMERS THEN INCRESE YOUR SALES/PROFIT BY 30%
  19. 19. How can I use the tools in my toolbox TOINFLENCE MY INTERNAL PROCESS?
  20. 20. WE HIRE PEOPLEWHO WANT TO MAKE THE BEST THINGS IN THE WORLD STEVE JOBS
  21. 21. WHERE AND HOW DOES YOUR ORGANIZATION SOURCE AND RECRUIT ITS STAFF  INTERNET & SOCIAL MEDIA SOURCING…  ON CAMPUS SOURCING….  INTERNSHIP… HOW DO YOUR INTERNAL RECRUITMENT STACK UP  YOUR ATS…  YOUR ORGANIZATION’S WEBSITE…  YOUR INTERVIEW METHODS…  YOUR EMPLOYEE REFERRAL PROGRAM…  YOUR HR TECHNOLOGY…  YOUR TALENT PIPELINE/COMMUNITY…  VIDEO RECRUITING… WHAT IS YOUR SOUCE OF HIRE ? ? ?
  22. 22. THE FIRST 90 DAYS IS CRUCIAL FOR MAKING OR BREAKING A NEW-MEMBER RELATIONSHIP. MAKE SURE TO GET THIS RIGHT. ORIENTATION PROVIDES BASIC INFORMATION ABOUT THE DUTIES, BENEFITS, WORK ENVIRONMENT AND ORGANIZATION POLICIES ETC. …PLEASE DO NOT CONFUSE ONBOARDING AND EMPLOYEES ORIENTATION
  23. 23. IS YOUR ORGANIZATION LEADING THE MARKET OR INDUSTRY? IS YOUR ORGANIZATION MATCHING OR LAGGING THE MARKET OR INDUSTRY HOW DOES YOUR ORGANIZATION’S COMPENSATION & BENEFIT STACK UP ?
  24. 24. ?
  25. 25. HOW DOES YOUR TRAINIG & DEVELOPMENT STACK UP ARE YOUR EMPLOOYEES UP TO SPEED? ARE THEY USING THE BEST TOOLS FOR THE JOB? ARE YOUR EMPLOYEES SKILLS UP TO THE MINUTE? ?
  26. 26. HOW IS THE EMPLOYEE ENGAGEMENT LEVEL AT YOUR ORGANIZATION WHAT IS THE AVERAGE EXPERIENCE OF YOUR EMPLOYEES? WILL THEY RECOMMEND YOUR ORGANIZATION AS A BEST PLACE TO WORK? ?
  27. 27. WHAT IS YOUR ORGANIZATION POLICIES FOR: ON-SITE CHILD CARE SERVICES? PAID LEAVES OF ABSENCE? COMPRESSED WORK WEEKS? WHAT IS YOUR ORGANIZATION POLICIES FOR: FLEXTIME SCHEDULE? FLEXPLACE (TELECOMMUTING OPTION?) OFF-SITE CHILD-CARE? DID YOU CONSIDER THE SAVINGS THROUGH INCREASE IN RETENTION BY USING WORK/LIFE BALANCE? WHAT ABOUT FITNESS PROGRAMS? WHAT ABOUT WELLNESS PROGRAM? DO YOU HAVE A WORK/LIFE BALANCE PROGRAM AT YOU ORGANIZATION ? 1 2 ?
  28. 28. HOW DOES YOUR EMPLOYMENT BRANDING STACK UP BRAND AMBASSADOR WHAT MAKES YOUR ORGANIZATION AN EMPLOYER OF CHOICE ? WHAT MAKES YOUR ORGANIZATION UNIQUE TO ATTRACT THE RIGHT TALENTS ? WHO ARE YOUR BRAND AMBASSADORS ? ?
  29. 29. 1 2 3 HOW DOES YOUR ORGANIZATION MANAGE DIVERSITY & INCLUSION PRACTICES ? HOW DO YOUR COMPARATIVE METRICS STACK UP IN YOUR INDUSTRY? YOUR PROMOTION RATE? HOW EFFECTIVE IS YOUR CROSS- CULTURAL COMMUNICATION? DO YOU HAVE ANY EVALUATION PROCESS? HAS YOUR DIVERSITY REACHED THE CRITICAL MASS?(20-25%) DO YOU HAVE SHARED ACCOUNTABILITY & RESPONSIBILITY SYSTEMS?
  30. 30. USE THE RELEVANT ANALYTICS TO GAUGE THE HEALTH OF YOUR SYSTEM BY NOW, YOU GOT THE WEAK LINKS IN YOURS THAT ARE NOT PROPERLY ALIGNED TO YOUR STRATEGY USE THE MOST APPROPRIATE TOOLS IN YOUR ARSENAL TO INFLUENCE AND REINFORCE YOUR INTERNAL PROCESS AND CUSTOMERS OBJECTIVES TO DIRECTLY ALIGN THEM TO YOUR FINANCIAL OBJECTIVES  START ALWAYS WITH THE OUTCOME/GOALS IN MIND.  MAKE SURE TO GRASP YOUR ORGANIZATION’S  STRATEGY  GRASP THE NECESSARY CONDITION TO GET  THAT DSIRED RESULTS  ASCERTAIN THE CONDITION THAT MUST BE MET TO GET THAT SECOND DEGREE OUTCOMES.  THEN CONTINUE THIS PROCESS  GOING BACKWARD TO THE THIRD DEGREE CAUSAL CHAIN NEXT OUTCOME-INPUT MODEL FOR STRATEGIC HR LEADERSHIP 3 KEY TAKEAWAYS 1 2 3
  31. 31. LINKKEDIN/cissokomamadyhumanresourceshr TWITTER FOLLOW @ciskomamady FACEBOOK/Cissoko.mamady GOOGLE+ SLIDESHARE CONTACT CISSOKO MAMADY CONGRATULATIONS! NOW YOU CAN LEAD YOUR ORGANIZATION LIKE STEVE JOBS Like what you read? Share with your friends!
  32. 32. THANK YOU VERY MUCH FOR YOUR TIME! I HOPE YOU ENJOYED IT. Like what you read? Share with your friends!

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