The document proposes an Organization/People Readiness Assessment and Change Management (OCM) Platform to help organizations successfully implement business transformation initiatives. The platform would conduct a business readiness assessment to diagnose an organization's preparedness and identify any capability gaps. It would then develop an action plan to strengthen weaknesses and ensure new processes and technologies fit the existing culture. The goal is for organizations to realize the full benefits of their investments in transformation strategies.

1. “ORGANIZATION/PEOPLE READINESS ASSESSMENT &
CHANGE MANAGEMENT (OCM) PLATFORM”
Presented by:
Eduardo J. Muñiz

2. MURPHY’S LAW
“IF SOMETHING MIGHT GO WRONG, IT WILL”

3. Business Facts
 Competition is fiercer than ever
 Almost every company is convinced that it MUST Refocus their business to increase its
Throughput & Competitive edge in the Market place .
 *Corporations estimate yearly investment of 1 Trillion Dollar implementing IT & HR/
Business Transformation initiatives such as:
- Strategic Plan/Organization Restructuring/Design/Alignment
- Business Process High Value Improvement (BPI/BPR/BPM/TQM/LEAN/Six Sigma/
Operational Excellence, etc.)
- Knowledge Management
- Enterprise Application Integration (EAI)
- Business Intelligence
- ERP/HCM/CRM/SCM
 80-90% IT & Business Transformation Projects are unsuccessfully implemented (don’t
meet Project Performance and Financial Requirements). Based on Juran Institute Research.
 Only 40% of IT & Business Transformation Projects address training needs.
 Only 25% of these Projects give Integrated Technology & Business Goals
 Almost every company is disappointed with the slow rate of initiatives
implementation and low impact in bottom line results.
 Low Utilization & ROI & High TCO. New Business Model utilization is less than
40% & High Total Cost of Ownership (TCO)

4. The Question is:
WHY?
• IT Platforms & New Business Model’s Functionality didn’t FIT Organization
Processes,Culture and Structures
• Lack of Readiness (Bandwidth):
• Outside Consultants ( New Business Model/IT Provider/Systems Integrator)
• Client
How to ensure that Strategic Business Transformation
initiatives are effectively implemented?

5. The Answer:
ORGAIZATION/PEOPLE READINESS ASSESSMENT &
CHANGE MANGEMENT (OCM)PLATFORM

6. ORGANIZATIONAL CHANGE MANGEMENT (OCM) PLATFORM
STRATEGIC OCM PLATFORM
INPUTS STRATEGY DESIGN
Environment •Strategic Business Priorities/KPIS
•Parameterization
• Opportunities •Technological
• Threats •Organizational
•Processes
•Structure
Organization •Culture
• Strengths •Change Impact Analysis
• Vulnerabilities •Structure Support/Governance
•Communication Strategy
IMPLEMENTATION BRIDGES
•Business Readiness Assessment
OCM PLATFORM OCM PLATFORM
•Structure
STRATEGY DESIGN STRATEGY IMPLEMENTATION
•Culture
•Business Processes
•Implementation Plan

7. BUSINESS READINESS ASSESSMENT
Key Requirements
 Accuracy
 Quick
 Cost Effective
 Value Added

8. BUSINESS READINESS ASSESSMENT
Strategic Areas
 Core Processes
 Management Approach
 Culture
 Teamwork (Synergy)
 Change Resistance

9. Business Readiness Assessment
WHEN TO DO IT
Strategic Decisions Information Technology Business Process
MERGERS PROCESS AUTOMATION BUSINESS PROCESSES
VALUE ADDED
ACQUISITIONS SYSTEMS UPGRADING
COST REDUCTION
ORGANIZATION ABC SYSTEM
RESTRUCTURING/ CONTINUOUS HIGH VALUE
DESIGN/ALIGNMENT IT PLATFORM (SAP, MS, IMPROVEMENT
ORACLE, IBM, SUN, etc.)
STRATEGIC ISO/QS CERTIFICATION
PLANNING ANY OTHER IT
TRANSFORMATION BPR, TQM, SIX SIGMA, LEAN
MARKETING INITIATIVE MANUFACTURING, ETC.
STRATEGIES
HUMAN RESOURCES
MANAGEMENT SYSTEM
HCM/TALENT MANAGEMENT

10. The Tool:
ORGANIZATION
READINESS
ASSESSMENT
SYSTEM

11. Organization Readiness Assessment System
A highly practical Top Management Strategic Assessment tool
designed to Diagnose Organization/People Preparedness to
identify Capability Gaps (Skills, Processes & Systems) to make
sure that New Business Model’s functionality Fits Organization’s
Structure, Processes and Culture and defining Change
Governance and Communications Strategy to engage
Stakeholders/Sponsors,

12. ORGANIZATION READINESS ASSESSMENT SYSTEM
Assessment Areas
 Organizational Processes
 Management Structure
 Organizational Culture
 Cluster Factor ( Synergy )
 Change Resistance

13. Organization Readiness Assessment System
Assessment Areas
CULTURE
CHANGE
Business Focus RESISTANCE
CORE Leadership
PROCESSES Decision Making Involvement
Communication Communication
Mission/Goals Rewards
Planning Performance
Status Quo
Decision Making Appraisal Past Experience
Performance Leadership
Management
Communication
MANAGEMENT ORAS SYNERGISM
STRUCTURE
Leadership Leadership
Management Teamwork
Practices Diversity of
Values/Attitudes Perspective
People Involved

14. O.R.A.S. Characteristics
 A pragmatic tool designed to systematically, timely, & cost effectively
collect real and valid data about organization/people’s change
preparedness.
 Customizable
 Anonymity of respondents
 Objective
 Very user friendly
 Interpretation and diagnosis results
 Action Plan (Change Governance/Engage Stakeholders/Sponsors,
Communications Strategy)

15. ORGANIZATION READINESS ASSESSMENT SYSTEM
 THE DATA COLLECTOR.- The instrument is composed of several statements
of Organizational difficulties. Respondents are asked to indicate how frequently
each difficulty occurs on scale from 1 (never) to 9 (all the time).
 THE SCALE.- For each of the items, the respondents are asked to choose a
number from 1 to 9 indicating how frequently they perceive the difficulty.
1 2 3 4 5 6 7 8 9
___________________________________________________________
Never Rarely Sometimes Frequently All the time

16. ORGANIZATION READINESS ASSESSMENT SYSTEM
Interpretation of Results
Low Risk Moderate Risk High Risk
OPPORTUNITY CAUTION DANGER
_________________________________________________________________________
1 2 3 4 5 6 7 8 9
BUSINESS READINESS FACTOR
Category I Low Risk - OPPORTUNITY RANGE (1.0-3.0).- Any area within this range, indicates a
positive prognosis, so a proactive approach is required in order to ensure Implementation
success.
Category II Moderate Risk - CAUTION RANGE (3.01-6.0).- Any area within this range, indicates
a guarded prognosis, so immediate actions are required to achieve successful
implementation.
Category III High Risk - DANGER RANGE (6.01-9.0).- Any area within this range, indicates a
negative prognosis, so, it is mandatory to take corrective actions to Strengthen
Organization Vulnerabilities prior to implementation stage.

17. ORGANIZATIONAL PROCESSES ASSESSMENT
Process Areas
 MISSION AND GOALS
 PLANNING
 DECISION MAKING
 PERFORMANCE MANAGEMENT
 LEADERSHIP
 TEAMWORK
 COMMUNICATION
 SITUATION APPRAISAL
 PROBLEM SOLVING
 POTENTIAL PROBLEM ASSESSMENT
 MEETINGS
 TRAINING

18. ORGANIZATIONAL PROCESSES ASSESSMENT
Sample
In my organization, people assume they know the cause
of a problem - only to find out later they were wrong.
1 2 3 4 5 6 7 8 9
__________________________________________________________
Never Rarely Sometimes Frequently All the time
Select an answer ranging from 1 to 9, where 1 is NEVER and 9 is ALWAYS

19. ORGANIZATIONAL PROCESSES ASSESSMENT
Sample
Readiness Factor by Process Area
Process Area Readiness Factor
- PLANNING 6.56
- TEAMWORK 6.56
- DECISION MAKING 6.21
- SITUATION APPRAISAL 6.20
- PERFORMANCE MANAGEMENT 6.00
- PROBLEM SOLVING 5.96
- LEADERSHIP 5.83
- POTENTIAL PROBLEMS ASSESSMENT 5.83
- MISSION AND GOALS 5.78
- COMMUNICATION 5.42
- MEETINGS 5.28
- TRAINING 4.14

20. ORGANIZATIONAL PROCESSES ASSESSMENT
... detailed explanation
DECISION MAKING - (6.21)
The difficulty in this area indicates a need for refinement of the way: criteria
are set for decisions, alternatives are generated and compared and, risks
are assessed and final choices are made.
OF MOST CONCERN IN THIS AREA WAS:
- In my organization, people take too long to make a decision. (7.50)
OF LEAST CONCERN IN THIS AREA WAS:
- In my organization people lose sight of the purpose of their decisions. (5.50)

21. MANAGEMENT STRUCTURE ASSESSMENT
Key Attributes Assessment
 Leadership
 Attitudes/Values
 Directing
Self
 Coaching
 People
 Supporting
 Internal Client
 Delegating
 External Client
 Management Practices  Results
Planning
  The Organization
 Building Teamwork  Continuous
 Receives Feed-Back Improvement
 Gives Feed-Back
 Decision Making
 Promotes Innovation

22. ORGANIZATIONAL CULTURE ASSESSMENT
Assessment Areas
 Business Focus
 Performance Appraisal
 Structure
 Leadership
 Communication
 Teamwork
 Decision Making & Problem Solving
 Implementation
 Consequence Management

23. CLUSTER FACTOR (SYNERGY) ASSESSMENT
Assessment Areas
 LEADERSHIP
 TEAMWORK
 DIVERSITY OF PERSPECTIVE
 INTERDEPENDENCE
 PEOPLE INVOLVED

24. CHANGE RESISTANCE ASSESSMENT
Assessment Areas
 PURPOSE
 INVOLVEMENT
 COMMUNICATION
 REWARD
 CONSEQUENCE MANAGEMENT
 SUPPORT
 JOB CHARACTERISTICS
 LEADERSHIP
 PERSONAL GOALS
 STATUS QUO
 PAST PERFORMANCE

25. Business Readiness Assessment
Results to be expected
 Objective Assessment of Organization/People’s Readiness to implement a New
Business Model, Strategic Plan/Organization Restructuring/Human Capital/IT/Business
Transformation Strategy
 Sharp diagnosis of Organization/People’s Preparedness to anticipate any
potential constraints when implementing Strategic Initiatives.
 Action Plan that includes Change Governance, Engage Stakeholders/Sponsors, &
Communications Strategy, etc. making sure that New Business functionality fits
Organization’s Structures, Processes and Culture
 Clear Picture of key Organization’s Strengths & Vulnerabilities before engaging in a
major HR/IT/Business Transformation Strategy.
 A sound mechanism to timely & objectively identify current and future key capabilities
(Processes, Systems, Skills) requirements/KPIS to be addressed before, during and after
any IT/ Business Transformation Strategy Implamentation.
 Pragmatic evaluation of Talent Management Strategies.
 Objective mechanism to assess progress of Strategy Implementation
 Organization’s profile to be used for benchmarking purposes.

26. O.R.A.S. DESIGNER

27. Eduardo J. Muñiz
After many years leading the design & delivery of HR/Business Transformation Stratgies
directly performing Business Readiness Assessments for the Manufacturing, Service and
Government industry, he started the idea of developing O.R.A.S.
He is GM & Strategic Change Practice Lead of The Advantage Group, Inc., a US based Strategic
Business Transformation Consulting firm. With more than fifteen years of experience in
Strategic Planning, Organization Restructuring , Business Readiness/Change Management
and Human Capital/Business Process High Value Improvement working with companies
within the USA, Latin America, APAC, ME.
Formerly performed leadership positions working for leading international Strategic consulting
firms in APAC, USA & LATAM.
His educational background includes BSC Industrial Chemical Engineering and Business
Process Architecture Studies.

28. OCM PLATFORM
Approach & Scope
 OCM PLATFORM is designed to objectively, consistently, accurately, and timely diagnose
Organization/People Preparedness to identify Key Capabilties (Skills, Processes, Systems) to be
developed and make sure that New Business Model’s functionality fits Organization Process,
Culture and Structure before implementation.
 OCM PLATFORM will make sure that IT/Business Transformation Strategies are successfully
implemented maximizing utilization and ROI.
 Our overall objective is to help ensure Organization realizes business benefits that more than
justify their investment in this New Business Model
 OCM PLATFORM will be implemented within 12 month period.
 This Approach is focused in two dimensions:
STRATEGIC: To do the right thing. Defining “WHAT” is the Strategic profile of the OCM
PLATFORM is the starting point
OPERATIONAL: To do things right. Defining “HOW” to do it is also critical
 Therefore we will be pursuing the following objectives:

29. OCM PLATFORM
Approach & Scope
 OCM PLATFORM will make sure that Organization increases its Throughput while reducing
Business Process Cyce Time, Work in Process Inventory, Operating Expenses and Customer
Complaints as well as its Competitive Advantage in the market place..
 This strategic framework is designed to establish a Business Readiness Platform to objectively,
consistently, accurately, and timely diagnose Organization/People Preparedness to identify Key
Capabilties (Skills, Processes, Systems) to be developed and make sure that New Business
Model’s functionality fits Organization Process, Culture and Structure before implementation.
 Our overall objective is to help ensure Organization realizes business benefits that more than
justify their investment in this New Business Model
 OCM PLATFORM will be implemented within 12 month period.
 This Approach is focused in two dimensions:
STRATEGIC: To do the right thing. Defining “WHAT” is the Strategic profile of the OCM
PLATFORM is the starting point
OPERATIONAL: To do things right. Defining “HOW” to do it is also critical
 Therefore we will be pursuing the following objectives:

30. OCM PLATFORM
 STAKE HOLDER & COMMUNICATION. OCM PLATFORM STRATEGIC FRAMEWORK. START UP
WORK. Linking Strategic Business Priorities/KPIS Definition. Parameterization Technological/
Organizational/Develop Stake Holders/ Sponsors Global Assessment/Governance /Roles/
Communication Plan
 CHANGE IMPACT & ACTIONS. Business Process Design Audit/Review/BIA. Execute Change
Actions
 BUSINESS READINESS. Diagnose Organization/People Preparedness to identify Key Capabilities
(Skills, Processes, Systems) to be developed and make sure New Business Model’s functionality fits
Organization Process/Culture/Structure. Impact Review. Execute Change Actions
 KEY CAPABILTIES DEVELOPMENT. Customized Job Models/ OCM Training/ Systems/ Processes
Designand Logistics/Consequence Management/Progress Monitoring
 BENEFITS REALIZATION. Business Process Alignment/ Results Measurement/ KPIS Evaluation/
Perform Post BIA/Readiness Assessment. People’s Total Commitment.

31. OCM PLATFORM
Functional Structure (Core Functions)
Top Management
OCM’S IN HOUSE CONSULTANT
OUTSIDE CONSULTANTS
OCM PLATFORM
ADMINISTRATOR
BUSINESS READINESS
ASSESSMENT CENTER
BUSINESS UNITS MANAGERS
FUNCTIONAL AREAS PROJECT MANAGERS
MEASUREMENTS & READINESS TRAINING & DEVELOPMENT
BUSINESS PROCESSES
TECHNOLOGY INFRASTRUCTURE
TECHNOLOGY
CAPABILITIES DEVELOPMENT
STRUCTURE
FINANCIAL SUPPORT
OTHER
LOGISTIC SERVICES

32. OCM PLATFORM
Implementation Schedule
1 2 3 4 5 6 7 8 9 10 11 12
STAKE HOLDER &
COMMUNICATION
OCMCE STRATEGIC
FRAMEWORK
CHANGE IMPACT &
ACTIONS
BUSINESS
READINESS ASSESSMENT
KEY CAPABILITIES
DEVELOPMENT
BENEFITS REALIZATION