CREATING VISION & ESTABLISHING GOALS, - Coggle Diagram
CREATING VISION & ESTABLISHING GOALS
SETTING A DIRECTION
Goals & Objectives
What are the long & short-term accomplishment that will enable us to fulfill our mission & attain our vision?
What guidance will we provide to the many individuals in our organizations as to how they should provide products & services to our customers?
What will we look like in the future?
What do we want everyone to abide by?
Why do we exist?
How are we going to move toward our vision & accomplish our goals & objectives?
CREATING A VISION
WHAT MAKES A VISION POWERFUL?
Integrates process, people & technology
Create a new reality
VISIONING & GOAL SETTING PROCESS
many people believe that what they see is all there is - that the walls of their tunnels are permanent & impenetrable
a serious barrier to reengineering. History, culture, experience and beliefs all come together to create thought patterns that seem to work
one of the most cunning & seductive enemies of business reengineering
the vision becomes an idol to be worshipped as a results of rigid adherence to a new set of rules
SIZING THE PROJECT
Scoping the project
process included in scope must relate directly to the vision
include only those processes that are broken
scope should not exceed the control or influence of the highest level person sponsoring the project
all processes included in scope must share inputs and outputs
limit the project to no more than seven and no fewer than four interrelated processes
processes include in scope will share a common culture
Setting project boundaries
easy to identify the units responsible for performing the processes and supplying the inputs or receiving output through the interface.
easy to identify and select executive, managers and professionals to be members of the BR project
Time available to compete the project
amount & type of new technology applied
resistance of the culture to change
number & size of organizations directly involved & impacted
severity of the changes
number & complexity of business processes
Resources for the project
facilities & equipment
Project sizing critical factors
risk-aversion nature of the culture
organizational relationships to processes
number of organization units
diversity of business processes
number of business processes
Root cause analysis
The goal is to look systematically beyond the symptoms of a problem to find its actual cause