1. The fusion ofStrategic Thinking, Execution, Accountability, and Metrics in striving for Organizational Effectiveness The SEAM© Process for Organizational Effectiveness Christian Management Association Australia June 2011

2. Main Thoughts ….. What is Organizational Effectiveness ? Successful Strategic thinking Execution of the strategy Organizational Accountability Metrics – Simple and Visual

3. Organizational Effectiveness "Vision without action is merely dreaming. Action without vision is only wasting time.” – Joel Barker

4. Framework

5. Framework

6. Framework

7. Framework

8. Organizational Effectiveness

9. Organizational Effectiveness

10. Organizational Effectiveness

11. Organizational Effectiveness

12. Organizational Effectiveness

13. Strategic Thinking How do you create value for the stakeholders within your organization/ministry? How would you communicate your value proposition? Can you do this in 30 words or less? Does your organization/ministryunderstand and share it’s core identity in: Vision Purpose Values

14. Strategic Thinking Are the three to five strategic priorities well understood by the organization? Do they align with how the value proposition will be executed? Is this available in the form of a strategic brief for clarity and communication? Can this be articulated throughout the organization?

15. The Core Attributes of Strategic Thinking Clarity of the essentials Collaboration in it’s development Communication through message and action Culture rather than event Commonality of understanding Commitment of the followers

16. Strategic Brief Example Strategic Brief for the IMT - 2001.doc

17. Execution The right set of strategies gives you the rights to play the game, execution keeps you successfully in the game! Is there clarity and ownership of: Goals Objectives Plans

18. Successful strategy – Poor execution UniTed – the “low cost alternative airline”

19. It is not an either/or?

20. What are the fundamentals for successful execution? Decision making process/rights Information flow Knowledge Management (Learning)

21. Decision Rights Basically who isdelegated with accountability the authorityto make what types of decisions “How effective an organization is at making high-quality decisions consistent with it’s strategy is a prime deterrent of it’s ability to compete in the marketplace”

22. Information Flow Does the appropriate information flow with currency and accuracy between the decision makers/stakeholders in the organization? Does the information REALLY inform the decision making process? i.e. is it just not data? Does it add value?

23. Knowledge Management Data Information Knowledge Wisdom

24. Knowledge Management Knowledge Management is taking information (data in a particular context) and applying people’s experience or opinion (generally tacit and intangible) in order to change positively the behavior and culture in the organization

25. Accountability "Doing the right thing consistently, day in and day out, in tasks and relationship interactions to fulfill or further the mission of the organization.”

26. Accountability Accountability is a systemic issue and must be understood in terms of a systems approach if it is to really work in any. It is a system of individuals, linked in a chain of mutuality, taking both individual and group responsibility to achieve significance– the purpose of the organization or entity.

27. Accountability Video

28. Accountability

29. Metrics - Benefits Focus. Defining the metrics that are most important to yourpurpose. This enables you to tune out everything that isn’t related to those key measurements.

30. Metrics - Benefits Better Vision. Organizations that monitor metrics intentionally can spot threats and opportunities faster thanorganizationsthat don’t. Metrics provide keen insights into what’s happening within the four walls of your organization, as well as overall trends in your industry (WOTS up!).

31. Metrics Benefits Better Decisions. Metrics provide a framework for making business decisions. With the numbers in black and white, you can make well-reasoned decisions on how to proceed. If it improves your key metrics, consider it. If not, move on.

32. Example of a Metric

33. Not for Profit Example Sample Dashboard.xlsx

34. S.E.A.M.

35. Thank you. This presentation is available at http://Johnreynolds.co