Development of an approach for the identification of improvement actions, integrated in the organizational strategy. Assuming that there is a business context to support the improvement.

1.
Iden&fica&on
of
Improvement
priori&es
in
organiza&onal
capabili&es:
A
case
study
in
the
Sport
Sciences
School
of
Rio
Maior
Pedro
Sobreiro,
Teresa
Bento
&
Rita
Santos-­‐Rocha
@ESDRM
Santarém,
06-­‐02-­‐2014

2. Agenda
• Why
this
approach?
• Some
concepts
used
• Approach
adopted;
• Outcomes;
• Final
considera&ons;

3. Why
this
approach?
• The
organiza&ons
are
figh&ng
for
their
survival,
they
need
to
develop
improvements
and
maintain
core
ac&vi&es,
in
&mes
of
serious
environmental
restric&ons*;
• The
improvement
ac&ons
should
be
targeted
to
priority
areas
with
real
impacts
on
the
organiza&on
needs;
• Defini&on
of
an
approach
that
could
support
the
decision
with
lightness
and
in
real
&me
(e.g.
mee&ngs);
• Lack
of
resources
to
develop
project
improvements
and
at
the
same
&me,
the
need
of
ge[ng
results;
*
At
least
in
Portugal.
Its
assumed
to
do
more
with
less.

4. Why
this
approach?
• Approach
ini&ally
tested
with
the
support
and
posi&ve
feedback
of
top
management
of
the
Sport
Sciences
School
of
Rio
Maior
(ESDRM)
and
the
head
of
the
Office
for
Quality
Assessment;
• The
internal
support
and
confidence
was
fundamental
for
the
development
of
the
solu&on
and
for
the
commitment
to
keep
up
going;
• This
approach
is
integrated
in
a
ac&on-­‐research
seeking
improvement
opportuni&es
in
sport
organiza&ons;

5. What
is
capabili&es
• Company
skills
coordina&ng
resources
and
pu[ng
them
in
produc&ve
use.
Skills
are
present
in
rules,
rou&nes
and
procedures,
that
is,
the
style
or
manner
which
decisions
are
made
and
manage
internal
processes
(Hill
&
Jones,
2007);
• A
business
capability
is
a
par&cular
ability
or
capacity
that
a
business
may
possess
or
exchange
to
achieve
a
specific
purpose
or
outcome.
A
capability
describes
what
the
business
does
(outcomes
and
service
levels)
that
creates
value
for
customers
(Homann,
2006);
Hill,
C.
W.,
&
Jones,
G.
R.
(2007).
Strategic
management:
An
integrated
approach.
South-­‐Western
Pub.
Homann,
U.
(2006).
A
business-­‐oriented
founda&on
for
service
orienta&on.
MSDN,
Microsof
Corpora&on.

6. What
is
capabili&es
• A
capability
abstracts
and
encapsulates
the
people,
process/procedures,
technology,
and
informa&on
into
the
essen&al
building
blocks
needed
to
facilitate
performance
improvement
and
redesign
analysis
(Homann,
2006);
• Organiza&onal
abili&es
for
doing
something
that’s
relevant
for
is
ac&vity
and
supports
is
existence
reason;
• Abili&es
simplify
ini&al
analysis
represen&ng
what
the
organiza&on
should
do
to
achieve
is
mission
and
accomplish
is
strategy;
Homann,
U.
(2006).
A
business-­‐oriented
founda&on
for
service
orienta&on.
MSDN,
Microsof
Corpora&on.

7. What
is
decision
• Raiffa
(2002)
considers
in
the
decision
four
disciplinary
approaches:
(1)
decision
analysis;
(2)
behavioral
decision
making;
(3)
game
theory
and
(4)
nego&a&on
analysis;
• EFQM
(2001)
proposes
several
tools
that
can
be
used
in
different
types
of
decisions;
• Decision
should
be
support
and
contextualized
reducing
the
decision
onus
in
the
decision
maker
and
giving
confidence
and
to
support
op&ons;
Raiffa,
H.
(2002).
Nego&a&on
analysis:
the
science
and
art
of
collabora&ve
decision
making.
Cambridge,
MA:
Belknap
Press
of
Harvard
University
Press.
EFQM.
(2001).
Excellence
One
Toolbook.

8. Perspec'ves
in
decision
making
Perspec&ves
in
seeing
decision
making.
Group
decisions
are
more
complex
than
individual
decisions
(Raiffa,
2002).
Raiffa,
H.
(2002).
Nego&a&on
analysis:
the
science
and
art
of
collabora&ve
decision
making.
Cambridge,
MA:
Belknap
Press
of
Harvard
University
Press.

9. What
is
a
decision
Matrix?
• Several
perspec&ves
deal
with
the
same
problem,
crossing
objec&ves,
investments,
resources
(what
is
available)
with
restric&ons,
improvements,
generally
what
to
be
solved;
• Bandara
(2010)
suggests
business
value
for
scoring
(BVS)
when
relevant
resources
are
scarce,
and
correct
decisions
must
be
made
to
make
sure
that
those
projects
that
are
of
best
value
are
implemented;
• Tague
(2005)
in
the
quality
toolbox
suggests
several
examples
to
be
used
in
decisions;
Gosenheimer,
C.
(2012).
Project
Priori&za&on:
a
structured
approach
to
working
on
what
maners
most.
Office
of
Quality
Improvement:
University
of
Winconsin-­‐Madison.
Retrieved
from
hnp://oqi.wisc.edu/resourcelibrary/uploads/resources/Project_Priori&za&on_Guide_v_1.pdf
Bandara,
W.,
Guillemain,
A.,
&
Coogans,
P.
(2010).
Priori&zing
Process
Improvement:
An
Example
from
the
Australian
Financial
Services
Sector.
In
J.
vom
Brocke
&
M.
Rosemann
(Eds.),
Handbook
on
Business
Process
Management
2
(pp.
177–195).
Springer
Berlin
Heidelberg.
Tague,
N.
R.
(2005).
The
quality
toolbox
(2nd
ed.).
Milwaukee,
Wis:
ASQ
Quality
Press.

10. What
is
a
decision
Matrix?
• EFQM
Excellence
Model
address
some
examples
and
where
can
be
used;
• Gosenheimer
(2012)
proposes
an
approach
to
define
a
priori&za&on
matrix
and
enhances
is
use
advantages;
• All
the
perspec&ves
consider
crossing
two
elements,
adding
or
not
a
scoring
and
heightening
the
factors;
Gosenheimer,
C.
(2012).
Project
Priori&za&on:
a
structured
approach
to
working
on
what
maners
most.
Office
of
Quality
Improvement:
University
of
Winconsin-­‐Madison.
Retrieved
from
hnp://oqi.wisc.edu/resourcelibrary/uploads/resources/
Project_Priori&za&on_Guide_v_1.pdf

11. Decision
Matrix
approach
adopted
• Considering
that
the
decision
should
be
made
in
a
given
context,
assuming
the
context
as
enabler
to
a
desirable
decision
making
(Sobreiro,
Bento
&
Claudino,
2013);
• Decision
should
provide
outputs
to
define
improvement
plans
for
the
organiza&on;
• The
decision
matrix
used
with
simple
and
quick
implementa&on
(e.g.
using
a
spreadsheet)
and
in
real
&me
(e.g.
mee&ng);
Sobreiro,
P.,
Bento,
T.,
&
Claudino,
R.
(2013).
Operacionalização
da
estratégia
das
organizações
despor&vas
através
da
definição
de
axiomas,
para
um
contexto
de
melhoria.
Revista
Intercon&nental
de
Gestão
Despor&va,
3(0),
83–95.

12. Approach
Steps

13. How
to
use
• Give
a
context
as
input.
This
assumes
that
is
already
defined
organiza&onal
context,
like
a
systema&za&on
of
the
business
strategy;
• By
systema&zed
we
understand
the
defini&on
of
basic
constructs
for
the
clarifica&on
of
what
as
to
be
done
on
the
organiza&on
(Sobreiro,
Bento,
&
Claudino,
2013)
Sobreiro,
P.,
Bento,
T.,
&
Claudino,
R.
(2013).
Operacionalização
da
estratégia
das
organizações
despor&vas
através
da
definição
de
axiomas,
para
um
contexto
de
melhoria.
Revista
Intercon&nental
de
Gestão
Despor&va,
3(0),
83–95.

14. Create
Business
Context
1. Understanding
the
organiza&on
mission
and
vision;
2. Iden&fica&on
of
the
business
strategy
objec&ves
3. Iden&fica&on
of
key
stakeholders;
4. Iden&fica&on
of
business
capabili&es;
5. Evalua&on
of
the
issues
related
to
each
stakeholder;
Adapted
from:
Coelho,
J.
(2013,
April
4).
Estrutura
da
Metodologia
MLearn.
Presented
at
the
Formação
BPM
-­‐
Arquitetura
de
Processos,
AIP
Lisboa.

15. Analyze
context
• Evaluate
strategic
objec'ves
with
opera'onal
objec'ves;
• Evaluate
opera'onal
objec'ves
with
business
capabili'es;
• Evaluate
stakeholders
with
strategic
objec'ves;
• Evaluate
stakeholders
with
opera'onal
objec'ves;

16. Analyze
Context
• The
needs
of
improvement
are
materialized
in
business
capabili&es
that
are
targeted;
• Crossing
objec&ves
with
stakeholders
and
capabili&es,
facilitates
de
iden&fica&on
of
impacts
(stakeholders)
and
organiza&onal
improvements
(business
capabili&es);
• Clarify
and
supports
the
decisions
with
a
broadness
comprehension
of
the
impacts;

17. Analyze
Context
• Defini&on
of
opera&onal
objec&ves
aligned
with
stakeholders
and
business
capabili&es;
• Defini&on
of
improvement
and
objec&ves
priori&es;
• The
pool
of
priori&es
is
used
as
an
ac&on
plan
for
the
organiza&on;

18. Define
Priori&es
• Capabili&es
with
the
bigger
overall
score
should
be
targeted
first;
• Can
be
assumed
other
restric&on
for
a
final
pool
of
targe&ng
capabili&es,
like
budget
restric&ons;
• Excluding
in
final
pool
of
improvements
could
lead
to
targe&ng
to
areas
with
bigger
organiza&onal
results
and
less
investments
costs;

19. Define
Priori&es
Aumentar
as
ações
em
que
estão
envolvidos
os
3 parceiros
Aumentar
a
visibilidade
nos
3 media
Prioridade
Aumentar
as
ações
em
que
está
envolvida
a
2 comunidade
escolar
Operacionais/
Competências
Prioridade
–>
3
3
2
Manutenção
de
Rentabilizar
instalações
espaços
18
2
Negociar
com
Gerir
recursos
fornecedores humanos
52
7
12
3
1
1
For
the
sake
of
sample.
Part
of
a
matrix
priori&za&on
matrix
used
–
several
data
were
omined.

20. Outcomes
For
the
sake
of
sample.
Part
of
a
matrix
priori&za&on
matrix
used
–
several
data
were
omined.

21. Final
considera&ons
• The
decision
matrix
helps
finding
the
way,
but
doesn’t
walks
the
paths;
• Walking
paths
assumes
the
need
the
implementa&on
of
the
capability
improvements;
• Can
be
used
in
group
decision
or
individual
decision
but
is
needed
a
context
(business
strategy)
to
support
it.
• Group
decision
helps
the
involvement
of
the
collaborators;