Proposal for PCF and Cultural Change as initiatives for Embedding Strategic Thinking at

Background

Ability to translate strategy into action is a universal concern

SETTING THE CONTEXT

Percentage of Survey Respondents Ranking Issue High

Challenges for Corporate Strategists in

2005*
60%

Coordinating
Business Units to
Improve Strategy
Execution

46%
35%
31%

Strengthening
Competitive
Position

Dynamic
Resource
Allocation

* Corporate Strategy Boards agenda poll results for 2005, covering 100 global strategy planning departments

November 2009

Eliminating
Hidden Costs of
Strategic Planning

Senior Executives
Front line can
add little

Frontline
Employees

Strategic Capability, Contribution

of Employees
Senior
executives
already

that can
be

Middle Management

Embedding Strategic Thinking will be embedded by a combination of Hard and Soft methodologies.
I- Hard Change will be through adoption of the Process Classification Framework and using the framework to bring
about a "Process Orientation".
The PCF represents a as a taxonomy of business processes, that are business critical, and represent six major
dimensions of the organization: knowledge communities/functions, processes, content, marketplaces, culture, and
organizational structure.
The PCF enables organizations to understand their inner workings from a horizontal process viewpoint, rather than a
vertical functional viewpoint

The Process Classification Framework serves as a high-level, generic enterprise model that encourages
businesses and other organizations to see their activities from a cross-industry process viewpoint instead of from a
narrow functional viewpoint.
November 2009

The Process Classification framework is categorised as below,

Advantages of Process Classification Framework:

1.
2.
3.
4.
5.
6.

Mapping of processes across the Organisation on a standard framework

Facilitating review of functions based on processes
Feeds the Internal Perspective of the Balanced Scorecard
Facilitates Job Evaluation
Facilitates building of more robust Job Descriptions
Facilitates proper identification of Strengths and Weaknesses (The process element of strengths and
weaknesses).
7. Facilitates process benchmarking (Open Source Benchmarking with APQC, provided we take the
membership of
APQC).

Organisational Profile

II- It is
soft part
changing
support

Wher e we are

Orientation
Complacent
Inward looking
Comfort seeking
Low risk orientation
Low customer orientation

Style

November 2009

proposed that the

be done by
elements that
the Hard Change

Where we want to be

Orientation
Aggressive
Outward and inward looking
Performance oriented
Calculated risk taking
High customer orientation
Process centric

Style

Avoidance orientation

Empowerment
Enc ourage positive dissent

Working in Silos

Work ing as teams with

collaboration

Confiden tial Dra ft

Why are we choosing these cultural elements?

Winning organizations have great cultures:

Collaborative
Sharing
Trusting
Caring
Integrated
Aligned

Confiden tial Dra ft

November 2009