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STRATEGIC, TACTICAL & OPERATIONAL PLANNING
A complete set of templates is followed for intensive and in-depth planning. Strategic decisions are refined by tactical decisions and are in turn defined by operational execution. This is a living document that never leaves the desk of decision-makers as the outcomes of all decisions are constantly measured with consequent adaptations of strategic and tactical decisions taken before execution.
By following this dynamic approach predetermined goals will be reached (or altered in good time to comply with practical circumstances on the ground (where the rubber hits the road). Gone are the days when outcomes are belatedly reported in historic financial reports – now the future can be controlled by proactive steps today.
COMPLIANCE AND PROFICIENCY INDEXING
Legitimate service providers cannot compete against rogues in the industry – these are enterprises that do not comply with the demands of legislation, equipment or proficiency standards. The competitive field must be levelled as competition on price as major decision criterion is the fuel for a downward spiral in quality and sustainability. If lower price wins tenders it rewards the rogues and penalises those who try to uphold standards and quality as these are cost items the former do not have to factor into their price.
The Compliance and Proficiency Index levels the playing field 100% and those who do not comply are assisted, not penalised. The inherent dishonesty is identified and penalised by its own bad scores and unwillingness to improve. The good and developing enterprise is acknowledged and the live indexing method means their index could grow unhindered, making them more sought-after suppliers of goods and services as they improve.
PROFESSIONAL PROCUREMENT PRACTICES
This is a user-friendly Procurement (B2B) or Buying Decision (B2C) Tool. Because of its inherent business intelligence in the background, an unskilled person could use this tool to make a better-informed decision on a multi-million contract than a procurement team with many years of experience. A team might take weeks to make a decision (that could be wrong) while the operator of this tool will take less than ten minutes to arrive at a scientifically correct decision.
The decision is undisputed, always justifiable and completely weeds out bribery and corruption. The seeming paradox statement is that by using this tool, the procuring enterprise could save substantial amounts of cash (and penalties, or hidden costs) making better cost-to-performance choices while the supplier makes more money than ever and to boot, gain considerable in sustainability.
NATIONAL STRATEGY FOR GOOD GOVERNANCE
The System or methodology is the production facility used to produce five different triggers for development.
These triggers (different kinds of reports) initiate action by first identifying the real cause of poor service delivery. Then they motivate remedial action by translating the symptoms (experiences) into its inevitable consequences such as loss of support (but expressed in e.g. financial numbers or declining support base numbers). Translating poor decisions to financial loss or support base loss is an unsettling revelation to managers, begging for action.
The decision-makers referred to above are a two-sided coin. One side of the coin is anybody in an organisation, making any kind of decision that may influence the value experiences of supporters (of that particular organisation). The other side of the same coin is the supporter (the support base whether they are constituents, clients, customers, guests or patients). They are constantly deciding whom to support or avoid
It is important to communicate clearly the essence of this service. The substance of this service is developed. It evaluates the performance of people and organisations. This performance (outcome) is the result of decisions on how critical business processes have been performed.
These outcomes are evaluated, and measured against benchmarks with the view of instituting remedial action now (being proactive) in order to ensure the desired outcome later. It is all about development and not about evaluation and not about any punitive measures – it is a helps system for specific skills development and personal growth contributing to organisational proficiency to the ultimate benefit of its support base whether they are constituents, clients, customers, guests or patients.
It is of particular significance that the only way a person can score a higher Performance Index is by performing a business process (measurably) better than at the last evaluation. Likewise, an organisation can only score a higher Performance Index when it improves its performance over its internal value chain in such a way its support base experience this greater value. Identifying weak (performance) links in this value chain, and correctly prioritising remedial action (linked to skills development) is a forceful motivator for personal and organisational development.
(This motivator must always be viewed in context with the complete strategy.)