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  • Why develop Key Business Models?

    Posted on June 19, 2014 by in Business models, Employees, Team Leadership, Uncategorized

    Business models are those tools and techniques that are utilised commonly across an organisation to give a consistency of approach.

    The main factors in an excellent organisation are:

    • Superior service
    • Constant innovation
    • Maximum use of the skills and potential of people
    • Strong and effective leadership

    Constant innovation means constantly reviewing processes and systems, people and behaviours, structures and flows of information.

    By adopting a common model of change and project management to bring about change, resistance to change is reduced, there is a consistency of approach, data and information generated, and – crucially – the ability to learn from previous projects and improve is developed.

    Outcomes from our Business Models Development Proposal
    A statement of clear outcomes (in other words what will be different as a result of) is vital when considering organisational development. Our proposal is based on a combination of reflection and facilitation to build the agreed models for your organisation.

    By developing a common understanding of exactly what these models are within this organisation, individuals can further define how they need to develop to deliver that model, and the organisation is able to identify future change.

    Business Model Options
    Change – what is the policy and procedure for planning and managing change within your organisation?

    Management Communication – all organisations are challenged by communication – what are the common structures and policies regarding management communication within your organisation?

    Performance Management – there may be policies and procedures laid down, but how are these being adapted by managers? Do we have a consistency of approach to appraisal? What about performance measurement? What about custom and practice?

    Project Management (for non-Project Managers) – what tools can we use at any level to support projects? What are the management outputs from a project? How can we ensure that we learn from projects?

    Programme Structure (after agreement on Business Model Option) 2 x 0.5 days:

    • Pre-course questionnaires to be completed by delegates
    • 0.5 facilitated workshop to define the models
    • Reflection on a 1:1 and 1:group basis on how agreed models can be utilised effectively by managers.

    Outputs from this approach –

    1. Assessment of Emotional Intelligence Quotient (EQ) – studies show that people who score highest on EQ measures rise to the top of organisations. Delegates will have the opportunity to self-assess their EQ and then reflect on what actions to take to improve this.

    2. Leadership Diagnostic – rating delegates against the key elements of leadership – facilitation, negotiation and directing.

    3. Individual action plan for development

    4. A ‘binding artefact’ agreed by the group as to what the business model for the chosen option looks like, what tools and techniques are commonly utilised across the organisation.

    5. An agreement on how to review the model across the group. The focus in this programme is effective and efficiency use of management tools and techniques consistently across the organisation.

    Want to know more? Contact Helen Chambers