De 10 van vereenvoudiging

Strategie = Executie

De 10 van vereenvoudiging

Onderscheid inventariseren van het maximale verbeterpotentieel van het stellen van een doel, ‘target’ in kostenreductie en productiviteitsverbetering. Hoe evident het ook klinkt: binnen organisaties vormt het tweede vaak een rem op het eerste.
Analyseer het maximale verbeterpotentieel van vereenvoudiging. In varianten. Wat zou er mogelijk zijn? Ervaringsfeit: resultaten, ook op korte termijn zijn veelal: minder coördinatielast door een hoofdstructuur die beter aansluit op de hoofdstromen van het werk, 15 – 33% meer eenvoud, minder overlegvormen en –tijd, maximale autonomie.
Zet eerst in op vereenvoudiging van ‘de grote drie’: processen, structuur en besturing en het veranderportfolio. We hebben een vereenvoudigingsmodel met bewezen checks en best practices. Daarin vereenvoudigen we: (1) producten en diensten, (2) processen, (3) structuur en besturing, (4) cultuur, (5) middelen. En aan de change-kant (6) het veranderportfolio en (7) (Agile-) projectaanpakken. Ervaringsfeit: er is vooral veel vereenvoudigingswinst te behalen binnen;
1. (2) processen: elimineer onnodige processtappen, automatiseer repeterende routinetaken, standaardiseer. Procesefficiency en effectiviteitswinst 15 – 35%. Verzamel informatie in 1x goed en aan de bron (klassieke business process redesign principes). Verspil geen tijd aan het in kaart brengen van procesmodellen, gebruik bewezen bestaande. Zoals deze: S=E Bijlage 9: Procesmodellen
2. (3) structuur en besturing: saneer en herijk; mandaten, escalaties, overlegvormen (reducties van 30 – 50% in tijd en aantal), informatie & rapportage (25 – 50% in hoeveelheid en frequenties)
3. (6) het veranderportfolio: saneer 10% zombi-projecten, 33% is geen change-project maar gewoon run-werk, 33% heeft overlappende scope, opdracht en claim op bemensing.
4. Waarom ligt het vaak zo voor het oprapen? Er komt altijd wat bij en er gaat zelden wat af, saneer en ‘ontalg’. Het creëert zuurstof in de organisatie en speelt middelen vrij. Zie ook de bouwsteen portfoliomanagement uit de Strategie = Executie-methode: bouwsteen 2
Onderscheid inventariseren van het maximale verbeterpotentieel van het stellen van een doel, ‘target’ in kostenreductie en productiviteitsverbetering. Hoe evident het ook klinkt: binnen organisaties vormt het tweede vaak een rem op het eerste. Analyseer het maximale verbeterpotentieel in vereenvoudiging. In varianten. Wat zou er mogelijk zijn? Etaleer het verbeterpotentieel in varianten: maximaal, medium en minimaal. Zodat doordachte keuzen mogelijk zijn en de organisatie niet ‘kapotgemaakt’ wordt en schade ontstaan aan de condities voor groei en innovatie. Gebruik de bewezen vereenvoudigingsprincipes als referentiekader en hulpmiddel. Zie de tabel veel ingezette vereenvoudigingsprincipes.
Stel een doel, ‘target’ vast in vereenvoudiging. En zet die uit in de tijd. Werk zoveel mogelijk target stellend. Dit type vraagstukken wordt alleen maar gerealiseerd als ze target -stellend, duidelijk en zo eenvoudig mogelijk wordt ingezet.
Maak een sterke koppeling met HR. HR kent misschien wel de grootste uitdagingen van organisaties: hoe kom ik aan de goede mensen? Hoe behoud en motiveer ik ze? Hoe ontwikkel ik ze? Hoe richt ik talent management in? Een van de belangrijkste redenen waarom medewerkers en professionals ontevreden zijn en vertrekken zijn complexe organisaties en processen. Er ligt dus een direct positief verband tussen vereenvoudiging en HR.
Knip de interventies op in behapbare moten. Meestal leiden de analyses tot “quick wins” die direct geïmplementeerd kunnen worden en al snel besparingen laten zien. De grotere ‘doorbraak’ inclusief de benodigde aanpassingen in de organisatie wordt vaak binnen 3/6/9 maanden gerealiseerd.
Besteed bovengemiddelde aandacht aan eigenaarschap en communicatie. Zie de bouwstenen uit de Strategie = Executie-methode: bouwsteen 3, bouwsteen 4,
Maak vereenvoudiging een periodieke maatregel. Aanpak: deze propositie uit de Turner dienstverlening wordt ook wel ‘De APK’ genoemd. Het periodiek checken en saneren van aangegroeide complexiteit. Ervaringsfeit: elk jaar of elke twee jaar is een goede frequentie.
Richt batenmanagement in en borg de baten. Zie de bouwstenen uit de Strategie = Executie-methode: bouwsteen 9, bouwsteen 13

Zet de Strategie = Executie methode in voor de executie van de gekozen vereenvoudigingsmaatregelen.

Gebruikers van deze 10 van gebruiken ook vaak: de 10 van Lean, de 10 van kosten- en productiviteitsvraagstukken en de 10 van synergie

Tabel: veel ingezette vereenvoudigingsprincipes:

	Area	Simplification principle	Manifestation	Possible question	Simplification effect of principle
1	Work	Focus on core business (outsourcing)	Outsourcing all non-core-businesses	What is the added value of a specific task / process?	Less coordination needed for non-value adding processes
2	Work	Reducing the number of non-value adding processes	Non-value adding processes are eliminated or outsourced	What is the added value of a specific task / process?	Less coordination needed for non-value adding processes
3	Work	Independency in work	Different tasks are independent of each other, reduce waiting time for other processes	Which processes have waiting time for other processes?	Less coordination and planning needed; processes work independent
4	Work	Standardization (processes, products, working methods, packaging)	Standardization (processes, products, working methods, packaging)	Can this process / product / etc. be standardized? Is this specialty needed? Are processes needed that only serve 10 to 20% of our business? How can this process be standardized?	Less variety in processes / products / etc., less coordination needed Less coordination needed for specialties, less production time needed for specialties
5	Work	Modular working (processes, products, etc.)	Using the same modules in different processes, products. Re-using of processes and product development.	Can we re-use parts of other processes / products?	Less variety in processes / products / etc., less coordination needed
6	Formal Organization – organization and management	Responsibilities and ownership at a lower level in the organization (empowerment)	Unit-management / Self-management of teams	Can this responsibility be given to a lower level in the organization?	Less management layers are needed, less communication and coordination
7	Formal Organization – organization and management	Organizing principles based on primary business characteristic	Organizing by products, or accounts, etc.	What is the primary business principle and are we organized by it?	Reduces the need for coordination and communication
8	Formal Organization – organization and management	Centralization of specializations	Centralizing of specialized staff	Is it more efficient to organize this staff at central level for all units?	Less people needed for this staff; knowledge easier maintained
9	Formal Organization – organization and management	Integral management	Line management is responsible for all management topics, staff can be minimized	Does this task really need to be performed by staff? Can this task be performed by a line manager instead of a staff employee?	Less staff and less coordination between staff and line management.
10	Formal Organization – organization and management	Reduction of hierarchical levels	Reducing of the number of management levels, the span of control will increase	What is the added value of a management layer?	Less managers and less coordination and communication between managers
11	Formal Organization – organization and management	Ad-hoc work in project groups	Onetime events and ad-hoc work is organized in project groups (not a formal part of the organization structure)	Is this task a onetime event or is it a structural task? Can it be better performed in a project group?	Less disruption in line activities and less coordination in line activities. Coordination of projects are more complex, and jobs will be less rich
12	Formal Organization – organization and management	Working with (self-management) teams	Organizing by teams, this reduces the management capacity hat’s needed	Can this responsibility be given to a team?	Less management layers are needed, less communication and coordination
13	Formal Organization – organization and management	Minimizing the need for coordination	Responsibilities are split in such way, that a minimum of coordination is needed between teams	Can we divide the tasks in a different way, so coordination and communication aren’t needed?	Less time is spent on coordination, number of faults reduces, and more time is left for the core of the work
14	Formal Organization – organization and management	Minimizing the need for communication / information	Tasks are split in such way, that a minimum of communication and information sharing is needed between teams	Can we divide the tasks in a different way, so communication and information sharing aren’t needed?	Less time is spent on coordination and communication, number of faults reduces, and more time is left for the core of the work
15	Formal Organization – organization and management	Combining of double tasks / jobs	Grouping the (staff) jobs that are double in the organization	Which jobs are executed at different places and is this needed?	Less people needed for this staff, knowledge easier maintained, less coordination needed between BU’s
16	Formal Organization – organization and management	Clear performance management	Managers know the performance with simple measures (don’t make it too complex)	Is this performance indicator or control measure needed? Can this performance indicator or control measure less complex?	Less time spent on producing management reports and on reading management reports
17	Formal Organization – organization and management	Reducing the level of detail in information management	Only supply the really needed information, do not give too much detail information if not needed	Is this information really needed, can it be less complex?	Less time spent on producing management reports and on reading management reports
18	Formal Organization – organization and management	Span of control aligned with the role of manager	The span of control must be aligned with the role of the manager	Is the span of control large enough for this manager and his role?	Less managers needed
19	Formal Organization – organization and management	Unity in management	An employee has only one manager that is responsible for the hierarchical, functional end operational management	Has this employee more than one manager?	Less coordination and communication needed with employee and other managers
20	Formal Organization – organization and management	Minimizing needed contact points	An employee has a minimum number of contacts for operational and management information	Can the number of contact-points for this employee be reduced?	Less coordination and communication needed
21	Formal Organization – organization and management	Executing a process from trigger to result within one unit Minimizing transfer points	One unit executes all tasks needed to bring a trigger to a result, no coordination is needed with other units	Can this task be performed within one responsibility area?	Coordination and communication during process is not needed
22	Formal Organization – organization and management	One time right, control isn’t needed	Control tasks can be eliminated	Is this non-value adding control task needed?	Less tasks to perform, more time for the real business
23	Formal Organization – organization and management	Combining executing and managing of processes	An employee is executing the task and also planning, managing and controlling the task	Can the employee manage the process itself?	Less coordination and communication needed
24	Formal Organization – organization and management	Minimum size of a unit	Units have a minimum size, units smaller than the minimum are combined with an other unit	What is the size of this unit and is it larger than the minimum size?	Less management capacity and overhead needed / organization of overhead is more efficient
25	Formal Organization – organization and management	Single point of contact	Customers (internal and external) have a single point of contact (one person is preferred)	Has this customer (internal and external) more than one contact points? Can it be one contact point?	Less faults are made and less coordination and communication is needed
26	Formal Organization – organization and management	Single responsibility for communication	Within line operations and projects is a clear responsibility for communication	Are more than one person responsible for communication?	Less coordination needed
27	Formal Organization – organization and management	One management and control model for all units	All units work with one management and control model and have the same set of performance indicators	Have the management and control models differences? Are these differences necessary?	Less coordination and communication and less work in aligning different management and control outcomes
28	Formal Organization – organization and management	Minimizing the number of (management)meetings	Only the really necessary meeting are organized and the duration of the meetings is not too long	Is this meeting really needed?	Less meetings, less time consumed with communication
29	Formal Organization – organization and management	Working with one policy and one set of priorities for all units	Working with one policy and one set of priorities for all units	Have the priorities and policies differences? Are these differences necessary?	Less coordination and communication and less work in aligning the differences
30	Formal Organization – organization and management	One time the right and complete information	One time the right and complete information	Is the information needed one time right and complete? Which bottleneck need to be tackled?	Less waiting and searching time
31	Formal Organization – organization and management	Reduce the peaks (number and heights) in resource claims	A smooth resource claim, due to good planning	Can peaks in resource claims be avoided by smart planning?	Less coordination
32	Formal Organization – organization and management	Reducing the number of organizing principles	The organizational structure is based on only 2 (or 3) simple principles	Do we need this organizing principle?	Less complex structure, so less communication needed
33	People	Developing entrepreneurship	Employees are taking responsibility and are seeking for opportunities	Are we giving enough responsibility to our employees?	Less coordination needed
34	People	Standardization of jobs / job description	The number of different jobs and job description is decreased, more people are doing almost the same job (opportunity for knowledge sharing)	Is this new job / job description needed, or can we use an existing one?	Less coordination and complexity less work in maintenance of job descriptions etc.
35	People	Aligning jobs with the processes	Responsibilities and tasks within a job are identical to complete processes, so transfer is not needed	Can this process be performed within one job? Is a spilt between several jobs really needed?	Less transfer of information and less coordination and communication
36	Formal Organization – ICT	Automation of standard processes	Automation of standard processes	Can this process / task be automated? Is automation cheaper than manual work?	Less manual work, less coordination of this work. More investments in ICT
37	Formal Organization – ICT	Computerization of process management	The management of the processes is automated, management reports are automatically produced	Can this process be management by a system?	Less coordination needed
38	Formal Organization – ICT	Reduce the number of IT-systems	A small number of ICT-systems	Is this ICT-system really needed? Can this task be performed in a already available ICT-system?	Less integration between systems needed. One source of data, so less faults.
39	Formal Organization – ICT	Standardization of IT-systems	Only standard ICT-systems are used	Is self-build software really needed? Is this special configuration really needed?	Upgrading systems is easier, less spending on ICT, attaching new functionalities is easier
40	Formal Organization -Knowledge	Reduce searching time for knowledge	Knowledge is easy findable within all parts of the organization or the right person is found very quickly	Is knowledge easy to find?	Less time spent on searching for knowledge

Strategie = Executie. Sneller verbeteren, vernieuwen en innoveren

Hoe kunnen organisaties strategie-executie tot nr.1 prioriteit verheffen? En sneller verbeteren, vernieuwen én innoveren? Dat leest u in Strategie = Executie. Deze publicatie is gebaseerd op het onderzoek van Turner naar de succesfactoren van strategie-executie & innovatie. We interviewden 60 bestuurders en professionals en analyseerden meer dan 75 cases, 300 relevante boeken en artikelen.

Amerikaans managementboek van het jaar 2021, Nr 1 in de categorie strategisch management, in de bestseller top 100, zevende druk, vertaald in het: Engels, Duits, Spaans, Russisch en Bahasa.
Selectie belangrijkste managementboeken volgens CEO’s van innovatieve organisaties (FD nieuwe kampioenen). Opgenomen in bibliotheek van klassiekers (MB.nl).
Genomineerd voor managementboek van het jaar.
Talloze artikelen en interviews in o.a. FD, Emerce, Frankwatching en CFO.
24 aanbevelingen van topbestuurders.
Talloze ted-talks en incompany workshops bij de top 25-50 organisaties, gemiddelde waardering 8,7.

Amerikaans managementboek van het jaar 2021, Nr 1 in de categorie strategisch management, in de bestseller top 100, zevende druk, vertaald in het: Engels, Duits, Spaans, Russisch en Indonesisch.
Selectie belangrijkste managementboeken volgens CEO’s van innovatieve organisaties (FD nieuwe kampioenen). Opgenomen in bibliotheek van klassiekers (MB.nl).
Genomineerd voor managementboek van het jaar.
Talloze artikelen en interviews in o.a. FD, Emerce, Frankwatching en CFO.
24 aanbevelingen van topbestuurders.
Talloze ted-talks en incompany workshops bij de top 25-50 organisaties, gemiddelde waardering 8,7.