Strategie = Executie
De 10 van vereenvoudiging
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;
- (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
- (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)
- (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.
- 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.
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 |
Belangrijke gebruiksaanwijzing voor de 10 van kostenreductie en productiviteitsverbetering
1. Focus én slimme combinaties.Succesvolle strategie-executie vraagt focus en expertise in veranderinitiatieven. Daarom deze gespecialiseerde serie van de 10 van. Tegelijkertijd geldt dat in moderne strategie-executie veranderinitiatieven (projecten programma’s) om kosten te verlagen en productiviteit te verhogen niet ten koste van winstgevendheid, groei en innovatie mogen gaan. Dat vraagt: én gespecialiseerde aanpak van vraagstukken zoals met behulp van deze set van de 10 van én slimme inzet en combinaties van veranderinitiatieven. Zie daarom ook de andere series van ‘De 10 van’ veel voorkomende strategie-executie-vraagstukken.
2. Pas de kernelementen van de Strategie = Executie methode op maat toe: (1) korte analyse en ontwerpfasen (4 – 6 weken), (2) executie en opschalen in golven (geen pilots maar zichzelf verbeterende golven), (3) inclusief batenmanagement en borging. Evident: de harde kant (doelen inhoud), de zachte kant (eigenaarschap en executiestrategie) en project- en/of programmamatig werken in evenwicht.
Over de Turner series ‘De 10 van …’
Turner ondersteunt jaarlijks tientallen projecten en/of programma’s van strategie-executie met ca. 100 gespecialiseerde strategie-executie professionals in de private en in de (semi-)publieke sector. Combinaties van doelen zoals kostenverlaging, talentbehoud en innovatie spelen hierin vrijwel altijd een rol. We zien het als onze professionele opdracht het geleerde over wat wel en niet werkt steeds weer op te tekenen in onze methoden. Zodat onze werkmethoden lerend zijn, gevoegd worden door de weerbarstige praktijk en schaalbaar zijn naar volgende opdrachten en opdrachtgevers. Deze praktische werkmethoden staan inmiddels bekend als de series van ‘de 10 van’.
Lees hier meer over de resultaten die andere opdrachtgevers behaalden met hulp van Turner Strategie = Executie.
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Strategie = Executie. Sneller verbeteren, vernieuwen en innoveren
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