Page 129 - Managing Change in Organizations

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Chapter 7 ■ Organizations in the twenty-first century: the value-added organization

A1.5 Business processes
Score (1 to 7)
Low Actual/priority High
Technical skills
Resource utilization
Level of technology used in products
Strength of patents/processes
Operational effectiveness
Delivery performance
Value added to customer
Labour intensity
Economies of scale
Application of information technology
Level of coordination
Elapsed to work time ratio
Other
Low High

Stage A2: Value-added metric
If the goal of your company is to create value for all stakeholders, this metric, pre-
sented below, can help you assess how well prepared it is to achieve that goal.

Value-added metric

1 Does the company seek to solve problems so that all stakeholders benefit (cus-
tomers, employees, shareholders, the local community) or does it consistently
favour one or more stakeholder groups?
Focused on one Often makes trade-offs Seeks mutual
stakeholder between two stakeholder benefits
groups
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2 Is there an integrated performance measurement framework which links individ-
ual level to corporate level performance covering employee, customer and share-
holder issues and concerns?
No framework Fragmented framework Integrated framework
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3 Do we have a good understanding of the value drivers of our business?

No clear under- We focus on everything We focus on the key
standing value drivers
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