Business Model

CREATING BUSINESS ADVANTAGE MODEL

(CBA Model)

First, every successful business is powered by human performance excellence. These are the five PITOC push factors in The CBA Model. Second, critical enablers, allow a smooth transition to operational excellence. Both of these conditions are essential to create the environment for the third stage of strategic direction. The pull factors of future direction provides the energy to deal with the avalanche of knowledge, speed of change, continuous renewal and competitive challenges.

 

creating business advantage process

Creating Business Advantage

 

Human Performance Improvement is The CBA Model which is built on the principal of getting control of five critical aspects of your business

 

Century Management has developed this PITOC ™ model in order to give you an understandable system to put change and growth and development in a personal and business perspective.

There are two important aspects of Human Performance Improvement and change. The first aspect is the factors that you have most control over ‘ the PITOC ™ factors. The second aspect is the converging external forces over which you have little control. Obviously, these global external forces have a massive influence in driving change.

The best place to start ‘to improve things around here’ is to use the human performance improvement model outlined below:

 

Step 1: Help each individual to acquire an appropriate understanding of the personality factors of temperament, knowledge, skills, attitude, values and emotional intelligence to define, measure and develop their personal and task competencies.

 

Step 2: Learn interpersonal competencies to maximise relationships internally with colleagues, customers and other stakeholders.

 

Step 3: Help groups of individuals become teams. The natural extension of personal and interpersonal development and growth is team development and growth. You need to experience, learn and apply team development competencies. What are the competency levels required for different job families?

 

Step 4: Help organisations to provide the right conditions, environment, climate, culture and learning opportunities for teams to reach their potentials. It has a ripple effect. Ultimately leadership is about getting extraordinary performance from everyone in the organisation to help achieve its strategic goals.

 

Step 5: The customer is the ultimate arbitrator. Customers vote with their feet every day. Today, loyalty is hard earned. So keep everything customer focused. But is everyone clear what constitutes ‘best customer practice?’

 

ENABLERS play a vital role in benchmark best practice competencies, understand business process management and structures engage in systems thinking technologies, and deploy resources optimally. These are the essential infrastructures for the creation of personal/professional and business advantage – the rail tracks upon which the fast moving train of enterprise runs.

 

STRATEGIC THINKING AND PLANNING is the third stage in the CBA Model. Typically the management of strategy development is described in terms of strategic planning and analytical systems. Strategic Thinking, however, is even more important and is the glue that brings strength in depth’ to an organisation. Getting to grips with a strategic thinking and planning process is central to creating business advantage and mastering the strategy challenge. The facilitation of strategy sessions is a core competency of Century Management. We see these two distinct areas in the strategy process and we follow a seven step system as outlined below:

 

The purpose of strategy is to create business advantages, to maximise resources, make more informed and better quality decisions and maximise your core competencies. Ultimately, it is to maximise the long terms return on investments.

 

The real pay-off is that everyone has a lot more focus and clarity, and one source to return to when there is doubt. Critical decisions are made more speedily and accurately. Delays and wastage are dramatically reduced. Responsiveness and productivity go through the roof. Good strategy has enormous beneficial ripple effects throughout the organisation and beyond.

 

The PITOC Model

PITOC Model

 

1: Personal and Professional Mastery

All personal change starts with you. With you maximising your potential. With you clarifying your purpose and developing your competencies. With you balancing your values and attitudes. Personal mastery is at the very core of the PITOC model and at the core of your success in business and family life. Give it 40% focus at a minimum

 

2 Interpersonal Relationships

Your ability to influence, communicate and form interpersonal, one-to-one relationships, at every level of your business activities, drives everything that is happening in your business today. You can’t take interpersonal intelligence for granted or leave it to chance anymore. Your ability to build trust and understanding is critical to success today. It is in fact an intellectual asset in its own right. More and more business deals are based on intangible link-ups, and intellectual properties are often held together by strong interpersonal friendships. Focus 30% plus

 

3 Team Building

The natural extension of strong personal and interpersonal capabilities is to spread these capabilities into larger groups ‘ into teams. You know that good teamwork works in sport. You also know that team synergy reduces stress, wastage and costs and increases value, morale, energy, sales and productivity within a team. How do you maximise the potential of your team? Focus 20% of your change and learning effort in this area

 

4 Organisational Development

Your ultimate goal in any change management process is of course to maximise the potential of your organisation to reach its strategic goals. An organisation is made up of individuals and teams. Mix these together and you have to deal with an elaboration and complexity on a grander scale.

Management of this mix demands leadership, innovation, marketing, deploying resources, installing systems and processes, managing strategic thinking and planning and acknowledging cultural differences. Your ultimate challenge as an individual or manager is to manage individuals and teams through change and create sustainable strategic advantage from that change. Focus 10%!

 

5 Customer Orientation

Your customers are the ultimate electorate. They are voting for you or against you all the time. Today, customers know they have choices as never before. Loyalty is hard-earned. Some companies spend small fortunes on attracting customers and then treat them as unimportant when they come to do business. If you get all the rest right, customer service is easy. If the rest is unbalanced, you will probably grapple with customer problems all the time. Focus 10%!

 

 

Rubicon: Leadership Competency Process

 

Rubicon: Leadership Competency Process is a self-contained, comprehensive programme that focuses on equipping managers and individuals with high levels of competency mastery, personal effectiveness, interpersonal skills and team contribution, culminating in sustainable organisation advantage.

 

Rubicon: Leadership Competency Process consists of a Strategic Human Performance Improvement (SHPI) process:

 

Rubicon Leadership Competency Process

 

Part One: Defining the Job Benchmarks and Measuring the Individual Competencies

Part one of the Rubicon: Leadership Competency Process defines the competencies for the position/job of the individual. It focuses on the question ‘If the job could speak, what would it say?’, and identifies the core competencies required for the position of the individual attending the programme.

The individual competencies are then measured in line with the job competencies. In benchmarking the position and measuring the individual competencies in line with that position, a clear plan for development is then recognised by the individual, which they can follow to become proficient in their role. This stage is critical as it provides the individual with very specific areas for development, rather than merely attending a general management programme. Part one also consists of a communications module, which identifies styles and approaches to work, attitudes and motivational drivers, and competency development.

Part Two: Developing Personal and Professional Competencies

Part two helps participants to focus on personal and professional development relevant to their current and future challenges. This helps individuals develop personal strategies to overcome obstacles, and to identify and adapt the best means to achieve longer term goals. This section of the programme challenges current thinking and provides a framework for exploring new possibilities, methodologies and opportunities to achieve results in a more efficient manner. It helps people develop self-responsibility, self-reliance, accountability, self-concept, confidence, and a positive attitude which can be applied in all situations. It looks at the foundation of the individual and provides them with competency development by way of practices and applications to life and the work place.

Part Three: Developing Solutions to Close the Gaps

This part of the programme focuses on personal strategic planning, goal setting, time management and team development. It challenges individuals to develop a focus on key result areas and key objectives for the future, provides them with a framework for managing change and their career, and addresses the issues of motivating others and developing effective teamwork.

Part Four: Integrating the Process

Part four focuses on the integration of the personal, interpersonal, team and organisation competencies into the workplace by way of practical application and implementation. It addresses management challenges on performance issues, service and contribution.

 

The psychometric reports used in Rubicon: Leadership Competency Process are as follows:

1: TRIMETRIX JOB PLUS REPORT

The TriMetrix Job Plus Report is a system which assists your company in determining the key performance criteria and the core competencies of a specific position. The result is an evaluative report that analyzes a total of 37 separate areas, presented in three sections:

2. TRIMETRIX PERSONAL TALENT REPORT

Provides a summary of a person’s talent. This report shows how an individual can contribute to a job. Your TriMetrix System Personal Talent Report can be compared with specific job requirements outlined in TriMetrix System Job and Job Plus Reports. When the talent required by the job is clearly defined and in turn matched to the individual, everyone wins!

When the foundation of personal, competency mastery and interpersonal effectiveness becomes embedded, the benefits of all previous and subsequent experience, training and development are enhanced and this creates the basis for transforming personal, team and business performance and results.

 

Rubicon: Leadership Competency Process content is based on leading edge, current thinking with a heavy practical bias. Highly professional workbooks including audios/CDs designed for continuous learning and reference, and personalised psychometric reports will be provided to the participants.




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