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Retooling

 

Business Analysis Services:

 

Prior to beginning any new project, the organization must re-tool itself to ensure they are ready to meet the challenges of the New Economy. 

Globalization, IT/IS technological advances, production automation technologies, and the internet have provided the catalyst to re-tool the organization to become sustainable. Re-tooling involves:

bullet Changes in leadership style and accessibility: A focus on adding value for the customer through organizational, transactional, resource cost efficiencies, and developing high standards of quality and ethics in all aspects of the organization.
bullet Alignment of business and technology strategies that results in a customer focused organization that incrementally moves to become a sustainable organization that can migrate to the next level: A virtual organization
bullet Creation and utilization of a supply network where all their partners are incrementally moving to become sustainable as well.
bullet Development of organizational human/social capital and organizational knowledge as a valuable competitive resource; from the CEO to the janitor, the entire organization must upgrade their knowledge and skills to utilize IT/IS systems to automate processes, reduce operational costs, reduce resource wastes, and to create a strategically flexible and competitive global organization.

Re-tooling incorporates:

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Updated business models and methodologies to develop new strategic goals.

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Creation of new operational processes to improve resource utilization and product/service quality.

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Implementation of new financial controls that emphasize accounting based measures to ensure increased return on investments and assets.

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Utilization of new decision-making processes to achieve “operational effectiveness” through the implementation and the development of customer relationship management and enterprise resource management systems.

 The organization becomes a “learning organization” with the strategic vision for:

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Systematic problem-solving

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Experimentation with new approaches

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Learning from past experiences

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Learning from the best practices of others

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Development of knowledge management to ensure knowledge creation and transfer

 The goals of re-tooling the organization are:

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To implement multiple strategic initiatives that define the scope and format of a new customer focused sustainable organization.

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To produce a high quality product portfolio that fills in any gaps with IT/IS architectures.

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To create new organizational opportunities in global growth markets through the utilization of a knowledge management system to entice employees to share what they learn and know.  

 

 

 

Business Analysis = Re-Tooling the Organization

 

There are five tasks involved in re-tooling as part of the business analysis process:

Task 1: Strategic evaluation of the organization utilizing the following types of analytical models:

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The industrial organization model of above average returns to analyze the current general/external business environment.

 

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The resources-based model of above average returns analysis where the organization’s resources and capabilities determine how to create dynamic strategic processes that create value.

 

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The general or external environment analysis which is based on six environmental segments to identify threats and opportunities in global markets.

 

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The five forces of competition model to determine the industry environment.

 

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The competitor analysis focuses on each company the organization directly competes with in its markets.

 

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An internal analysis to develop core competencies and competitive advantage.

 

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The value chain analysis looks at every step a business goes through, from raw materials to the eventual end-user to create a model of the organization.

 

Task 2: Evaluation, realignment and implementation of Corporate Social Responsibility standards and practices to develop sustainability throughout the organization in incremental or transformative implementation/action plans the use of conducting pilot experiments, learning from successes and failures of others, increasing emphasis on capability development, small interventions, design change programs, and change agents. The evaluation process for this task is performed in conjunction with Task 1. The specialized analytical tools or analysis models specific to this task are performed and the data incorporated into the Task 1 analysis reports to enable the development of new corporate and business strategies.

Task 3: Evaluation, realignment and implementation of the organizational and IT/IS strategies to produce a Strategic Information Systems Plan (SISP) which incorporates the corporate and business strategies that results in the standardization of data, hardware/software systems, and operations/organizational processes; outsourcing/insourcing IT/IS architectures, developing an e-Business/e-Commerce web portal with intranet/internet capabilities, and moving all organizational information/processes from print to digital mediums. The evaluation process for this task is performed in conjunction with Task 1. The specialized analytical tools or analysis models specific to this task are performed and the data incorporated into the Task 1 analysis reports to enable the development of new corporate and business strategies.

Task 4: Evaluation, realignment, and implementation of operations strategies that utilize internet based Business to Business (B2B), Business to Consumers (B2C) or Business to Government (B2G) technologies, initiatives, and alliances for manufacturing, inventory control, distribution systems within the supply chain, and implementation of quality control systems (like Six Sigma). Target IT/IS technology as the major cost driver within the supply chain to develop a strategic cost reduction and gain efficiency. The evaluation process for this task is performed in conjunction with Task 1. The specialized analytical tools or analysis models specific to this task are performed and the data incorporated into the Task 1 analysis reports to enable the development of new corporate and business strategies.

Task 5: Evaluation, realignment, and implementation of sales/marketing activities to develop a value chain model that can map out value-creating activities to utilize core competencies that illustrate market differentiation and sustainable competitive advantage through the use of brand image, direct to customer sales channels, and customizable products and services based on market segments. The evaluation process for this task is performed in conjunction with Task 1. The specialized analytical tools or analysis models specific to this task are performed and the data incorporated into the Task 1 analysis reports to enable the development of new corporate and business strategies.

The results of these analyzes will determine the strategies and methodologies the organization must utilize to ensure re-tooling can be achieved through the creation of action and implementation plans to create a social architecture and organizational operating system that develops human and ecological sustainability.

 

For More Information, please click on the Re-Tooling link above or here to read an excerpt from out Re-Tooling methodology.

 

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Last modified: October 28, 2007