Philip Walcoff - "The Fast Forward MBA in Business Planning for ...

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Philip Walcoff - "The Fast Forward MBA in Business Planning for Growth"Page 33insufficient sales staff, managers being too busy to market and sell, and not winning competitive bids.This is not to say that the operations organization or the president aren't part of the problem, but it isgenerally up to the marketing and sales organization to be a major factor in resolving the marketing andsales issues.Personnel and compensation issues refer primarily to the human resources (HR) organization shown inFigure 3.4, which is responsible for the recruiting and retention of employees. Major HR issues are alack of employee incentives and a lack of an employee training program. These types of issues mightstem from any organization in the company, but, as in the case of marketing and sales, it is generally upto HR to take a lead role in resolving the personnel and compensation issues.Management and operations issues refer primarily to the operations organization shown in Figure 3.4.This is where the revenue is generated in the company, through manufacturing products, providingservices, or making wholesale and retail sales, to name a few possibilities. The major management andoperations issue is managers lacking accountability and authority. There is no question that the CEOand other staff organizations may have a hand in creating the management and operations issues, but itis usually up to the operations organization(s) to take the lead in resolving them.Finance and administration issues refer primarily to the finance and administration organization shownin Figure 3.4, which is responsible for all the company's financial tracking and planning as well as theadministration (sometimes performed by the HR organization) of the company. Major finance andadministration issues are an inadequate financial system and costs being out of control. Again, financeand administration issues may stem from other elements of the company, but it is generally up to thisorganization to resolve them.Chapter 4 describes the major issues stemming from these four organization-specific issue categoriesand presents approaches for dealing with them.file:///C|/Documents and Settings/gasanova/Local Settin...Forward_MBA_in_Business_Planning_for_Growth/e-book.html (44 of 219)16.02.2005 13:54:23
Philip Walcoff - "The Fast Forward MBA in Business Planning for Growth"Page 34Companywide IssuesCompanywide issues are generally found throughout the enterprise, and resolving these issues usuallyrequires a companywide effort involving senior managers throughout the company. The keycompanywide issues can usually be found in the following five areas:1. Communications2. Culture3. Systems and processes4. Planning5. ResourcesCommunications issues are highly prevalent and typically appear throughout the company'sinfrastructure. The major communications issue is communications gaps up, down, and across the line.The CEO must usually play a major part in resolving these issues, but it is up to all senior managers tobecome part of the solution.Culture issues show up throughout an organization, but I believe it is top management (specifically thepresident or CEO) that sets the culture and that must take the leading steps in modifying it if necessary.The major culture issue is a lack of accountability throughout the company. Virginia O'Brien indicatesthat "culture is the accumulated shared values, beliefs, attitudes, assumptions, interpretations, habits,customs, practices, knowledge, and behaviors of a group of people which bind them together." 1 Shegoes on to say that "cultural change messages must come from senior managers. . . ." Therefore, Ibelieve it is primarily up to the CEO, working with other senior managers, to address culture issues.Systems and processes issues also generally show up in all elements of the organization. The majorsystems and processes issue is a lack of standardized systems. Systems and processes issues abound—they show up in finance and administration as poor financial reporting, and in operations as ineffectivemonitoring of the quality of the product or service or a lack of processes for developing and deliveringthefile:///C|/Documents and Settings/gasanova/Local Settin...Forward_MBA_in_Business_Planning_for_Growth/e-book.html (45 of 219)16.02.2005 13:54:23
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