WORK PLAN AND SAMPLE OUTPUT OF ORG & KPI (PHASE I) (2).ppt

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XXXXX-XX/Footer - * - WORK PLAN AND SAMPLE OUTPUT OF ORG & KPI (PHASE I) XXXXX-XX/Footer - * - OVERVIEW OF PROPOSED ORG & KPI MODULE APPROACH Create and discuss fact base Identify and evaluate opportunities Synthesize and finalize recommendations 6 weeks 5 weeks 2 weeks KPI system Organization roadmap Priorities for next phase Organization KPI systems Steering committee meeting Training workshop Current organization audit Issues and root causes Requirement for success Case studies Current system audit Issues and root causes Case studies Organization design and roadmap KPI system design Kick-off KPI/incentive Supply chain Interim 1 Interim 2 Final Review + set priorities for Phase 2 (Phase I) (Phase II) (Phase III) Sales & marketing Brand management Change management TBD XXXXX-XX/Footer - * - KEY MODULE OBJECTIVE IN PHASE I Audit current organization structure, processes and capabilities What are the issues of HY’s current organization architecture? How effectively does HY’s key decision-making process operate? Is the key project team system in place and how does it work? How does the current KPI system work? How does the HR management work? esp. in recruiting and training? What are the information requirements in key functions and how does the information system work now? XXXXX-XX/Footer - * - ORGANIZATION/KPI MODULES WILL ENHANCE THE MANAGEMENT SYSTEM – HOW THE COMPANY MANAGES Holistic Approach Incorporating Main Management Levers Architecture Roles and responsibilities Job descriptions Structure Key performance indicators Incentives KPI/incentives Strategic planning Capital expenditure Processes Recruiting Training People Practices Task forces Design teams Committees Project Teams Information requirement Systems Architecture Information Technology(1) Behavior And Results Growth Strategy (1) Not included in this project scope XXXXX-XX/Footer - * - PROPOSED PROJECT WORK PLAN AND TIMELINE (I) Key questions Initial hypothesis Analysis Source Owner Time What are the issues of HY’s current organization architecture? HY has a very complicated organization structure too many layers too many Departments too many people report to the President The headcount efficiency in xxx Dept could be improved Two issues exist in job description of Sales Dept top level positions’ R&R were too much involved into local issues R&R overlapping across different levels Org chart benchmark I-a High-level headcount efficiency comparison I-b ISO9000 comparison Job description and actual work comparison Best practice benchmark I-c HR interviews 于洋 赵金林 邓学良 Sales interviews Competitor interview Lit research Related position interviews KM best practice benchmark Dianna 邓学良 杨洪芹 张萍 Dianna Elaine/Bill Dianna 钮祥玉 two weeks XXXXX-XX/Footer - * - PROPOSED PROJECT WORK PLAN AND TIMELINE (II) Key questions Initial hypothesis Analysis Source Owner Time How was the effectiveness of HY’s key decision-making process? HY does not have standard key decision-making process no standard procedure? key output too general? insufficient follow up and enforcement Most decisions are made by President himself, little involvement of other staff Benchmark with best practice II-a Vice President interview 赵金林 Head of related functions interviews Finance Mgr. Manuf. Mgr. etc. KM Dianna Dianna 邓学良 Dianna 3 days XXXXX-XX/Footer - * - PROPOSED PROJECT WORK PLAN AND TIMELINE (III) Key questions Initial hypothesis Analysis Source Owner Time Is the key project team system in place and how does it work? HY has not set up a sophisticated project-based team for some key tasks lack of feasibility study on project typically it is one man team and mainly for execution no standard designation procedure key output too general insufficient follow up and enforcement Benchmark with best practice III-a VP interviews赵金林 Head of related project teams interviews KM Dianna Dianna 邓学良 杨扬 Dianna 3 days XXXXX-XX/Footer - * - PROPOSED PROJECT WORK PLAN AND TIMELINE (IV) Key questions Initial hypothesis Analysis Source Owner Time How does the current KPI system work? There is no KPI/incentive system in placed in Huiyuan, except for sales force and Manuf. Current KPI/incentive for sales and Manuf. managers not effective critical KPI missing KPI not reflect the regional characteristics In order to carry out the growth strategy, a well designed KPI/incentive system is necessary Huiyuan lacks a KPI/incentive design methodology Critical activities required to define the right KPI/incentive system Current KPI sample IV- a Missing and impropriate KPI list and rationale IV-b(1) Best practice IV-c Current methodology IV-d(2) Best practice IV-e HR interviews ( 刘冠忠) Sales and Manuf. interviews ( 刘冠忠) KM HR and Sales Mgr. interviews HR and Sales Mgr. interviews KM Dianna Dianna, Bill, Eric Dianna Dianna Dianna Dianna 3 days (1) Could be combined with IV-c Could be combined with IV –e Note: focus on Sales and Manuf. XXXXX-XX/Footer - * - PROPOSED PROJECT WORK PLAN AND TIMELINE (V) Key questions Initial hypothesis Analysis Source Owner Time How does the HR management work? esp. in recruiting and training Managers/employees at key functional areas not qualified enough HY has very high staff turnover in all Departments due to frequent rotation frequent hiring and firing The high staff turnover leads to several issues staff cannot build up expertise internal network broken Job description always change Capability gap analysis V-a Example in HQ in a typical day or a period of time V-b Example in HQ V-c HR interviews Sales force interviews HR interviews Sales force interviews Dianna 钟昌胜 Dianna 钟昌胜 3 days XXXXX-XX/Footer - * - PROPOSED PROJECT WORK PLAN AND TIMELINE (V) Key questions Initial hypothesis Analysis Source Owner Time How does the HR management work? esp. in recruiting and training Recruiting and training practice key reasons for low employee capabilities training content not fit the trainees needs not well-developed recruiting process/criteria? not attractive package? problems in people retention? Current training system and issues V-a Current recruiting system and issues V-b HR interviews Sales force interviews HR interviews Sales force interviews Dianna 钟昌胜 Dianna 钟昌胜 3 days XXXXX-XX/Footer - * - PROPOSED PROJECT WORK PLAN AND TIMELINE (VI) Key questions Initial hypothesis Analysis Source Owner Time What are the information requirement in key functions and how does the information system work now? Information system not well-developed in key departments frequency issue? information flow issue? platform not set up? Manufacturing and sales key process information collection Example VI-a Sales and Manuf. interviews Dianna Bill Eric 杨扬 2 days XXXXX-XX/Footer - * - HY HAS A VERY COMPLICATED ORGANIZATION STRUCTURE(I) 总裁 副总裁 副总裁 副总裁 集团总部 华北大区 华东大区 华中大区 东北大区 西南大区 西北大区 总务(1) 财务 会计 审计 法务 对外协作 党委办公室 集团办公室 战略发展 国际业务 人力资源 工会(2) 食品办 营销总部(3) 生产总部(4) 研发中心(4) 大区总部 工厂 省级销售公司 市级销售公司 县级销售公司 大区总部 工厂 省级销售公司 市级销售公司 县级销售公司 大区总部 工厂 省级销售公司 市级销售公司 县级销售公司 大区总部 工厂 省级销售公司 市级销售公司 县级销售公司 大区总部 工厂 省级销售公司 市级销售公司 县级销售公司 大区总部 工厂 省级销售公司 市级销售公司 县级销售公司 信息 (1)(2)(3)(4)(5) are the department s that have second level departments Source: Huiyuan interview 一级单位 I-a XXXXX-XX/Footer - * - HY HAS A VERY COMPLICATED ORGANIZATION STRUCTURE (II) Headquarter 一级单位 二级单位 XXXXX-XX/Footer - * - TYPICAL ORGANIZATION STRUCTURE IN BEVERAGE INDUSTRY XXXXX-XX/Footer - * - # OF LAYERS IN SALES FORCE MORE THAN INDUSTRY AVERAGE I - b HY Sales force layer HQ Regional City District County ... Layers in total 5 Great lake Sales force layer HQ Regional City District Layers in total 4 Tropicana Sales force layer HQ Regional City District Layers in total 4 Sundary Sales force layer HQ Regional City Layers in total 3 XXXXX-XX/Footer - * - THE HEADCOUNT EFFICIENCY IN XXX DEPARTMENT COULD BE IMPROVED Headcount efficiency comparison Production vol/ Headcount I - c XXXXX-XX/Footer - * - MISMATCH IN THE JOB DESCRIPTIONS AND ACTUAL WORK I - d Example: County Sales Manager Job description Actual work Distributor relationship management  Sales forecast, planning Logistics and warehousing management Sales expense control Sales contract management   Credit planning, collection management and bad debt control Promotion Execution Sales Rep training planning Sales Rep recruiting planning Market information reporting Distributor relationship management  Sales forecast, planning ? Sales expense control Sales contract management   Credit planning, collection management and bad debt control Promotion Execution Sales Rep training planning Sales Rep recruiting planning Advertising planning? XXXXX-XX/Footer - * - TYPICAL PROCESS OF STRATEGIC PLANNING HAS FIVE STEPS Strategy development Set priority Business plan Annual budget Monitor When Who What inputs What outputs How II - a XXXXX-XX/Footer - * - CLIENT SHOWS EVIDENCE OF SUFFERING FROM SOME COMMON PLANNING/BUDGETING PROCESS PROBLEMS Insufficient Focus On Key Issues/Priorities Basis of competitive advantage not established or fully understood Don’t address the strategic issues which the business is facing • Lack of analytical rigour to identify issues Inadequate bridge between strategy and business plans • Results in laundry list of tactics to be undertaken with little prioritisation Evidence this is a problem in client Problems With Strategic Plans/Budgets Unrealistic And Not Sufficiently Actionable Unrealistic assumptions result in ‘hockey stick’ forecasts Emphasis on ‘verbiage’ and lack of attention to quantified management commitment/actions Tactics not explicitly linked to budgets, capex or performance measures Inappropriate Process Timeframe Tries to develop all aspects of strategy within a routine cycle that allocates 2-3 months to the task Inappropriate frequencies: an annual strategic review makes no sense in some industries II - b XXXXX-XX/Footer - * - HY HAS NOT SET UP PROJECT-BASED TEAM FOR XXX TASK III - a Typical projects New product development project New sales force setting project New plant construction project Consulting project Raw material base selection project ... HY now   X  X XXXXX-XX/Footer - * - CURRENT ISSUES SURROUND THE RESPONSIBILITY SETTING III - b 问题识别 项目提出 项目论证和批准 项目实施 项目周期 项目的整体绩效考核 各部门在项目中的绩效考核 项目投入(人力、物力、财力) 产出(营业额、成本、利润) 对长期核心竞争力的影响(品牌、技术、市场) 主要考虑的因素 项目绩效考核 各部门在项目周期中的角色和重要性 各部门在项目中的表现 各部门对其他部门的配合与协作 项目的例子 ISO 9002 流水线改造 XXXXX-XX/Footer - * - CURRENTLY NO KPI SYSTEM IN PLACE EXCEPT FOR SALES DEPARTMENT IV - a Manuf. Sales Marketing Admin Finance Equipment KPI system Incentive system Very simplified Yes No No No No ... Very simplified Commission linked with KPI Average Average Average Average XXXXX-XX/Footer - * - AND THE KPI/INCENTIVE FOR SALES MANAGERS NOT EFFECTIVE IV - b Current KPI Sales volume Market share Market expense Bad debt ratio Key issue Not based on sales plan Not consider the variation in different market Not consider the variation in different market - Lack of measurement on sales planning, market information collection, training quality etc XXXXX-XX/Footer - * - HY LACKS A KPI/INCENTIVE DESIGN METHODOLOGY Three Types of Input Required IV - c 信息输入 部门岗位职责 跨部门 工作流程 企业中长期 发展战略 考核指标 日常工作考核指标 (现有考核的侧重点) 跨部门 协作职能 考核指标 企业全局性 考核指标 完善的考核体系 绩效考核体系 整 合 XXXXX-XX/Footer - * - 战略制定 确定关键绩效驱动因素 选择关键绩效考核指标 沟通与执行 监控/测量 改善 获益 自上而下 自下而上 设定目标 设定预算、计划、成果 战略具体化 A WELL-DESIGNED KPI/INCENTIVE SYSTEM NECESSARY FOR CARRYING ON GROWTH STRATEGY IV - d XXXXX-XX/Footer - * - CAPABILITIES GAP EXIST IN XXX FUNCTION “xxxx...” “xxxx...” “xxxx...” V - a Quotes XXXXX-XX/Footer - * - RESULTED FROM SHORTAGE OF IMPROPER TRAINING TIME ALLOCATION AND CONTENT DESIGN V - b Example: 3-year xxx staff First year Second year Third year Training schedule & time Training content Meet expectation (2 weeks) (2 days) (2 days) (1 week) No Sort of Almost Meet Introduction& basics Basics + enhanced II Case study enhanced II XXXXX-XX/Footer - * - FREQUENCY OF INFORMATION UPDATING NEEDS INCREASE FOR XXX DEPARTMENT VI - a HY now # required Rationale Twice a month weekly Every day Every two hours weekly Every other day every day every hour Ensure the lead time increase the inventory management efficiency ... ... Quality control process XXXXX-XX/Footer - * - STRUCTURE OF INVESTMENT MODELING TEAM Project management Zhu xinli Jim Hemerling Organization KPI BCG Scott Ohman Dianna Qian Dianna Qian Huiyuan HR Sales Manuf. Others XXXXX-XX/Footer - * - UNUSED SLIDES XXXXX-XX/Footer - * - 700 cities segmented into four clusters 700 cities segmented into four clusters SAMPLE OUTPUTS - CITY SELECTION 700 cities segmented into four clusters Detail list of city clusters Market overview of selected cities # of cities Category size range GM range Minimum ABL cost Minimum cost of promotion Minimum cost for sales/DSR Priority Big Medium Small … X - Y A - B … … ... … X’ - Y’ A’ - B’ … … ... … X’’ - Y’’ A’’ - B’’ … … ... … X’’’ - Y’’’ A’’’ - B’’’ … … … Hair Oral Skin 700 cities segmented into four clusters 700 cities segmented into four clusters Six cities selected from four clusters Cluster City Rationale Priority Big Medium Small City 1 City 2 City 3 City 4 City5 City6 Hair Oral Skin Competition position Data availability S&D Brand strength Location … … … … … … … … … … … … … … … … … … … … … … … … … … … … … … Priority City 1a City 1b … … ... … … … … ... Big City2’a City2’b … … ... Medium City3’’’a City3’’’c … … ... Medium City4’’’’a City4’’’’c … … ... Backup City Category size City 1 City 2 City 3 City 4 City 5 City 6 … … … … … ... Unilever volume … … … … … ... Market leader Volume … … … … … ... # of sales … … … … … ... Product availability … … … … … ... Media spending … … … … … ... XXXXX-XX/Footer - * - PROPOSED PROJECT TIMELINE AND WORKPLAN (I) Phase I Feb 13 20 27 5 12 À City selection Milestones Tasks Meeting dates Chinese New Year City selected Diagnoses finished Model completed Cross-team meeting Interim/Final presentation Dec Jan Nov XXXXX-XX/Footer - * - PROPOSED PROJECT TIMELINE AND WORKPLAN (II) Phase I Nov Dec Jan Feb 20 27 4 11 18 26 1 8 15 22 29 5 12 Á City market overview Size today’s category market (hair and oral), understand growth potential Analyze available Unilever data Analyze public data/statistic Interview with Unilever manager/ wholesaler Understand Unilever’s market position vs. competitors Analyze market share position Check product availabilities Examine brand strength (awareness, preference, loyalty) Understand pricing dynamics Generate hypothesis for gap existence Propose key lever to be further studied Milestones Tasks Meeting dates Chinese New Year City selected Diagnoses finished Model completed Cross-team meeting Interim/Final presentation XXXXX-XX/Footer - * - KEY QUESTIONS TO BE ANSWERED How can the effectiveness of the current organization/management system be improved? What are the current key organizational issues and their root causes? What are the priority areas for improvement? How to improve? What organization/management system will be required for an RMB 5 Bn business? What areas need to be changed to support a larger business? What kind of changes need to be made in each area? What should be the roadmap to address current issues and support growth? What are the phases of change and the optimal pace to refine and expand the organization/management system?