- Ask a Question
- Bookmark
- Share
- prev
- next
Half Day | Max. 50 Participants
Workshop Outcomes
- Managers have their KPOs validated
- Managers identify the decisions they need to make to deliver their KPOs
- Managers identify the knowledge they need to make robust decisions
- The organisation can identify poor decision makers: individuals, regions, products, function, level of management
- The organisation can identify those people to whom it is vulnerable to if they left
- The organisation can identify Mission Critical Know How and the extent that it is documented
- The organisation can optimise its expenditure/investment in knowledge acquisition and save on non-value-adding
Topics Covered
- Role-based KPOs
- Decisions needed to deliver KPOs
- Knowledge needed for critical decisions
- Mission Critical Know How
- Measuring Performance
- Examples of applying this methodology
Location
- Willing to work remote
- Willing to work interstate
- Willing to work internationally
How can this workshop be delivered?
- Face to face
Overview
This workshop explains the logic of using the key principle of role-KPOs (defining decisions needing to be made vs defining knowledge needed to make those Mission Critical decisions).
This knowledge mapping provides metrics that identify:
- the strength of decisions made by employee, region, product/service, function, and level from board
- identifies poor decision-making and strong or adequate decision-making
- identifies where focus needs to be made to increase decision strength by increasing the availability of Mission
Critical knowledge
- identifies the vulnerability of an organisation to tacit knowledge "walking out the door"
- identifies those areas of the organisation that have a weak capability to ensure ongoing operations due to inadequate training
- helps categorise the knowledge held by organisations for which it expends cost and effort that does not contribute to decision-making strength
Workshop Outcomes
- Managers have their KPOs validated
- Managers identify the decisions they need to make to deliver their KPOs
- Managers identify the knowledge they need to make robust decisions
- The organisation can identify poor decision makers: individuals, regions, products, function, level of management
- The organisation can identify those people to whom it is vulnerable to if they left
- The organisation can identify Mission Critical Know How and the extent that it is documented
- The organisation can optimise its expenditure/investment in knowledge acquisition and save on non-value-adding
Topics Covered
- Role-based KPOs
- Decisions needed to deliver KPOs
- Knowledge needed for critical decisions
- Mission Critical Know How
- Measuring Performance
- Examples of applying this methodology
Who is this workshop for
Directors, Executive Team managers, HR managers, Divisional Managers
Handouts/materials provided
Copies of slides available if requested.
What to bring
Notebook and pen
Facilitator
About the facilitator
Jack is a highly experienced strategist, problem solver and innovator and has worked with hundreds of organisations over his 40 years of corporate development work both in Australia and overseas. He is well known for developing the VisionCircle Movement, the Rhodium network, the Decision Hierarchy Methodology, the Personal Decision Methodology (Knowledge Management), the Shareholder Value Metrics Model, and a range of other "lightbulb" moments to help people and organisations improve and be the best they can be. His reputation is based on successfully changing, repairing, and focusing organisations so that they more effectively deliver their organisation’s objectives. He has global experience having worked for clients and projects in Brazil, Canada, China, Denmark, Hong Kong, Malaysia, Mexico, New Guinea, New Zealand, Portugal, Singapore, South Africa, Sri Lanka, United Kingdom and USA.
Early in his career Jack was the CEO of a 500-person organisation, a director in Ernst & Young Consulting practice for over 5 years, and served with KPMG, Touché Ross and Ibis Strategy prior to working as an independent consultant with industry and as a mentor/coach. He has authored 7 books including two on Shareholder Value and Change Management and has experience as a director and Chairman for a range of organisations including being a past syndicate chair within the CEO institute. He is known for his business and organisational work in the strategic, mentoring, corporate repair, troubleshooting, problem solving, knowledge management and innovation areas, thriving on big challenges. However his real passion is for developing capability in both individuals and organisations for better decision making.
As well as substantial corporate experience, Jack holds a Doctor of Business Administration, an MBA and a BA in Economics and Sociology and was an Adjunct Professor (2009-2015) for RMIT in Melbourne. He has lectured at many universities and institutions and has taught Strategy, Corporate Planning, Management, Market Research and Consumer Behaviour.
Previous projects of note include:
•Prison Review for the Attorney General - WA Government
•Fire Brigade Review for Minister Emergency Services – WA Government
•Restructured Building Management Authority for Housing Minister - WA Gov.
•Major change projects for Coles Myer, Alinta, ALH (Fosters), Australian Wheat Board, Jemena, Ok Tedi Mining, Gordon & Gotch, Victorian Government, Western Australian Government, and others.
Key Expertise
- Strategy
- Planning
- Change Management
- Troubleshooting
- Efficiency & Effectiveness
- Mentoring
- Knowledge Management
- Shareholder Value
Industry Focus
- Government
- Government Enterprise
- ASX listed companies
- Resources
- Manufacturing
- Professional Services
- Telecommunications
Based in:
About the facilitator
Jack is a highly experienced strategist, problem solver and innovator and has worked with hundreds of organisations over his 40 years of corporate development work both in Australia and overseas. He is well known for developing the VisionCircle Movement, the Rhodium network, the Decision Hierarchy Methodology, the Personal Decision Methodology (Knowledge Management), the Shareholder Value Metrics Model, and a range of other "lightbulb" moments to help people and organisations improve and be the best they can be. His reputation is based on successfully changing, repairing, and focusing organisations so that they more effectively deliver their organisation’s objectives. He has global experience having worked for clients and projects in Brazil, Canada, China, Denmark, Hong Kong, Malaysia, Mexico, New Guinea, New Zealand, Portugal, Singapore, South Africa, Sri Lanka, United Kingdom and USA.
Early in his career Jack was the CEO of a 500-person organisation, a director in Ernst & Young Consulting practice for over 5 years, and served with KPMG, Touché Ross and Ibis Strategy prior to working as an independent consultant with industry and as a mentor/coach. He has authored 7 books including two on Shareholder Value and Change Management and has experience as a director and Chairman for a range of organisations including being a past syndicate chair within the CEO institute. He is known for his business and organisational work in the strategic, mentoring, corporate repair, troubleshooting, problem solving, knowledge management and innovation areas, thriving on big challenges. However his real passion is for developing capability in both individuals and organisations for better decision making.
As well as substantial corporate experience, Jack holds a Doctor of Business Administration, an MBA and a BA in Economics and Sociology and was an Adjunct Professor (2009-2015) for RMIT in Melbourne. He has lectured at many universities and institutions and has taught Strategy, Corporate Planning, Management, Market Research and Consumer Behaviour.
Previous projects of note include:
•Prison Review for the Attorney General - WA Government
•Fire Brigade Review for Minister Emergency Services – WA Government
•Restructured Building Management Authority for Housing Minister - WA Gov.
•Major change projects for Coles Myer, Alinta, ALH (Fosters), Australian Wheat Board, Jemena, Ok Tedi Mining, Gordon & Gotch, Victorian Government, Western Australian Government, and others.
Key Expertise
- Strategy
- Planning
- Change Management
- Troubleshooting
- Efficiency & Effectiveness
- Mentoring
- Knowledge Management
- Shareholder Value
Industry Focus
- Government
- Government Enterprise
- ASX listed companies
- Resources
- Manufacturing
- Professional Services
- Telecommunications
Based in:
Contact Us
Can’t find what you need? For more information or a customised solution for your organisation, simply fill out the form below, we will be in touch with you shortly.
Providing choice of leading experts, best training workshops and coaching solutions.Â