About the author |
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xii | |
Foreword |
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xiii | |
Acknowledgements |
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xv | |
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1 | (78) |
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1.1 Organizational Planning and Analysis |
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3 | (22) |
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3 | (2) |
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Navigating disruption and change |
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5 | (9) |
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The importance of organizational capabilities |
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14 | (1) |
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A new core capability is needed: OP&A |
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15 | (4) |
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How this book will help you |
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19 | (1) |
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20 | (1) |
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21 | (2) |
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23 | (2) |
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1.2 Data-Driven Organization Design |
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25 | (26) |
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25 | (1) |
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The organization is a system |
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26 | (2) |
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Organizational data is hierarchical |
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28 | (1) |
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Organizational data is messy (fragmented and incomplete, constantly changing and connected in complex ways) |
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28 | (2) |
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Macro operating design versus micro detailed design |
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30 | (1) |
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30 | (7) |
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37 | (13) |
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50 | (1) |
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1.3 Financial Planning and Analysis |
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51 | (28) |
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51 | (2) |
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53 | (3) |
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Management and performance reporting |
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56 | (12) |
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68 | (1) |
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Future-focused planning, budgeting and monitoring |
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69 | (1) |
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69 | (6) |
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75 | (2) |
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77 | (2) |
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Part Two Making it Real: Transformation and optimization |
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79 | (86) |
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81 | (7) |
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81 | (1) |
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The importance of a fair and well-governed process |
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82 | (2) |
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Structure and logic for Part Two |
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84 | (3) |
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87 | (1) |
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88 | (25) |
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88 | (1) |
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89 | (5) |
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HOWWIP exercises and games |
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94 | (4) |
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Identify potential traps and plan for contingency |
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98 | (7) |
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Preparing to execute agile ways of working |
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105 | (6) |
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111 | (1) |
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112 | (1) |
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113 | (28) |
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113 | (1) |
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Prioritize work according to Now, Next, Later |
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114 | (1) |
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Stage 2 Assess impacts and plan communications |
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115 | (11) |
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Stage 3 Manage talent transitions and consultation |
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126 | (8) |
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Define the consultation process |
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134 | (4) |
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138 | (2) |
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140 | (1) |
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141 | (24) |
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141 | (2) |
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The importance of tracking and monitoring |
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143 | (1) |
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144 | (2) |
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Case study: Building Agile Teams |
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146 | (8) |
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Succession planning and development |
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154 | (6) |
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Using competency data to predict performance outcomes |
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160 | (2) |
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162 | (1) |
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163 | (2) |
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Part Three Workforce planning |
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165 | (52) |
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167 | (10) |
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Workforce planning terminology |
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168 | (5) |
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Structure and logic for Part Three |
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173 | (3) |
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176 | (1) |
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3.2 Supply forecasting and top-down demand planning |
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177 | (22) |
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177 | (1) |
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Step 1 Building the as-is baseline |
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178 | (5) |
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Step 2 Top-down supply forecasting |
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183 | (1) |
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Step 3 Top-down demand planning |
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184 | (11) |
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Setting the demand plan and understanding the gap |
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195 | (3) |
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198 | (1) |
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3.3 Bottom-up position planning, finalizing the workforce plan and monitoring progress |
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199 | (18) |
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199 | (1) |
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Defining governance and workflow |
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200 | (4) |
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Step 4 Conduct bottom-up position planning |
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204 | (4) |
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Step 5 Finalize budgets and targets |
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208 | (2) |
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Step 6 Analyse and monitor |
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210 | (5) |
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215 | (2) |
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217 | (56) |
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219 | (3) |
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Structure and logic for Part Four |
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220 | (2) |
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4.2 Laying the foundations for effective OP&A analysis |
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222 | (28) |
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222 | (1) |
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Building a flexible data warehouse |
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223 | (3) |
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226 | (1) |
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Understanding the different types of data |
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227 | (3) |
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230 | (16) |
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246 | (1) |
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247 | (2) |
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249 | (1) |
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4.3 Ignoring statistical traps and leveraging data science |
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250 | (23) |
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250 | (1) |
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251 | (9) |
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260 | (6) |
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266 | (4) |
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270 | (1) |
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271 | (1) |
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272 | (1) |
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Part Five The OP&A function |
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273 | (76) |
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275 | (6) |
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What does successful OP&A look like? |
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276 | (2) |
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Structure and logic for Part Five |
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278 | (3) |
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5.2 Stage 1: Scoping the macro operating design and writing the business case |
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281 | (26) |
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281 | (1) |
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282 | (2) |
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OP&A value chain and processes |
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284 | (2) |
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Building the case for change |
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286 | (5) |
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Design criteria and principles |
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291 | (2) |
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Thinking through design options |
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293 | (5) |
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Choosing an option and devising a roadmap |
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298 | (7) |
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305 | (1) |
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306 | (1) |
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5.3 Stage 2: Detailing the OP&A function |
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307 | (28) |
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307 | (1) |
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Define the roles within the function |
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308 | (7) |
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315 | (6) |
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Detail the key interfaces |
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321 | (10) |
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Rightsize the OP&A function to deliver the work |
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331 | (2) |
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Develop organization effectiveness KPIs and reporting format and frequency |
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333 | (2) |
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335 | (2) |
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5.4 Stage 3: Making the OP&A function real |
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337 | (12) |
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337 | (1) |
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Determine the initial programme of work for the OP&A function |
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338 | (1) |
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339 | (4) |
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Selecting the right people for the OP&A Team |
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343 | (4) |
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347 | (2) |
Notes |
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349 | (1) |
Glossary |
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350 | (9) |
Index |
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359 | |