Organizational FIT audit

...... Competency Audit – Executive Summary : 

1 ...... Competency Audit – Executive Summary Prof Zwi Segal

General Remarks : 

2 General Remarks Sense of improvement across the organisation in work processes, communication & quality management Good understanding at Corporate of key problems in divisions: Reorganisation not yet fully implemented Organisational architecture does not yet encourage excellence – culture, communication, decision-making Inefficient work processes Company Headed In Right Direction, Is A Need to Enhance Improvements

Key Findings : 

3 Key Findings

Table of Contents : 

4 Table of Contents Purpose & Process Major Findings – Individual Competencies Major Findings – Organisational Competencies Conclusions – .......

Purpose of Competency Audit : 

5 Purpose of Competency Audit Appraisal and mapping of: Organisational-related core competencies Individual core competencies First step towards a strategic infrastructure Part of a platform to weigh & validate strategic directions Audit determines strength of competencies and the need to extend or strengthen them Audit Identifies Critical Issues For Any Strategic Change

Model For New Strategy Adoption – Process : 

6 Model For New Strategy Adoption – Process Audit is First Stage of New Strategy Adoption

Foundations – Organisational Competencies : 

7 Foundations – Organisational Competencies 60 face-to-face interviews & additional written questionnaires Mix of seniority, rank, division & location 9 group meetings of up to 16 personnel – total 85 participants Questionnaires via Intranet to employees & managers sample Analysis of over 20 internal HR reports

Table of Contents : 

8 Table of Contents Purpose & Process Major Findings – Individual Competencies Major Findings – Organisational Competencies Conclusions – ……

Individual Competencies – Critical Issues : 

9 Individual Competencies – Critical Issues

Employee Values – All ...... : 

10 Employee Values – All ...... Low Med High

Generic Competencies – All ..... : 

11 Generic Competencies – All ..... Low Med High

Management Competencies – All ...... : 

12 Management Competencies – All ...... Low Med High

Project Management Competencies – All ...... : 

13 Project Management Competencies – All ...... Low Med High

Market Knowledge – All ...... : 

14 Market Knowledge – All ...... Low Med High

Individual Technological Competencies – All ...... : 

15 Individual Technological Competencies – All ...... Low Med High Mobile banking European Banking Standards Secure Payments EDI (X.12, EDIFACT) Digital signatures Data Encryption Certificate Processing Key Generation Security Libraries ISDN SS7 DSL X.25 TCP/IP Acculab E1 CAPI TAPI TSPI JTAPI Services (Fax, Voice, Telephony, e-mail) Euro File Transfer (EFT) OSI-FTAM File Transfer Persistence Package TRB – Transaction Broker Error Management UAMS ART Amdocs Operability AIM – Amdocs Installation and Maintenance Tiger Amdocs Studio – Fox Xtra-C Microsoft.NET J2EE J2ME Visual Studio.NET Visual Cafי Jbuilder Forte4j NetBeans Oracle6.0/6i Designer 2000 Delphi Lotus R5 Designer Keil Microvision Code Warrior Falch.Net Embedded Linux Protos HyNet OS Oracle 8i/9i 6.0/6i Designer 2000 SQL server Informix Delphi TimesTen ACE – Adaptive Communication Environment Focus and Web-Focus FastUnload Precise Tivoli Workload Scheduler WebLogic Java WebServer Oracle 9iAS SunOne WebSphere IONA Tuxedo Windows NT/XP/2000 Windows 95/98 Windows CE Palm OS J2EE J2ME Unix Visual C++/MFC VB/VB.NET X-Motif AWT Swing JSP HTML XML ActiveX Dcom Com+ EJB Java Beans RMI CORBA MS-Exchange 2000/5.5 MS-Exchange server Lotus Notes/Domino 95 MAPI Exchange CDO/ADO/EDK ADSI LDAP DAPI Notes-API SMPT/POP3 IMAP4 WAP MS IIS Netscape Enterprise Server Websphere Domino R5 Apache Servlets JSP ASP/ASP.NET JavaScript / VBSscript XML XSL CSS HTML DHTML WML WMLScript JRun / Tomcat WebServices C/C++ Java JavaScript Other scripts Ksh Perl Assembly .Net (C#, VB, etc) COBOL

Diagnosis : 

16 Diagnosis There is a strong sense of heterogeneity between and within .... main units (the corporate and main divisions are not characterized by the same values or competencies). The corporate is perceived as much more thinking oriented than actions oriented. The ranking of visionary leadership is low in ...... There is a competency gap between the two main divisions: generic competencies are higher in .... in comparison to ...... The problem inherent to .... is the strongest in R&D (low level of collaboration, communication, creativity, initiative, identifying customers new needs, integrity and only high in political astuteness… as compensation). CRM is identify by a different competency profile in comparison to all other units within .... that phenomena may indicate a lack of satisfactory integration in .... mindset. Within the ..... there is no competency equilibrium and .... (specially in project management) and .... (management competencies) have the lowest overall competency ranking. .... seems to focus too much on its internal image (political astuteness, listing, tasks delegation…) instead of customers and products orientation. As project company, a serious effort must be made on the improvement of capacity planning, disaster recovery and risk management. ..... knowledge is concentrate on its customers and its knowledge of the global ..... market and its competitors seems too low (R&D, A&M). Even when there is an high level of knowledge of .....’s competitors (VFGA, CC4C, CRM) there is no transfer of knowledge inside their divisions.

Table of Contents : 

17 Table of Contents Purpose & Process Major Findings – Individual Competencies Major Findings – Organisational Competencies Conclusions – Amdocs

Organisational Competencies – Critical Issues : 

18 Organisational Competencies – Critical Issues

Four Pillar Model of Organisational Architecture : 

19 Four Pillar Model of Organisational Architecture Processes & Procedures Organisational Matrix Work systems Communication management Knowledge & info management Management styles Decision-making process Organisational structure Span of control Hierarchical levels Power structure Control system Formal/informal Cooperation/competition Model Provides Structured Criteria For Audit

Process and Procedures – Strengths : 

20 Process and Procedures – Strengths

Process and Procedures – Areas for Improvement : 

21 Process and Procedures – Areas for Improvement

Summary Processes Pillar:Key Factors At ….. For Adopting Generic New Strategy : 

22 Summary Processes Pillar:Key Factors At ….. For Adopting Generic New Strategy Good communication within units Slow decision-making & concentrated at high levels Information protection rather than information sharing Slow response to change Disorganised information management Vision not widespread throughout divisions Embryonic strategic decision structure

Organisational Matrix – Strengths : 

23 Organisational Matrix – Strengths

Organisational Matrix – Areas for Improvement : 

24 Organisational Matrix – Areas for Improvement

Summary Structure Pillar:Key Factors At ….. For Adopting Generic New Strategy : 

25 Summary Structure Pillar:Key Factors At ….. For Adopting Generic New Strategy Clear lines of authority and responsibility Low comprehension in divisions of matrix and structure Competition dominates at many levels Formal, hierarchical & bureaucratic structure

Organisational Culture – Strengths : 

26 Organisational Culture – Strengths

Organisational Culture – Areas for Improvement : 

27 Organisational Culture – Areas for Improvement

Summary Culture Pillar:Key Factors At …… For Adopting Generic New Strategy : 

28 Summary Culture Pillar:Key Factors At …… For Adopting Generic New Strategy Centralised power, Corporate decision-making unity Clear core values including delivery, conservatism, hard work Strong commitment to units, weak commitment to company Unsatisfactory ethical code

Individual Competency Enhancement – Strengths : 

29 Individual Competency Enhancement – Strengths

Individual Competency Enhancement – Areas for Improvement : 

30 Individual Competency Enhancement – Areas for Improvement

Summary Individual Competencies Pillar:Key Factors At ….. For Adopting Generic New Strategy : 

31 Summary Individual Competencies Pillar:Key Factors At ….. For Adopting Generic New Strategy Strong training needs identification On going profiling of employees competencies and future potential Ability to train in areas of new strategy Slow/bureaucratic staffing procedures Sporadic performance monitoring and career planning

Diagnosis : 

32 Diagnosis The search for a adjusted equilibrium between culture and structure is a key success factor for the future success of .... with any strategic orientation. A major improvement of outputs will be achieve throughout a combined emphasis on outputs with a crucial growing focus on work processes The role of HR department is not strategic enough and a HR strategic unit in the corporate can reinforce the identification and development of the main core competencies crucial to reinforce any future strategic orientation of ...... The corporate must reinforce its exposure to units and increase the number of bi lateral communication channels and their amplification. Its crucial to establish a long term process of culture enhancement in order to establish a clear updated culture instead of the current various and incompatible mind sets within ......

Table of Contents : 

33 Table of Contents Purpose & Process Major Findings – Individual Competencies Major Findings – Organisational Competencies Conclusions – …..

Main Gaps: Individual-Organisational Competencies : 

34 Main Gaps: Individual-Organisational Competencies

Main Gaps: Israel-Abroad : 

35 Main Gaps: Israel-Abroad To Become a More Global Company .... Must Reduce Its Israeli Dominance

Fit to Current Strategy & Desired Values – All .... : 

36 Fit to Current Strategy & Desired Values – All ....

Next Steps : 

37 Next Steps Benchmark Best practice competencies for strategic requirements Gap reduction Analyse gaps between current and required Redesign & implement new organisational architecture Analyse & test gap reduction All Strategic Change Requires Revised Organisational Architecture