'TO BE' - Human Capital Management System

1.      Develop a comprehensive system for identifying prospective employees (candidates for open positions)

2.      Develop a comprehensive system for hiring employees

3.      Develop a comprehensive system for integrating and adapting employees

4.      Develop a comprehensive system for utilizing employees (getting the most out of them in terms of financial and aggregate value)

5.      Develop a comprehensive system for training, coaching and developing employees

6.      Develop a comprehensive system for terminating employees

'TO BE' - Corporate Employees

1.      Develop a comprehensive (but lean) list of corporate responsibility areas (with detailed descriptions)

2.      Develop a comprehensive (but lean) list of corporate positions (with detailed descriptions) based on these responsibility areas

3.      Develop an optimal assignment of existing corporate employees to these positions

4.      Develop a detailed list of vacant positions to be filled

5.      Develop an efficient process for repeating steps (1) through (4) for each new responsibility area and position

'TO BE' - Knowledge Management Section

1.      Develop a detailed description (visual diagram + textual description) of the comprehensive (but lean) corporate knowledge base (CKB proper + its interface – ‘corporate cockpit’)

2.      Develop a detailed description (visual diagram + textual description) of the comprehensive (but lean) corporate hardware system

3.      Develop a detailed description (visual diagram + textual description) of the comprehensive (but lean) corporate software system

4.      Develop a detailed description (visual diagram + textual description) of the comprehensive (but lean) corporate Intranet

5.      Develop a comprehensive list of best management practices

6.      Develop a comprehensive system for identifying and adopting best management practices within your organization

'TO BE' - Communications Section

Communications Channels

1.      Develop an optimal portfolio of corporate communication channels (in terms of financial value maximization) – Web site, social networking presence, mobile apps, etc.

2.      Develop comprehensive (but lean!) KPI system (financial and operational) for each of these channels

3.      Set up planned KPI values with exactly right degree of ‘stretch’

Communications Campaigns

1.      Develop an optimal portfolio of corporate communication campaigns (in terms of financial value maximization) – TV, radio, magazines, Web sites, etc.

2.      Develop comprehensive (but lean!) KPI system (financial and operational) for each of these campaigns

3.      Set up planned KPI values with exactly right degree of ‘stretch’

'TO BE' - Operations Section

Corporate Processes

1.      Develop a comprehensive map of all corporate processes (‘methods’) attached to the appropriate objects (in full compliance with object-oriented approach)

2.      Visualize the optimal structure of all these corporate processes (using IDEF0 diagrams), including subprocesses, inputs, outputs, controls, tools and personnel

3.      Develop comprehensive (but lean!) KPI system (financial and operational) for each of these processes

4.      Set up planned KPI values with exactly right degree of ‘stretch’

Corporate Projects

1.      Develop an optimal portfolio of corporate projects (in terms of financial value maximization)

2.      Develop comprehensive (but lean!) KPI system (financial and operational) for each of these projects

3.      Set up planned KPI values with exactly right degree of ‘stretch’ 

Corporate Tools

1.      Develop an optimal portfolio of corporate tools (in terms of financial value maximization)

2.      Develop comprehensive (but lean!) KPI system (financial and operational) for each of these tools

3.      Set up planned KPI values with exactly right degree of ‘stretch’

Corporate Risk Management System

1.      Develop a comprehensive (but lean) list of all or your significant corporate risks

2.      Develop a comprehensive system for preventing these risks from happening (‘disaster prevention’)

3.      Develop a comprehensive system for recovering from these risks happening (‘disaster recovery’)

'TO BE' - Marketing Section

1.      Define the optimal portfolio of target markets (in terms of financial value generating potential)

2.      Develop the optimal unique value propositions (UVP) for all of your key stakeholders, making sure that these UVP match your marketing strategies and are superior to UVP offered by your direct and indirect competitors

3.      Describe the optimal set of core competencies that your company needs to maximize its financial and aggregate value

4.      Describe the optimal set of competitive advantages that your company needs to obtain overall superiority over its competition

5.      Define the optimal portfolio of corporate brands that will generate the maximum financial value for your company

6.      Define the optimal portfolio of corporate products & services that will generate the maximum financial value for your company

'TO BE' - Stakeholders Section

1.      Assemble the optimal portfolio of stakeholders (where you have the choice, obviously) that will create the maximum possible amount of financial and aggregate value for your company

2.      Develop the optimal stakeholders’ relationship management (SRM) system that will ensure the harmony between your company and its stakeholders (in terms of aggregate value generation)