SCR - Structural Section

1.      Add (create or acquire) missing corporate objects to your business system

2.      Remove redundant corporate objects from your business system

3.      Add (create or acquire) missing corporate processes to your business system

4.      Remove redundant corporate processes from your business system

Key Steps in Your SCR Project

Implementation of your SCR project takes similar steps to describing your ‘AS IS’ and ‘TO BE’ situation. These steps are broken down into the same ten sections:

1.      Structural section

2.      Strategic section

3.      Financial section

4.      Organizational structure

5.      Stakeholders section

6.      Marketing section

7.      Operations section

8.      Communications section

9.      Knowledge management section

10.  Human capital section

Like the ‘AS IS’ description (and unlike ‘TO BE’ description), these stages must be undertaken concurrently (to save valuable time). The key coordination tool is, obviously, the comprehensive corporate objects map (CCOM) and its decomposition diagrams. 

SCR Deliverables

SCR essentially produces just three deliverables:

1.      The desired company itself, reengineered according to blueprints developed at the ‘TO BE’ description stage

2.      Detailed description of actual desired company which is usually somewhat different from the blueprints (unlike in the aircraft world, in the business world it is quite typical)

3.      Detailed financial and operational plans for the development of a kaizen system which formally is not a part of an SCR project

‘TO BE’ Description Procedure

‘TO BE’ description procedure is a much simplified version of the procedure for describing the ‘AS IS’ condition:

1.      Assemble the core team for the procedure. This team will include both external consultants and corporate top managers and will be present at all brainstorming sessions

2.      Define the teams for each brainstorming sessions. Obviously, the full team for designing the product portfolio will be different from the one designing the comprehensive corporate knowledge base

3.      Develop the procedures for brainstorming sessions. Each session must deliver the description of the corresponding simple object, composite object or objects portfolio

4.      Develop the schedule for brainstorming sessions. Given that corporate managers and employees have responsibilities outside the CBA project, one two-hour session is probably the ‘natural limit’ here

5.      Execute brainstorming sessions

6.      Present deliverables to the ‘top brass’ – owners, Board of Directors and CEO – for approval

'TO BE' Intrapreneurship

1.      Develop a comprehensive system of motivation for intrapreneurial idea generation

2.      Develop a comprehensive system for intrapreneurial idea description

3.      Develop a comprehensive system for intrapreneurial idea evaluation

4.      Develop a comprehensive system for intrapreneurial project implementation

5.      Develop a comprehensive system for post-implementation evaluation of intrapreneurial project

'TO BE' - Employee Motivation System

1.      Develop a comprehensive (but lean) core for your employee motivation system (including both financial and non-financial components)

2.      Develop a comprehensive procedure for personalization and customization of the core (standard) motivation system to the specific ‘buttons’ of individual employees

'TO BE' - Corporate Culture and Code of Conduct

1.      Develop a comprehensive (but lean) description of optimal corporate culture focused on maximization of financial and aggregate value and overall corporate performance

2.      Develop a comprehensive (but lean) corporate code of conduct focused on maximization of financial and aggregate value and overall corporate performance

3.      Develop a comprehensive and detailed procedure for discovering the actual corporate culture

4.      Develop a comprehensive and detailed procedure for engineering the optimal corporate culture

5.      Develop a comprehensive and detailed procedure for developing and implementing the optimal code of conduct