What to Do After the Blitz-Audit

Each stage in your CBA results in two key deliverables – financial and operational plan for optimizing the structure and maximizing the performance of the object/area/function in question. After you complete CBA, you will need to integrate these individual plans into a comprehensive corporate-wide performance maximization plan – and execute this plan.

Corporate Objects Map  demonstrates beyond a reasonable doubt that all corporate objects and processes are very heavily interdependent. Therefore, in order to maximize your corporate performance, you will need to optimize not just the key objects/areas/functions that are on the ‘critical path to performance maximization’ and are covered in this guide, but all other objects/areas/functions on the Corporate Objects Map.

Hence, immediately after you complete your CBA, you will need to do another CBA – a Comprehensive Business Analysis using the same ‘corporate cockpit’ methodology and tools as you did in your Blitz-Analysis. Detailed procedure for conducting a ‘big’ CBA will be covered in a new - this time a comprehensive – guide.

However, simply maximizing your corporate performance and optimizing your corporate structure is not enough. You must ensure that your company has the optimal structure and operates at the highest possible performance at all times.

To accomplish this objective in our fast-paced world, you will need to develop and deploy in your company a system of kaizen – continuous performance improvement and maximization. Obviously, due to enormous amount of information processing required by this system, it has to be based on a specialized software product.

We are offering such a product – a Comprehensive Business Analysis Workbench (CBAW). This system stores all corporate information gathered during a CBA creating a truly comprehensive (due to a comprehensive nature of ‘corporate cockpit’) corporate knowledge base updated in real-time (due to built-in access to all necessary database queries).

This corporate knowledge is made available to your managers and specialists according to all-important ‘need-to-know’ principle. Each manager and professional constantly analyzes objects and processes in his/her responsibility areas (using APS questions and KPI values in KPIS) and developing and implementing performance improving plans, coordinating his/her decisions and actions with their ‘stakeholders’ – employees whose responsibility areas are influenced by these decisions and actions. Thus creating the desired kaizen – permanent improvement system.