An Organizational Mind Map

An Organizational Mind Map

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Leadership background

What is the purpose of strategy in organizations?

What are leaders’ roles in strategy development?

The spiral methodology

How can Scientrix help?

AGENDA


What is leadership?


Integrative thinking was coined by Dr. Roger Martin, Dean of the Rotman Business School in Torononto. Integrative thinking is defined as a discipline for solving complex problems.

What is the purpose of strategy

in organizations?


A company’s strategy is its course, onward movement in space and time.

Vanishing point

Time

Space

What are leaders’ role in strategy

development?


The leader sets the vision, direction and focuses on maximizing sustainable value creation with a strong emphasis on the 3-5 year time frame.

Vanishing point

Time

Space

3 year

5 year

8 yearVision

Strategic direction

Sustainable value


Efforts towards profitability & liquidity yield benefits in the short term. Efforts towards customer value creation and growth will yield benefits in the future. The balance of these creates value over time.

Vanishing point

Time

Space

3 year

5 year

8 year

Customer value GrowthLiquidityProfitability

The spiral methodology


The successful organization structures its Value Delievery Ststem (Y) as an integrating framework designed to deliver Value (X) and customers through a Unique Value Propostion (Z).

THE SPIRAL METHODOLOGY

Value Delivery System Value Proposition Values

X- Mission Z- Strategy Y- Vision

Human Capital Information CapitalOrganizational

Capital

Corporation

FunctionsTasksShape

Control Activities

Corporate Strategy

Functional StrategyOrg. Strategy

Step DefinitionControl

Standards

Corporate Strategic Directions

Core ObjectivesCritical Success Factors

Operational Obj.

Control Obj.


Our concepts follows a 3 dimensional thinking process in organizations: What to do? What to achieve? How to achieve? This thought process is followed by the leaders with a broad scope of responsibility (mission) and by employee who have narrower scope of responsibility.




Capital

CorporationFunctions

TasksSteps

Control Activities

Corporate StrategyFunctional Strategy

Org. Strategy


Standards



Operational Obj.

Control Obj.

Leaders with a broad scope of responsibility



Our concepts follows a 3 dimensional thinking process in organizations: What to do? What to achieve? How to achieve? This thought process is followed by the leaders with a broad scope of responsibility (mission) and by employee who have narrower scope of responsibility.




Capital


TasksSteps

Control Activities


Org. Strategy


Standards



Operational Obj.

Control Obj.Employees with a narrower scope of responsibility



The inverted pyramid on the left represents the company’s business composition: the Corporation is subdivided in Business Unis, The Business Units in Functions, the Functions in Tasks, the Tasks into Process Steps, the Process Steps into Conrol Activities Responsibilities are assigned on every level.




Capital


TasksSteps

Control Activities


Org. Strategy


Standards



Operational Obj.

Control Obj.



We have the Executive on the Corporate and Business Unit Level, the effective Leader on the Functional Level, the Competent Manager on the Task level, and the Contributing Team Leader and the highly capable individual on the Step and Control Level.




Capital


TasksSteps

Control Activities


Org. Strategy


Standards



Operational Obj.

Control Obj.

Executives

Effective leader

Competent manager

Contributing team leader

Highly capable individual



The inverted pyramid on the left represents the company’s business composition: the Corporation is subdivided in Business Unis, The Business Units in Functions, the Functions in Tasks, the Tasks into Process Steps, the Process Steps into Conrol Activities Responsibilities are assigned on every level.




Capital


TasksSteps

Control Activities


Org. Strategy


Standards



Operational Obj.

Control Obj.



The pursuit of long term value is carried forth by the high level, whilst mid term outcomes are met by middle management and short term outputs and delivered by employees. The achievement of objectives is tracked through performance measurements. The meticulous control of process elements ensures high quality and regulatory compliance.





Capital


TasksSteps

Control Activities


Org. Strategy


Standards



Operational Obj.

Control Obj.

Long Term Objectives

Mid Term Objectives

Short Term Outputs

Specific Control Objective


Strategy is the linking element, the bridge that provides management and a systematic approach to clarify the way objectives will be achieved, and outline the unique value contribution of each unit in the organization.




Capital


TasksSteps

Control Activities


Org. Strategy


Standards



Operational Obj.

Control Obj.



People are the force behind successful strategy design and execution. A shared understanding of Mission, Strategy and Value creates a performance culture where knowledge is shared end-to-end. The development of a collaborative learning and performance culture will mobilize and sustain the process of change.




Capital


TasksSteps

Control Activities


Org. Strategy


Standards



Operational Obj.

Control Obj.



Integrating, aligning and managing these critical dimensions of the organization is immensely complex. Scientrix provides the architecture for such an integrated solution i.e. a matrix strucutre that maps the organization’s strategies and aligns high level strategy with operational execution.

ZX – What to achieve

Y –

Wha

t to

achi

eve

Strategies

How can Scientrix help?


The Scientrix XYZ matrix concept combined with decentralized power of web technology, allows you for the frist time in history a fully integrated way to map and monitor the success of your strategies in a logical way whilst empowering all management and employees to contribute to the success of the organization.

What is Scientrix?

Scientrix provides a digital solution

to strategy execution. The XYZ

matrix based concept was

developed by Rentia Muell in

2004. This concept embeds the

key principles of improved

alignment, agility, collaboration

and orchestration in organizations.

The matrix approach provides a

solution to master complex

problems and multi-directional

relationships in organizations.


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