Init. ID#ORG01 - Customer Development Initiative:Define Critical Process Flows1.0Identify all critical processes and related activities20 (5 to 7per area)Relating to new organizational structure1.1Generate list of critical processes and activitiesthat support new organization structure1.2Map critical processes1.3Identify value added activities1.4Rank/prioritize critical process activities1.5Gain understanding of how processes areinterrelated1.6Achieve consensus from stakeholders/key processowners2.0Benchmark recommended process designs withAA experts 8Identify similar businessprocess designs within andoutside of industry2.1Confirm with AA marketing experts3.0Identify barriers/enablers to achieve new processdesign 5Determining barriers regardingthe flow of critical processesthat will hinder performance3.1Conduct brainstorming session to identify barriers3.2Identify potential impacts on processes3.3Conduct brainstorming session to identify enablers3.4Utilize Expert/Best Practices information3.5Confirm action plans and primary responsibilities4.0Finalize recommended processes withstakeholders/key process owners104.1Ensure understanding of critical process flows4.2Achieve consensus from stakeholders/key processownersInit. ID#ORG01 - Customer Development Initiative:Define Critical Process Flows5.0Communicate redesigned processes toorganization 10Communicating the transitionto the future organizationalstate5.1Develop information materials for organization5.2Customize communication plan5.3Communicate process design to organization6.0Integrate revised processes5Merge initiative with initiativesin other focus areas6.1Coordinate with other implementation teams6.2Identify implementation dates for redesignedbusiness processesInit. ID#ORG02 - Customer Development Initiative:Define Roles/Responsibilities1.0Review organizational needs based on projectfindings 2Assess the current availabilityand positioning of resources1.1Identify resource gaps 1.2Prioritize resource needs2.0Identify jobs and associated roles/responsibilitiesneeded for new organization design 15Managerial, professional,clerical (Key Acct. Mgrs, E/WMgrs for W&R, VP CD, DirCS, Inside Sales people, W&RMktg Mgrs)2.1Identify key positions2.2Detail all positions and determine staffing totals byposition/job type2.3Define reporting relationships (particularly cross-functional)2.4Assess the ability to relocate non-value addedactivities to support functions2.5Communicate the necessity to reduce non-valueadded activities3.0Develop draft job descriptions103.1Identify skill requirements for all key positions3.2Assign "weighting" ranks3.3Provide clearly defined and understoodresponsibilities and accountabilities4.0Identify all stakeholders/key process owners3HR involvement4.1Review list of key positions4.2Confirm job assignments as determined by skillsassessment initiative5.0Identify and allocate resources (FTEs & $s) to thecritical processes 5May follow skills assessmentphase5.1Confirm primary (high-impact or high resource)business processesInit. ID#ORG02 - Customer DevelopmentInitiative:Define Roles/Responsibilities5.2Allocate FTEs and associated $s based onidentified roles/responsibilities and findings fromthe skills assessment26.0Gain consensus from stakeholders/key processowners6.1Ensure understanding of organization structure6.2Finalize roles/responsibilities needed for newprocess design7.0Communicate roles/responsibilities to organization5Communicating the transitionto the future organizationalstate7.1Develop communication plan7.2Communicate roles/responsibilities to organizationInit. ID#ORG03 - Customer DevelopmentInitiative:Perform Skills Assessment1.0Conduct employee focus groups and interviews51.1Confirm necessary and desired skill sets1.2Confirm skill weightings1.3Review and utilize initial project interviewinformation1.4Conduct management and non-managementinterviews for additional information2.0Create skills assessment survey52.1Use focus groups and interview results to designsurvey2.2Review designed survey with stakeholders3.0Perform skills assessment203.1Conduct one, or a combination of, the followingskills assessment techniques:To be filled out by supervisors, and Departmental employeesA) Skills assessment survey (See workstep 3.0)Those surveyed may be askedto rate the organization andthemselves against theirperception of competitorcapabilities - Supervisory evaluation- Peer evaluations- Interdepartment evaluations- Self-assessmentsB) Individual skills assessment based on historicalperformance reviews, and downward and upwardevaluation trends3.2Identify gaps in skill sets3.3Identify positions that provide a strong fit withindividual's skill sets3.4Identify candidates that need training to fit certainpositions (trainable)3.5Identify candidates that should be assigned toother areas (non-trainable)Init. ID#ORG03 - Customer DevelopmentInitiative:Perform Skills Assessment3.6Assess need to procure outside resources/skills3.7Assign individuals to key positions4.0Communicate findings34.1Analyze survey and assessment findings4.2Finalize recommendations of personnel that arebest suited for each position4.3Review with stakeholders/key process owners4.4Finalize development opportunities for personnel5.0Plan curriculum35.1Identify improvement options to addressdevelopment needs5.2Stakeholders ensure that development candidatesare trained in the need areas6.0Develop coaching program5Build into organization duringimplementation phase6.1Create personal development instrument todetermine employee's strengths and developmentopportunities6.2Launch a coaching programInit. ID#ORG04 - Customer Development Initiative:Develop Performance Measures1.0Review corporate mission, vision, strategies, andKPIs 2Information from Strategyarticulation and KPI session1.1Confirm that overall corporate strategy issupported by new process design2.0Set performance targets for CustomerDevelopment, Marketing, and Customer Service 20Focus groups from keystakeholders2.1Align customer needs and develop objectives2.2Align targets to critical process flows2.3Develop performance measures that aremeasurable, actionable, linked to objectives,controllable, simple, credible, and integrated2.4Review effective performance measures fromother organizations2.5Prioritize the performance measures2.6Ensure that performance measures are balancedwith respect to cost, quality, and time2.7Review first draft of measures with stakeholders3.0Identify performance barriers53.1Identify skills, attitudes, and behaviors3.2Confirm clarity of roles3.3Determine communication effectiveness4.0Overcome performance barriers54.1Assign responsibility for overcoming barriers4.2Develop action plans to overcome barriers4.3Implement continuous learning plan4.4Leadership development4.5Develop communication model5.0Finalize performance measures with stakeholders55.1Gain consensus, and refine if necessaryInit. ID#ORG04 - Customer DevelopmentInitiative:Develop Performance Measures6.0Determine tools to monitor and evaluate10performance6.1Track results vs. targets6.2Manage future performance6.3Take corrective action7.0Reward and coach107.1Review existing performance appraisals7.2Integrate new performance measures intoappraisal process7.3Reward and incent desired behaviors7.4Review the coaching process for effectiveness7.5Develop recruiting and selection process criteria8.0Conduct cross-functional working sessions to5refine performance measures and developconsensus9.0Compensation review20Primary involvement from HR9.1Review existing compensation practices Key Account Mgrs, E/W MgrsW&R, Inside Sales people,DSMs, VP CD9.2Review Best Practices/alternatives9.3Design new compensation plans9.4Review with stakeholders9.5Determine transition plan9.6Roll-out。