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Dynamic Organisational Behavioural Assessment Management System

Dynamic Organisational Behavioural Assessment Management System

Preventing Behavioural Events – The Technology

Analysis of unexpected events be they minor health & safety incidents or failures on the scale of BP’s Deep Horizon disaster, usually shows that indicators existed that could have been picked up and acted upon to stop the event from occurring. So why are these so seldom identified in advance? It’s rarely because people don’t care or are incompetent, but usually due to a combination of often subtle changes to people’s behaviour, leading to eventual performance failure….

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Business Model DNA

D.O.B.A.M.S

Make the invisible visible. Understand the true performance & risk picture before it’s too late”

 

“Stop auditing the past by ticking boxes. Start understanding the future by assessing behaviour”

When things go wrong it’s unusual for the system to fail it’s more likely to be a people and behaviour failure. Behavioural Based Risk Management is a little known but important aspect in business excellence dedicated to identifying risk with the aim of preventing unintended events from taking place.

This new type of risk management is future predictive not retrospectively auditing after the event and correcting past incidents and mistakes.  It allows you to prevent potentially expensive human, business, financial, insurance and brand reputation dangers from occurring.

The Dynamic Organizational Behavioural Risk Management System (DOBAMS) and our system of training is a unique protected by copyright and patented risk system. D.O.B.A.M.S has been developed to collect, analyse and understand risk behavioural indicators. Through automatic and consistent analysis, it identifies these much more difficult to identify risks to the achievement of what counts.

By analysis of unexpected events, be they minor health & safety incidents or failures on the scale of BP’s Deep Horizon disaster, HSBC Bank and RBS the costs associated with not identifying these are staggering. More importantly, usually there are indicators that existed that could (should) have been picked up and acted upon to stop the event from ever occurring. So why are these so seldom identified in advance? It’s rarely because people don’t care or are incompetent, but usually due to a combination of often subtle changes to people’s behaviour, leading to eventual performance and system failure. Picking up these changes is usually beyond the ability of current methods of risk analysis, auditing or performance management tools.

Organizational Impact

Among the many priorities organizational leaders face, ensuring long term survivability must be of paramount concern. Whilst satisfying key stakeholders is a prime requirement, doing this in such a way that will avoid corporate liability is tantamount to achieving longevity within the business arena, protecting damage to their brand, damaging litigation and severe financial damage.

Behavioural risk training is one of the most important ways of mitigating against these damaging consequences associated with corporate failure. We have all seen from the BP Deep Horizon disaster a company which should have all of the most up to date protection systems they all failed at the end of the day. As the detail emerges we are sure that the problems will lie at the very heart of human failure in behaviour, it is highly unusual for the blame to be apportioned to system failure alone. However humans are also integrated corporate systems. It will not be surprising to know that most good companies as well as organizations lay down a lot of emphasis on training employees on its risk practices and assess the likelihood of risks becoming reality.

Any company can benefit in different ways if they enforce the code of behavioural risk training amongst its employees. This training on risk management will reduce various kinds of legal implications and liabilities. Insurance companies are likely to look favourably on any system which can demonstrate that it is reducing its liability.

D.O.B.A.M.S is a new approach to risk reduction training and the system can also be deployed to constantly measure behavioural risk in a multitude of scenarios.

How does D.O.B.A.M.S work?

 D.O.B.A.M.S provides you with a secure online behavioural assessment platform that:

  • Translates tactical data into Management Information
  • Allows everyone affected to be involved, inside and outside the scope
  • Focuses on the impact of what people actually do and achieve
  • Provides confidence of what may happen
  • Benchmarks between groups of people and sites, identifying both good and poor practice areas
  • Is easy to use, a proven intelligent assessment methodology driven by a complex analysis engine, not to be confused with the typical low value survey

D.O.B.A.M.S has been developed to collect, analyse and understand risk behavioural indicators.

  • Application of the drivers of business performance
  • Organisational or system objectives
  • Meeting governance and standard requirements
  • Achieving desired outcomes
  • Identifying the risk of unintended outcomes, major and minor
  • Delivering process objectives
  • Application of values and policies
  • Delivering customer and stakeholder satisfaction
  • Level of Leadership effectiveness

DOBAMS – From Idea to Integrated Strategy

Applications:

  • Leadership Risk
  • Health & Safety (all sectors)
  • Patient Healthcare
  • Financial Risk
  • Human Risk
  • Operational Risk
  • Communication & Data Risk
  • Insurance Risk
  • Child Abuse Risk

……and many more areas

 For more information contact us by email or call. A risk behaviour is an action on the part of someone which may result in a bad consequence.

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D.O.B.A.M.S Assessments

D.O.B.A.M.S Assessments

Assessing Behavioural Risk

Dynamic Organisational Behavioural Assessment Management System. The following generic behavioural assessment products are currently available for use, and all can be tailored as needed with sufficient notice (please advise if required):

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Dynamic Organisational Behavioural Assessment Management System

The following generic behavioural assessment products are currently available for use, and all can be tailored as needed with sufficient notice (please advise if required):

1 ISO9001 Quality Management System
ISO9001 QMS High-level Review
Covers the key requirements of ISO9001. Designed as a sense check for person setting up the system and the management team to take part. Reports against top-level Clauses. Can also report against 8 principles of ISO9000
ISO9001 QMS Full assessment
Full 360 degree Assessment covering all requirements of ISO9001. Designed for participation by everyone within the organisation. Reports against all Clauses. Can also report against 8 principles of ISO9000
ISO9001 Clause 5 Management Responsibility Assessment
360 degree Assessment covering the requirement of Clause 5 in slightly more detail. Reports against all sub-clauses for this clause. Can also report against 8 principles of ISO9000
ISO9001 Clause 6 Resource Management assessment
360 degree Assessment covering the requirement of Clause 6 in slightly more detail. Reports against all sub-clauses for this clause. Can also report against 8 principles of ISO9000
ISO9001 Clause 7 Product Realisation Assessment
360 degree Assessment covering the requirement of Clause 7 in slightly more detail. Reports against all sub-clauses for this clause. Can also report against 8 principles of ISO9000
ISO9001 Clause 8 Measurement, analysis & improvement Assessment
360 degree Assessment covering the requirement of Clause 8 in slightly more detail. Reports against all sub-clauses for this clause. Can also report against 8 principles of ISO9000
2 ISO14001 Environmental Management System
ISO14001 Environmental Management System High-level Review
Covers the key requirements of ISO14001. Designed as a sense check for person setting up the system and the management team to take part. Reports against top-level Clauses. Can also report against key business principles
ISO14001 Environmental Management System Full Assessment
Full 360 degree Assessment covering all requirements of ISO14001. Designed for participation by everyone within the organisation. Reports against all Clauses. Can also report against key business principles
3 BS EN 16001 Energy Management
BS EN 16001 Energy Management Assessment
Full Assessment covering all requirements of BS EN 16000 (soon to become basis of ISO50001). Designed for participation by everyone within the organisation. Reports against all Clauses. Can also report against key business principles
4 OHSAS 18001 Health and Safety Management
OHSAS 18001 Health and Safety Management High-level Review
Covers the key requirements of OHSAS 18001. Designed as a sense check for person setting up the system and the management team to take part. Reports against top-level Clauses. Can also report against key business principles
OHSAS 18001 Health & Safety Management Assessment
Full Assessment covering all requirements of OHSAS 18001. Designed for participation by everyone within the organisation. Reports against all Clauses. Can also report against key business principles
5 ISO/IEC 20000 IT Service Management
ISO/IEC 20000 IT Service Management Compliance Assessment
Full Assessment covering all requirements of ISO/IEC 20000. Designed for participation by everyone within the organisation. Reports against all Clauses. Can also report against key business principles
6 ISO27001 Information Security Management
ISO27001 Information Security Management System High-level Review
Covers the key requirements of ISO27001. Designed as a sense check for person setting up the system and the management team to take part. Reports against top-level Clauses. Can also report against key business principles
7 ISO13485 Medical Devices Management System
ISO13485 Medical Devices Management System Assessment
Full Assessment covering all requirements of ISO13485. Designed for participation by everyone within the organisation. Reports against all Clauses. Can also report against key business principles
8 EFQM Business Excellence Model
EFQM Business Excellence Model Assessment
Full Assessment covering all criteria of EFQM. Designed for participation by everyone within the organisation. Reports against all Criteria. Can also report against key business principles
9
COSHH Management and Control of Substances Hazardous to Health
Management and Control of Substances Hazardous to Health (COSHH)
Full Assessment covering all requirements of COSHH. Designed for participation by everyone within the organisation. Reports against all Clauses. Can also report against key business principles
10 Good Corporation Standard
GoodCorporation Standard Section 5 – Environment
360 degree Assessment covering the requirement of Section 5 in detail. Reports against all sub-clauses for this clause. Can also report against key business principles
11 Business Management System (Whole Business BMS)
Business Management System Assessment
Full 360 degree Assessment covering key requirements of effective Business Management System (this is based on ISO9001, but does not mention it). Designed for participation by everyone within the organisation. Reports against key Business Management principles based on System Thinking
Business Management System Self-Assessment
A one-person self assessment. Allows them to review key elements of the Business Management System practices within their business and creates a maturity score and profile against the key drivers of effective Business Management, based on System Thinking. Also benchmarks their scores against others who have also taken the assessment.
12 Environmental Management System (embedded into the business)
Environmental Management System Assessment
Full 360 degree Assessment covering key requirements of effective Environmental Management (this is based on ISO14001, but does not mention it). Designed for participation by everyone within the organisation. Reports against key Environmental and Business Management principles based on System Thinking
13 Energy/Carbon Management
Energy/Carbon Management System High-level Review
Covers the key requirements of effective Energy Carbon Management (based on ISO27001, but does not mention it). Designed as a sense check, for person setting up the system and the management team to take part. Reports against key Energy/Carbon and Business Management principles based on System Thinking
14 Information Security Management
Information Security Management Self-Assessment
A one-person self assessment. Allows them to review key elements of Information Security Management practices within their business and creates a maturity score and profile against the key drivers of effective Information Security. Also benchmarks their scores against others who have also taken the assessment.
15 Individual Business (Process) Assessments
Understanding our business environment
Full 360 degree Assessment covering key elements of the way the organisation carries out its Understanding of its business environment. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
Understanding Stakeholder Needs
Full 360 degree Assessment covering key elements of the way the organisation carries out its Understanding of stakeholder needs. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
Business Planning
Full 360 degree Assessment covering key elements of the way the organisation carries out its business planning. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
Product Design & Development
Full 360 degree Assessment covering key elements of the way the organisation carries out its product design and development. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
Securing Business
Full 360 degree Assessment covering key elements of the way the organisation carries out its Securing of business (Sales activity). Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
Purchasing & Stock Management
Full 360 degree Assessment covering key elements of the way the organisation carries out its purchasing and stock management. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
Warehousing, Storage and Processing
Full 360 degree Assessment covering key elements of the way the organisation carries out its warehousing, storage and (where appropriate) processing. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
Monitoring Performance
Full 360 degree Assessment covering key elements of the way the organisation carries out its monitoring of performance. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
Analysing Performance
Full 360 degree Assessment covering key elements of the way the organisation carries out its analysis of performance. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
(Continuous) Improvement
Full 360 degree Assessment covering key elements of the way the organisation carries out its (continuous) improvement. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
People management
Full 360 degree Assessment covering key elements of the way the organisation carries out its management of people. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
IT ‘infra-structure’ management
Full 360 degree Assessment covering key elements of the way the organisation carries out its management of its IT infrastructure. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
Managing Suppliers/Supply Chain
Full 360 degree Assessment covering key elements of the way the organisation carries out its management of suppliers and/or supply chain. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
Managing Infrastructure and Work Environment
Full 360 degree Assessment covering key elements of the way the organisation carries out its management of its infrastructure and work environment. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
Managing Quality and Safety
Full 360 degree Assessment covering key elements of the way the organisation carries out its management of Quality and safety. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
Managing Risk & Financial Management
Full 360 degree Assessment covering key elements of the way the organisation carries out its management of risk and finance. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
Managing Customer Credit Management
Full 360 degree Assessment covering key elements of the way the organisation carries out its management of customer credit. Designed for participation by everyone within the organisation. Reports against key drivers of performance in this business area based on System Thinking
16 Miscellaneous Assessments
21st Century Auditor Skills Review
A 360 degree assessment of the level to which required competencies have been displayed for a specific auditor or an audit team. Involves a range of people who interface with the auditor when carrying out their duties. Reports maturity against a range of defined auditor competencies
Staff Satisfaction
A generic assessment by which organisations can engage their staff to provide feedback on their satisfaction with their employment. Uses a mixture of behavioural indicators as well as perception, to report against the key drivers of staff satisfaction, benchmarks the various teams involved and the overall level of satisfaction.
Manual Handling
A 360 degree assessment on the way in which manual handling is carried out, either by a team or an individual. Reports against the key elements of safe manual handling.
Employee Motivation Assessment
A generic assessment by which organisations can engage their staff to provide feedback on their level of motivation. Uses a mixture of behavioural indicators as well as perception, to report against the key drivers of staff motivation, benchmarking the various teams involved and the overall level of satisfaction.
Complaint Handling Self-Assessment
A 360 degree assessment on the way in which complaints handling is carried out, either by a team or an individual. Reports against the key drivers of effective complaint handling management
Restaurant/Bar management
A 360 degree assessment on the way in which a restaurant and/or bar is operated. Reports against the key drivers of effective restaurant and/or bar management

 

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Business Model DNA

Business Model DNA

Business Model DNA

is a physical process of analysing your current performance model and the exploring of new ideas. Offering by considering the value proposition, the products and services a business offers Competitor analysis compares performance compared to competitors especially from the viewpoint of key customer segments. Infrastructure by considering the key activities, those activities necessary to execute the business model; key resources, those necessary to create value for customers and partner network, the business alliances which complement other aspects of the business model….

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Business Model DNA

Strategic Business Model DNA

WHAT IS BUSINESS Model DNA?

Business Model DNA is a collaborative visual strategic management modeling tool which allows us to develop and sketch out new or and enhance existing business models. There are many ways to conceptualize your business however building on the work of Osterwalder the Strategic Business Model DNA provides a single detailed comprehensive reference framework.

SBMDNA is our first business improvement tool of three and compliments our Dynamic Strategic and tactical Management System and Strategic Winning Insights.

Contact us and let Jasper International help you develop the DNA for your future business model.

The visual template covers ten critical areas that can easily describe your business:

  1. The Offering
  2. The Infrastructure
  3. The Customer
  4. The Finances

The Business Model DNA can be printed out on a large surface so groups of people or teams can jointly work together to sketch and discuss creative business models; the hands-on tool that fosters understanding, creativity and analysis.

Business Model DNA is a physical process of analyzing your current performance model and the exploring of new ideas.

The Business is considered by looking at:

Offering by considering the value proposition, the products and services a business offers Competitor analysis compares performance compared to competitors especially from the viewpoint of key customer segment

Infrastructure by considering the key activities, those activities necessary to execute the business model; key resources, those necessary to create value for customers and partner network, the business alliances which complement other aspects of the business model.

Customers by considering the customer segments, which target audience for products and services; customer channels, how we deliver key products and services and customer relationships including customer relationship management.
Finances by considering the Businesses cost structure and the revenue streams required.
.

Content Flexibility

Business Model DNA can be used for any business model or new venture planning activity, including for example, looking at:

  • new products
  • new revenue streams
  • new target customer segments
  • new business units
  • partnerships and strategic alliances

The Business Model DNA is flexible being easily amended to model and refine options and test alternative scenarios.

The Business Model DNA allows for the generation of different business models; to test different hypothesis and their impacts across the business as well as a way to model the results once each option has been tested and measured.

Trusted Advisors

Business Model DNA is commonly used with the help of our trusted advisors who can independently help the team create and agree an initial plan and can subsequently offer strategic advice and insight as well as the tools to convert the model into a tactical plan and measure ROI and subsequent deployment and performance outcomes.

Business Model DNA Benefits

The key benefits of the Business Model DNA tool for any organisation can be summarized as follows:

Business Model DNA:

    • Can be used as a focus for management & owners to address key strategic issues and challenges facing the business.
    • Enables the creation of a robust strategy with minimum impact on time

Allows the understandable development and consideration of options for the business in terms of:

  • products
  • revenue streams
  • customers
  • business units
  • partnerships and alliances
  • Is a focus for ensuring the business will make best use of USP, competitive advantage and achieve its business goals.
  • Is inclusive, interactive and visual so all can be involved in the whole design process.
  • Allows people to see the impact of change in any one area, customer channels or areas such as key activities.

Allows scenario planning in four critical areas:

  • Customers
  • Trends
  • Competitors
  • Macro Environmental
  • Moves strategy from the boardroom to the business and shapes the future.

Business Model DNA – From Idea to Integrated Strategy

A strategic management tool developed to sketch out new or enhance existing business models. A visual process which uses ten key business model building blocks. To get your team together to consider current and possible business models may seem like something to avoid but ultimately it is the only way to ensure your business is on the path to success.

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Dynamic Strategic and Tactical Mapping System

Dynamic Strategic and Tactical Mapping System

DST MAPP is a Collaborative Visual Planning Process

The system provides a simple and effective way to plan any business activity. Regularly Used to Develop Top-Level Strategies and Tactics. DST MAPP can also be applied to any multi-decision process where ownership of implementation is dispersed and hard to monitor.
The three main reasons that planning fails are:

1. Lack of commitment and buy-in
2. Poor communication
3. Insufficient tracking

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Strategic Winning Insights

DSTMS

What is DSTMS?

DST MAPP is a collaborative visual planning process that provides a simple and effective way to plan any business activity. Regularly used to develop top-level strategies, DSTM can also be applied to any multi-decision process where ownership of implementation is dispersed and hard to monitor.

The three main reasons that planning fails are:

 

  1. Lack of commitment and buy-in
  2. Poor communication
  3. Insufficient tracking

 

DSTM addresses each of these issues directly, enabling planning teams to collaborate throughout the process using a common interface. DSTM explicitly links strategic planning to tactical implementation which reduces delivery risk.

DSTM is our second business improvement tool of three and compliments our Business Model DNA.

Contact us and let Jasper International help you bring into visual perspective your business.

Who Uses It?

DSTM already has a network of hundreds of organizations and trusted advisers who use the system.

As a DSTM content provider, one of the most challenging tasks is the process of getting your knowledge out of your head (or wherever else it is stored) and captured. The DSTM process focuses on breaking up your experience and knowledge of a complex process into smaller, easy to access, steps that can be understood by someone else who does not have your insight.

What Does It Do?

We recommend that as a first step you create a primary level of content which will involve identifying the name of the step and then giving it a short description of a couple of sentences and asking a single question of the reader. There are two other levels of detail you can progress to once you are happy with the first step. There is no rule as to how many decisions make up an ideal content set. Some sets have up to 100 decision steps and others less than 30.

How does DSTM Work?

DSTM is both a physical and a digital planning system. In its physical form DSTM allows a team to build a plan together around a table, allocating responsibility and agreeing key steps together. DSTM splits any planning activity down into its component parts, focuses the team on addressing each of the components in turn and then enables them to construct a new workable plan from only those components that are relevant to their situation.

DSTM Online!

With the new plan created, DSTM, in its digital form, provides the team with web-based access to an online version of the plan where each person can view the tasks allocated to them and update progress. Securely hosted on the web and accessible via a web browser, the team can all have access to the same plan at the same time from anywhere, facilitating better communication and ensuring accountability and transparency. The team manager can see at a glance what progress has been made and what areas of the plan need attention.

  • DSTM Start Up has been created to help start ups of all kinds to develop simple, quick and effective plans.
  • Using the experience and knowledge of hundreds of companies who have gone through the process before, DSTM Start Up asks you all the questions you will need to answer as you start out.
  • Using DSTM Start Up you will rapidly be able to create and communicate your plan and then monitor its implementation whoever you are collaborating with.
  • DSTM Growth is focused on assisting organizations with significant growth ambitions that need to have a solid and flexible plan as they transform to meet new challenges.
  • DSTM Growth involves all the key players in the organisation in creating an agreed and deliverable plan which can be regularly reviewed and modified as the environment changes.
  • DSTM Growth helps you keep a close eye on what has, as well as what still needs to be achieved.
  • DSTM Corporate is used by a wide range of corporations that are looking to formalize, communicate and monitor key processes within their organizations.
  • In areas as diverse as Care Pathway mapping through to franchise implementation, DSTM Corporate provides a simple and quick way to view progress, interrogate evidence and ultimately audit any complex and high value process that the organisation has undertaken using a standard browser.

Content Flexibility!

 

DSTM can be used for any planning activity with content drawn from a growing database of experience or can be created from scratch by the planning team. As the plan develops and conditions change, DSTM allows any new information or activities to be included in real-time, ensuring that all team members are aware of the changes and any new priorities.

 

Personalised Interface!

 

DSTM provide a number of different levels of access enabling the various owners of the whole plan, each decision step and ultimately each task to have personalised views of their own activity and how that fits within the overall plan. Individual and overall planning progress is graphically displayed which clearly shows which steps are causing issues and which are moving ahead on schedule

The DSTM System

From Complex Strategy to Visual Implementation

Trusted Advisors!

 

DSTM is commonly used with the help of our trusted advisors who can independently help the team create and agree an initial plan and can subsequently monitor implementation of the plan through the web.

DSTM Benefits!

The key benefits of DSTM for an organisation can be summarised as below:

DSTM!

– Can be used as a focus for management & owners to address key issues in the business.

– Enables the creation of a robust strategy with minimum impact on time

– Is a focus for agreement on USP and goals as well as the strategy to move from one to the other

– Is interactive and visual so all can be involved in the process through communication

– Stops strategy staying in the boardroom – it follows the business out

– Enables management/owners to view progress on agreed strategy and identify issues before they become obstacles

– Enables advisors to track progress and to pre-empt/address key issues in advice sessions

– Enables implementers to track progress of whole organisation and celebrate success

– Provides rolling approach to strategy delivery so that it remains continuously live rather than historic and worthless

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Strategic Winning Insights

Strategic Winning Insights

Business Strategy Assessment

This diagnostic provides CEO’s with the perfect formula to assess their organisation against the Winning organisations of today. It is targeted at those people who know most about their organisation’s performance and provides them with accurate information about where to focus their resources for future success…..

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Strategic Winning Insights

Strategic Winning Insights

What is Strategic Winning Insights?

This diagnostic provides CEO’s with the perfect formula to assess their organisation against the Winning organizations of today. It is targeted at those people who know most about their organization’s performance and provides them with accurate information about where to focus their resources for future success.

Using our unique style of reporting we enable you to accurately identify the “Opportunity Gaps” within your organisation, allowing you to quickly locate the areas that require specific attention to improve management, practices and performance. Contact us and let Jasper International help you measure your strategy and returns.

Who Uses It?

It is used by CEO’s, Health Authorities, Government Bodies, Private and Public Sector Companies, Not-For-Profit Organizations, Senior Change Agents, Quality and Improvement Executives and Firms of Consultants.

It should be used to ascertain an organization-wide analysis of performance and sustainability.

SWI is our third and final business improvement tool of three and compliments our Business Model DNA and Strategic and Tactical Management Systems.

The Measures Defined!

Strategy | Clear and Fuzzy Strategy

Strategy is an important element of the winning framework. Winning organizations have a clear strategy, though it can be expressed in many ways and does not necessarily exist through vision and mission statements or a similar type of statement. However, there appears to be some fuzziness or flexibility at the edges of strategy. Winning organizations are always seeking to take advantage of incremental and unexpected opportunities, even if they tend to lie just outside their current clear strategy. Good strategy is an important driver of success but on its own does not guarantee success. It helps with organizational alignment, direction setting, decision making and ensures focus and consistency throughout the organization.

Alignment | Perfect Alignment

While seemingly impossible, winning organizations actually believe they can achieve perfect alignment.

Practicing a culture of continuous improvement, they use systems as the critical foundation for alignment.

They seek to align culture, leadership, people and perceptions of strategy. Alignment is made to external needs as well as to internal forces. Achieving alignment across the organization is very difficult but essential. The organizations understand the importance of being aligned to customers to ensure that internal processes deliver the products and services that are wanted, instead of simple alignment to the products that the organization can produce.

Outlook | Looking Out, Looking In

Winning organizations are both externally focused and internally focused, and have a balanced perspective with respect to all stakeholders. They are aware not just of customers, but of their environment, their community, their international industry and international trends. They carefully manage relationships outside the organization and know their place in the value chain, understanding how future value is created and how it can be extracted. Winning organizations operate from the customer’s perspective and develop customized products and services, using market research to validate needs and satisfaction. They strive to build lasting relationships with suppliers and other business partners and also view governments and regulators as forces to be managed. Leaders are constantly thinking globally.

Adaptability | Adapt Rapidly

Changing business conditions mean that even if perfect alignment is achieved, the organization will have to change and evolve rapidly. Winning organizations are flexible but change in these organizations is controlled. They understand that change is continuous and may be externally or internally induced.

Continuous improvement and innovation is sought in processes as well as in products and services.

People | Right People

Winning organizations recognize that getting the right people into the right jobs is critical for achieving excellence. They recruit and develop people who believe in the ‘cause’ and whose values and attitudes fit the intended strategy and culture, rather than the ‘best’ people who demand the highest pay. People who do not fit are actively managed out of the organization quickly. People who work in a winning organization are committed and proud to work for their organization and are keen to use their collective talents to ensure it succeeds. Having the ‘right’ people means less need for organizational hierarchy, structure, bureaucracy and excessive controls. Winning organizations are very clear on what people need to achieve individually and in teams. They measure performance against targets, provide feedback on performance and reward people based on the results.

Leadership | Leadership, Not Leaders

In winning organizations, leadership is seen as a team based capability rather than the responsibility of one individual. Leaders set up an emotional ‘cause’ for the organization, often expressed in moral or social terms. Leadership style is dependent on the particular organizational needs at a specific time – an ability to adjust rapidly to changing needs is a key characteristic of success. Leaders in winning organizations tend to exhibit a ‘captain-coach’ styles and build informal communication networks within the organization. They also go to great lengths to find different channels in which to communicate formally, frequently and as widely as possible. They are available, egalitarian, and they closely support their people rather than set difficult challenges from afar. Some of these factors are considered to be climate and cultural differences. A key leadership focus is building the capabilities at all levels of the organization.

Risks | Manage the Downside

Despite rapid growth, innovation and looking outwards, winning organizations are conservative. Project management techniques are used to plan carefully beforehand and evaluate the downside and risks of major decisions, not just the upside or positives. Winning organizations accept that risks are necessary for progress and are proactive in sharing them with other organizations, customers and their people.

Balance | Balance Everything

Rather than trying to choose between alternatives, winning organizations choose both. For instance, while they are conservative, they are also entrepreneurial. While focusing on the long term, they also focus on the short term. While focusing on financials, they also focus on delivering value to customers, employees and the community. While working in teams, people are also individually responsible. They achieve superior performance by combining all elements of the framework, rather than focusing on profits or marketing or innovation or leadership. They do many things consistently well at the same time.

Execution | Effective Execution

Effective execution enables winning organizations to deliver results against an expressed expectation – they do what they say and do it again and again. Executives announce what they plan to do, plan and budget for it and then meet the plans and budgets. To do this they have clear processes that are accepted within the organization. They have good management control systems, people take personal responsibility for their work and they rigorously measure performance. They learn from their mistakes and handle them positively by regarding them as opportunities for improvement. They do not allow poor performance of a business unit to drag down the overall performance of the organization (or at least not for very long). In other words, under-performing business units are not cross-subsidized and every unit has to meet the standards and pay its way. These characteristics differentiate winners from most other organizations that disappoint their stakeholders by failing to deliver what they say, what they promise and what they promote and market.

What are the Ingredients for Sustained Above-Average Performance in a Successful Organisation?

Based on two major research projects completed between 2002 and 2007 it provides organizations, large and small, with the ability to take a complete look at their business, identify their “Opportunity Gaps” and implement structured plans to make improvements for sustainable and profitable success in the future.

The sole purpose of this diagnostic is to determine the most important issues faced by managers and leaders of winning organizations, being:

It measures and benchmarks organizations against nine dimensions that “Winning Organizations” do differently, compared with other organizations, with the results providing multi-level analysis, in each of the nine dimensions.

It can be run with multiple levels of management in numerous departments and offices around the world (in any language), with the results showing multi-dimension comparisons.

From Idea to Integrated Systems

The Diagonstic Enables the Organisation to:

Easily and quickly compare your practices (and optionally benchmark) your organizational performance to other organizations who have consistently performed above-average.

Improve overall organizational sustainability and performance by targeting and focusing strategies and actions on key priority areas, as identified by the “Opportunity Gaps” in each of the nine dimensions of the framework plus topics specific to your organisation. Identify opportunities to improve your organization’s performance, by focusing on the strategies and actions on key areas of importance, as identified through expert analysis of the quantitative and qualitative feedback from the diagnostic analysis.

The winning insights framework provides managers with a rigorous, comprehensive, challenging, but practical framework assessment to improve organizational practice and performance.

Winning Insights

From Idea to Integrated Strategic Results System

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Enterprise Talent Management System

Enterprise Talent Management System

Succession Planning Involves an Integrated Systematic Approach

To identify, develop and retain talent for key positions and areas in line with the organisation’s business objectives. The focus is on developing employees so that the organisation has identified qualified candidates who are ready for key positions when they become vacant. Managers or administrators can search for employees with the competencies and potential to fill specific positions within the organisation to support their succession planning process. Employees are ranked based on their competency fit for specified positions….

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What is Enterprise Competence Based Management?

ETMS software enables you to bring effective Competency Based Management to all employees within the organisation, via job selection and assessment processes, career development and learning tools, performance management and career planning systems. Built around a common, competency architecture, this innovative system of Intranet / Internet enabled tools facilitates the strategic management of the employee life cycle, from recruitment to retirement.

The modules are designed to work with your existing Human Capital (HC) infrastructure. This allows you to evidence your return on investment through strategic competency-based management.

What Does the ECBM Do?

Change the competencies and the profiles are immediately updated. Changes to the profiles flow to the assessments and the interview guides. Competency matches are also updated. This greatly simplifies the management of your competency-based talent management system.

Competency Dictionary

ECBM Comprehensive Competency Dictionary, the flagship product, consists of 64 fully validated behavioral and functional competencies shown to be critical to organisational success. Five levels per competency and the ability to mix and match to suit your organisations needs yields millions of combinations to meet any requirement. Designed for a variety of large and small private and public sector organisations (10 to 30,000+ employee base), this dictionary has been developed from over 30 years of experience in the field of competency-based Human Capital Management. We can also design your own bespoke competencies.

Competency Profiles

The Competency Library enables you to view all the job profiles within the tool. The profiler displays all the skills, accountabilities and competencies attached to that profile, by proficiency level. Each proficiency level comes with a detailed list of the behavioral indicators that are required to function in that job.

Employee Profiles

Managers can see all of their employees’ assessments, learning plans and performance reviews from their home page. Employees can see their own plans and assessments as well as a complete list of their validated competencies.

Competency Assessments

This module allows the employee to self-assess against the competency profiles for his current job or future jobs within his / her desired career path. Similarly, managers can conduct employee assessments and share these results with their employees to determine strengths and development gaps in competency.

ECBM also supports 360 degree assessments (employee, manager, peers, employee’s employees) allowing for a more comprehensive assessment of employees and leaders. Results are reported by competency group in terms of Competency Strengths and Competency Gaps and then are presented in more detail for each competency (by performance / behavioral indicator) to allow for a more detailed and diagnostic assessment of the employee’s competencies. Ratings can also be supported by comments and examples to demonstrate why particular ratings have been given.

Learning Plans

The Learning Plan Manager gives Users the opportunity to develop a PERSONALISED LEARNING PLAN based on an Assessment, and gives both the User and Manager the ability to monitor and assess progress against targeted learning and development objectives.

Performance Management

This module facilitates effective performance planning, evaluation and development through MUTUAL ACCESS and INPUT into an employee’s performance. The Performance Plan encourages open communication between the Manager and the employee throughout the review period, as the plan may be amended or modified as necessary during the course of the year. A Performance log can be used to record the progressive discipline process or progress against goals.

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