Case Studies

Enterprise

Ontario Network of Excellence/return on innovation centre

The Challenge: Streamline the strategy planning and implementation process of the 13 Centres of Excellence to reduce administration. Create a standardized approach to demonstrate ‘Return on Innovation’ to a range of stakeholders including government, corporations, emerging technology and science entrepreneurs and community networks. Determine that the toolset can be utilized to support clients (entrepreneurs and start-up ventures).

 

The Outcome: The openaxyz method and toolset provides an effective template to be applied for a all the centres.  It stimulates strategic thinking and provides a platform for sharing of ideas and the on-boarding of new staff and stakeholders. It creates a standardized approach for implementation and is currently being developed to enable rapid deployment across 13 centres across Ontario. A pilot  with a Clean Technology start-up demonstrated how entrepreneurs can directly apply the toolset to provide focus and manage their business more strategically.

development bank of southern africa

The Challenge: The executive strategy team required a visual and simplified  blueprint structure of the growth strategy and repositioned balanced scorecard for the bank, focusing on validating and extending the bank’s services as a Centre of Excellence for rapid growth and offer new non-traditional services to be delivered to ensure sustainable economic impact and growth.

 

The Outcome: Through applying the framing toolsets complex information and concepts were consolidated and displayed in a logical structure focusing on enabling optimization of current capabilities to position these for rapid and critical expansion.  A strategic scorecard was developed inside the openaxyz web toolset as part of the roadmap towards implementation. The toolset demonstrated the application of a ‘Vectorized’ model to create alignment and harness expertise (excellence) across the organization.

barclays/absa africa

The Challenge: The internal strategy team required a method and toolset that would achieve alignment across various business units and to support their new performance optimization strategy. It also addressed issues of ROI, efficiencies and maintaining a competitive advantage in a rapidly changing market.

The Outcome: The team was able to demonstrate and facilitate a visible alignment technique to assist their internal clients in improving strategic alignment. openaxyz was able to demonstrate flexibility in approach for each business unit, while maintaining focus on One Agenda. It supported balanced scorecard initiatives, as well as customization requirements for the bank. A competency framework for developing strategy execution as a management skill was delivered to the learning division.

sasol

The Challenge: Highly professional and well established financial divisions operating across independent companies in the group were being con-configured into a Functional Excellence to consolidate and share best practices and optimize scarce skills and resources to support the group’s expansion and growth objectives for the future. The assignment was to support the Chief Financial Officer of the group as well as the various Financial Managers of different companies by leading the organizational design.

The Outcome: The AXYZ logic was applied to frame the core functional services into a common understanding and agreement across diverse requirements from diverse companies. This enabled chief financial officers to articulate their own department’s  unique value proposition and contributions into the future growth market, yet optimize their overall expertise inside the overall group. The blue print was used to shape and direct the generic organizational design as well as core ARIS process mapping to restructure the Finance Function.

eskom

The Challenge: The purpose of the assignment was to support the Total Quality Management Executive to unpack the Total Quality Management Centre of Excellence strategy with core stakeholders to build the capacity and competence to ensure they contribute toward aligned objectives. Their Divisional and individual KPIs were linked to their personal development (PD) scorecards to achieve effective execution. Further to enable the practical implementation of the balanced scorecard approach.

The Outcome: The openaxyz method was used to build a grassroots and common understanding across variety of diverse stakeholders. The next phase was the consolidation of strategy planning into execution whilst addressing issues of resistance, competence whilst redrawing organizational boundaries. The alignment challenge resulted in the development of the openaxyz Vector model, as well as utilization of the openaxyz wiki, glossary and scorecard approach which is built into the web-based software. The openaxyz vector model was originated  and applied successfully during this assignment.

South african post office

The Challenge: To deploy the method and toolset to develop and launch a focused new ICT business and services offering for international postal service whilst facing regulatory and business efficiency challenges in a market where they are being dis-intermediated by mobile technologies and other global competitors.

 

The Outcome: Extensive market research and benchmarking was consolidated into product and service segmentation using the AXYZ logic, supported by a business model and a strategy measured by a performance scorecard and an optimal structural design leading to effective deployment. Model aligned to ITIL, PMBOK and ETOM.