Use the Perendie platform ® to:
Stimulate radical thinking about what needs to be produced, done and employed in future.
Set the future direction of the organisation.
Validate, integrate and improve the strategy.
Facilitate the continual review of strategic direction, performance indicators and outcomes make it more joined-up, efficient and effective.
Communicate the strategy more widely and effectively.
Ensure that the strategy is complete, consistent and correct.
Determine the required outcomes.
Prioritise the required outcomes.
Exclude what the organisation has decided not to accomplish.
Objectively evaluate current objectives and initiatives.
Join up outcomes
Know which order to deliver outcomes in.
Link and align strategy and operations.
Make relationships which would otherwise not be made because of their complexity.
Avoid rework and waste.
Define what to measure.
Relate existing mandatory key performance indicators to outcomes.
Validate and review the existing KPIs, explain their purpose and relevance, and increase commitment to them.
Discover the causes of success
Say what people need to learn and excel at to deliver the strategy.
Balance long term capability-building with short term delivery.
Turn attention from problems to causes.
Identify root causes of outcomes rather than problems.
Increase the probability of implementing the strategy.
Mitigate the risk of failure.
Focus on those risks which are likeliest to prevent the delivery of outcomes.
Integrate isolated risk registers.
Promote the values of the organisation.
Continuously reveal and remove duplication.
Copy best practice.
Reduce the need for meetings and paper reports.
Reduce the time spent on administration and in meetings.
Identify core processes.
Systematically derive the minimal activities and resources required to deliver the outcomes.
Make processes and ways of working joined up and efficient.
Stop processes and initiatives which don’t lead to the outcomes required in future.
Prioritise work – if an activity directly delivers an outcome on the strategy map, it’s top priority.
‘Health check’ and manage the programme portfolio.
Challenge what exists
Challenge and justify partners’ and support units’ outcomes.
Replace potentially litigious Service Level Agreements.
Empower people to challenge and change current deliverables, ways of working and resource allocations.
Share best practice
Establish future best practice.
Locate best practice and knowledge at the point of use.
Align information technology with the business.
Immediately reallocate the resources associated with redundant activity.
Automate, integrate and replace all business management processes including corporate governance, risk management, business planning, job specification, job evaluation, budgeting, procurement, resource allocation, programme management, performance appraisal, performance management, remuneration, information technology management, knowledge management, internal communication, auditing and corporate reporting.
Halve the time, effort, cost and uncertainty of management, saving the time and cost of the most expensive people.
Remove the need to command and control, and for micro-management.
Make management simpler, faster, more flexible, cheaper and more effective.
Lighten the management workload.
Manage methodically rather than randomly.
Ensure that management is world-class.
Transform customer service.
Enhance stakeholder value by achieving corporate goals faster.
Rapidly and flexibly change direction, best practice and resourcing.
Implement the strategy.