10X Organisational Capability
Are you ready to deliver Shareholder value for your organization through Capability? CSG is focused on Organisational Capability that delivers the business aspiration and results.
The power of focusing on Capabilities to drive the desired results
Here is an extremely powerful summary of the impact a focus on capabilities can have on your desired results.
Business Aspiration
having a clear articulation of the business aspiration is critical – we have seen many organisations with an unclear or no business plan, the impact of which can’t be understated with competitive advantage, revenue generation, organisation plan focus, operating expenses, resource allocation and time being top of mind KPIs. Alignment of the desired outcome is critical to effectiveness and efficiency of delivery and robust performance management.
Organisational Capability
However, what is most surprising is the general lack of an Organisational Capability roadmap/plan or if it does exist, it is disconnected from the business aspiration, unstructured in design and implementation, lacks sufficient investment to achieve success or most importantly is not prioritised on a high impact/high return.
Result or Outcome
In summary the lack of an Organisational Capability roadmap/plan will potentially lead to non/under achievement of the desired business aspiration, organisational strategy drift and competitive advantage degradation, all of which could ultimately lead to the business closing. Conversely, a sustainable growing business is most definitely achievable when there is a very clear line of sight and connection.
Effective Organisational Capability Planning = Business Aspiration Achievement
There are many examples of the value of Organisational Capability on the stock price, shareholder value, business plan delivery. The example that stands out for me is The Coca-Cola Company. They continue to grow and today are considered the 29th most valuable company as at May 2023 Coca-Cola has a market cap of $276.85 Billion. They are considered the largest top soft drink brand globally
What is the definition of Organisational Capabilities?
There are various thoughts around the definition of Organisational Capabilities and indeed the word Capability has acquired many different beliefs. These definitions vary from intangible, strategic assets that organisations use to get work done and are generally organisation specific being driven by context to very tangible and clearly identifiable differences that one feels as a consumer, supplier, or customer. We are confident when you think about your favourite company to purchase from or support you will have some area in mind, e.g., product innovation, supply chain, customer focus, price point, service quality etc. Internally, a focus on expertise, structure, processes, leadership, culture, technology, and knowledge management are a few to mention. An macro alignment is necessary, example as follows:
There are simply too many examples of capabilities, as is often the case a process of robust discussion which will elicit both the core strategic, operational, and functional capabilities. The challenge then is to prioritise and made the tough decision regarding which ones to focus on. A simple 9 box matrix model facilitated by significant discussion will provide the 80% that you often need.
Samples of Organisational Capability transformation programs that we have been involved in
Sales Capability Accelerates Growth
Context – SEA - delivery of double-digit growth expectation of the 3 core brands was below expectation. Belief there were a few Sales functional areas that were below maturity.
Action – OSCAR (Outstanding Sales Capability Accelerated Results) transformation program focused on: Basic Call Procedure, Instore Fundamental, New Product Launch Process, Turning Insights into Selling Propositions and Trade Terms Management.
Result – Double-digit growth in first year of inception • Strategically aligned goals/performance • Operational process consistency • Improved analytics/improved decisions • Winning external partnerships • Foundation for capability maturity growth • Embedded Performance Culture • Highly engaged Sales Team
Service Sales Capability and Portfolio Transformation Expands Growth
Context – Asia - Growth imperative of was the implementation of a significantly more effective and efficient Technical Service delivery including expanded Sales Portfolio.
Action – Alignment of core service capability: Maintenance Planning; System Performance; Selling Services; Issue Resolution; Account Plan; Service Contract; Installation Quotation.
Result – Foundation for continued business growth • Blueprint Transformation completed to time • Global COE applied our work to all other clusters • 7 Operational booklets to align core capability • Improved analytics/improved decisions • Foundation for capability maturity growth • Highly engaged Technical Service Team
Field Service Capability Enables Growth
Context – Asia - Field Service Engineering capability is the ‘how’ - the enabler of Service growth delivery. Country MD’s unable to deliver additional growth or service existing customers due to Engineer pipeline capability deficit.
Action – Document current landscape which was critical as it takes 2-4 years to develop an Engineers to full capability. Identified 140 Engineers shortfall in the pipeline.
Result – Developed a 1-3 year FSE pipeline plan (capacity); built detailed 3 year FSE development plan (capability); effective use of existing workforce (utilisation) and ensured context evaluated and included (attrition). • Increased Customer Satisfaction; Improved FS Operations utilisation; Reduced Issue Resolution Completion Time. • Delivered a proactive hiring plan to HR Operations to commence pro-active hiring.
Capable Leaders in Key Positions
Context – Asia - Leadership capability and pipeline. Consistently leadership capability is a key differentiator in the delivery of opportunities. With significant internal gaps a focus on developing capable leaders and hiring externally was a priority.
Action – Partnered with all levels of leadership in a methodical detailed, process centered approach to: • Identify leadership framework - deliverable/scope/plan • Implement relevant plans – Senior/HIPO/Succession • Introduce or develop where necessary appropriate tools, e.g. DDI Success Profiles • Complete 1-2-1 interviews with all leaders and support IDP delivery
Result – Talent Leaders, Performing Teams/Employees • 1-3 year Leadership capacity plans • 1-3 year Leadership capability development plans • Success profile driven individual plans • Delivery of multiple leadership programs including Coaching & Feedback for Leaders; Maximizing Performance through OGSM
Go-to-Market Channel expansion to reverse stagnant and declining revenue
Context – Growth is stagnant with declining revenue, reducing profitability, and changing customer demand.
Action – Reviews of go-to-market channels against strategic intent – develop a revised go-to-market marketing plan, developed social media capability, and hired suitable talent.
Result – Return to double-digit growth through new commercial channels and customers.
Structure and Accountability conflict impacting collaboration
Context – Declining revenues lead to a finger-pointing culture and beliefs that accountability grabs would deliver improved results developed into a personal conflict which impacted collaboration and leadership alignment. Potential leadership resignation and demotivation.
Action – Constructive dialogue with key stakeholders to understand the different perspectives, from which an accountability matrix (RACI) was developed to communicate and align on the lines of responsibility.
Result – Increased accountability and clear lines of communication lead to significant improvement in business results and greater leadership focus. Retention of a key and capable leader was the primary outcome.
Development and alignment of business plan to drive funding focus
Context – Significant internal leadership anxiety over how to move forward having received funding for their two-year start-up.
Action – Leadership dialogue to gain an understanding of the business and their aspiration, development of a one-page OGSM plan, a detailed action plan developed following high impact/ high urgency exercise.
Result – Accelerated alignment of leadership and employees, performance and objective prioritisation, and dashboard development to monitor and drive continuous action plans and role definition.
Too much technical focus inhibiting business growth
Context – As is often the case, the founder/owner’s background drives a high internal focus on technical/product capability.
Action – Completed strategic plan to identify critical milestones and factors to deliver the organisation’s business aspiration focused on commercial, sales and marketing capabilities, and channels to market.
Result – Organisational restructure based on zero-based budgeting, commercial leadership hire, realignment of priorities and resources.
Reduce leadership conflict to drive business alignment
Context – New regional MD identified a lack of leadership collaboration which was building personal conflicts and impacting business alignment.
Action – Completed two-day coaching and feedback workshops, carried out individual coaching sessions and introduced collaborative templates and tools to build collective input and depersonalisation.
Result – Improved organisational alignment, improved feedback processes to build trust, increased awareness, and reformed methods to communicate professionally through data-driven results rather than subjective personal dialogue.
Funds raised for new technology start-up
Context – After years of building the business idea and a solution blueprint, the owner/founder had to raise funds to commercialise the idea and raise funds but lacked know-how and experience.
Action – Documented a detailed business investment plan with the owner/founder and then connected with investment fund manager experts to elicit their input to strengthen the proposition.
Result – Significant initial funds raised with minimal equity given and more informed owner/founder that would strengthen ongoing fundraises.
Bringing a new technology idea to market
Context – Technically the idea appeared sound but untested; the funds required to build the total platform were significant and the commercialisation and go-to-market strategy not clear.
Action – Developed a roadmap to the end goal, initially identifying the market viable product (MVP) that would enable idea testing before a huge investment was required. Concurrently developed the cash flow projections required to commercialise and go to market based upon the realistic cost of acquisition (COA) metrics.
Result – Using Figma, we were able to prototype the platform for web and mobile applications to enable visualisation of the MVP and to help with tendering to gain competitive quotations.
Overseas manufacturing opportunity requires market research
Context – Specialist fibreglass technical expertise is required in an overseas market to determine market viability and project progression.
Action – Gained a strong understanding of new technology and required core capabilities to deliver on the aspiration, market research completed of broad country resources and people capabilities.
Result – Project enablers and risks identified and input into the business plan. However, this project did not go forward.
Artificial intelligence project realisation exercise
Context – Organisation attempting to enter new sophisticated customers in overseas territories with a revolutionary AI HR platform but was not making progress due to a lack of winning proposition.
Action – Developed end-to-end product demonstrations against the current context to raise awareness of the proposition to drive decision-makers’ positive acceptance.
Result – Multiple discussions led to a higher level of understanding of customer pain points and the required re-work to deliver a viable investable product.
Core capabilities to drive business-impacting profitability
Context – Large food manufacturing company with successful brands challenged by financial visibility due to antiquated systems in addition to raw material direct purchasing costs limiting profit margins.
Action - Developed clarity of key capabilities required and targeted specific individual ‘game changing’ candidates to close the gap.
Result - Two individuals hired, created a major change in the business with the combination of world-class finance delivery coupled with innovative purchasing practices and processes which led to higher profit margins and improved cash flow/ capital investment.
What our clients say about us
Richard is an expert within all disciplines in human resource development. He is very international-focused, with extensive experience in the Middle East and Asia. He is capable of being a driver in change management in order to step-change organisations to be more competitive. He is a top-notch recruiter who cut to the bone to find the best possible candidates for senior executive positions.
With an incredible affinity for people and possessing incredible passion and energy, Richard is one of those rare team members who delivers not only the project but the enthusiasm and goodwill of the broader organisation. A leader in the HR arena, Richard showed his versatility and capability by successfully delivering critical projects across our regional sales program.
Richard is an outstanding Human Resource professional. He has deep insight into organisational and talent development requirements for businesses to be successful in today’s highly competitive markets. He is an exceptional talent identifier, a tremendously passionate and forthright colleague who inspires every single person that he meets. He combines superb topic expertise with a high level of personal integrity, energy, and creativity that most can’t match. I have worked with HR professionals across many markets over a long career and Richard is at the top of my list.
I have engaged Richard on two occasions and highly recommend him for his change management capabilities, drive, action orientation, and business acumen. Richard led an organisational transformation program to support me in the regionalisation of our technical service organisation comprising 600+ employees across Asia. He delivered excellent results through his ability to balance results and people orientation. His ability to apply his deep HR expertise with an understanding of business realities is outstanding, and he has had a profound impact on the Asia organisation.
Richard has provided a personal development course which over half of our Asia-wide staff have attended. The feedback is very positive, and I believe the results are starting to show. If you want to make a “step-change” in your organisation, consider talking to Richard.
Richard is one of the most talented, if not the most talented, HR person I have known and had the pleasure to work with in my thirty- year-plus career. He brings an uncanny insight to any situation as well as a very strong business acumen. KCC truly misses Richard.
Richard worked with me as HR Director. In this role, he was focused on improving the way we build global capabilities aligned with our long-term business strategy. He did a great job of driving multiple projects focused on building strategic capabilities in the organisation. He is able to combine his deep HR expertise with a strong business understanding in order to partner with the line organisation.
I have worked together with Richard on several projects, projects that have spanned over large regional areas (South East Asia, Oceania and North Asia). Richard has brought HR knowledge, professionalism and experience to these projects in combination with extremely structured project management skills. What differentiates him from most people I have worked with, is his passion and drive, both for the task at hand, as well as all the people involved. Richard has a great ability when it comes to finding the right way forward. He does so by challenging you and asking the right questions to drive conclusions and alignment.
Richard is an insightful leader, which sets him apart. He has an outstanding ability to translate complex challenges into impactful solutions and outcomes in a way that inspires the very best of a team and makes the most of the biggest opportunities. I have had the privilege to work with Richard across several businesses for over twenty years. Turning around an underperforming $US100 million operation might sound daunting but it seemed like a breeze to Richard. He brings purpose, focus, order and structure while fostering ambition, achievement, camaraderie, and enjoyment.
