Electronic Compass Aligned Performance System
A simple one page strategic plan
executed through an on-line performance management system
www.ecaps.biz
Every organisation is perfectly aligned to get the results that it does!
Let ec@ps align your organisation to get the results that you want!
Electronic Compass Aligned Performance System
Looking for a simple, effective and affordable strategic planning, implementation and performance management process that aligns all the staff to
achieving the vision?
Then ec@ps is the tool for you.
ec@ps is delivered in a two day practical interactive session that produces a one page strategic plan, together with supportive individual performance
plans for the next six months and a web based execution system to ensure the process is monitored and results are achieved.
Any existing Strategic Plan or Balanced Scorecard can be incorporated into the ec@ps model with ease.
Further to the two day session there are follow up interventions designed around the organisational requirements to keep the focus and performance
measures alive. Leaders will be coached on how to keep the plan active and to make adjustments when things change.
The people who have to perform create the ec@ps plans and, as a result, the buy-in and ownership is enhanced.
This process is easily cascaded through the organisation from top strategy; to annual team plans; to individual plans and performance criteria. This
holistic approach involves all the people in the organisation. It enables them to realise the contribution they are making to the achievement of the vision.
In large organisations, key people will be coached on how to facilitate the ec@ps process through a methodology that is participative and motivating.
This allows staff to quickly and effectively contribute to the success of the organisation.
ec@ps
Outcomes
 A common vision
 Improves executive time management
 Creates a clear Strategic Focus at all levels in the organisation
 Focus on the important issues requiring greatest improvement
 Develops an organisational culture based on a collectively created set of values
 Gives an understanding of those issues that are critical to the achievement of the vision
 Each individual has a simple one page performance agreement for the next six months
 Establishes tactics and actions to support the business goals
 Establishes measurable performance indicators
 Easy to change and adjust as required
 Creates a striking easy to follow plan
 Allows for ownership of the process
 People are involved in the process
 Motivates and aligns the team
 Improved communication
 Gets results
The 4 pillars that ec@ps is built on
1.
2.
3.
4.
Simplicity
Ownership
Flexibility
Accountability
Background
The ec@ps process was developed by Clive Howe in 1999 having found that there was a need to simplify strategy and develop
a process for easy implementation. He found that many organisations had very comprehensive and complex strategies but there
was often a gap between the strategy and the operational implementation of this strategy. The ec@ps process addressed this
gap and people found that they could easily relate to the one page process.
We have grown the brand and introduced it to a wide range of organisations. More than 200 organisations in Africa, UK, Europe
and Australia, have adopted or used the model in one form or another and this number is growing daily. The reason for this
growth is the partner network of accredited facilitators who have access to the material and have been trained to facilitate the
system.
In July 2002 the book “Simple Solutions to Strategic Success” was published which gives a clear understanding of the elements
of the process and its application. Fifteen months after the book was published it went into second print and continues to sell
well. A third edition should come out in 2012.
In 2004 a second book was published ”Simple Solutions to Balancing Your Life” and this shows how the ec@ps process can be
used to establish a life plan. A third book “Simple Solutions to Effective Marketing” was published in 2005.
The model
The model covers the main aspects of most strategic plans namely Vision, Values, Critical Success Factors, Key
Performance Indicators and Strategic Objectives. It represents a 3 year plan for the organisation. It is set out in a simple way
so that one can see how all these align and are measured. The Key Performance Indicators are in the pink arrows on the left
of the model and are the dash board measures for the organisation.
KEY PERFORMANCE
INDICATORS
STRATEGIC GOALS
CRITICAL SUCCESS
FACTORS
VALUES
VISION
The compass consists of the Vision, Values and Critical Success Factors. As the word c@ps suggests, everything should align
and be filtered through the compass. It is important that time is spent creating these and wording them correctly to ensure that
they cover all aspect of the organisation.
The Strategic Objectives in the yellow section need to be allocated to people within the organisation to ensure that there is
somebody responsible for each one.
The implementation model sits below this with each member of the leadership team committing to and agreeing on their
contribution in the next 6 months. Every individual in the organization can also have a single 6 month plan based on the overall
strategic direction.
The 6 month individual plans cover the following: Objectives for the next 6 months and the supporting actions and tactics to
achieve these. Each objective is also measured and there is space to write up how well they were executed.
The 6 month plan also has space to show the big goal that the organisation or department is aiming for within that period.
There is a section to write up what personal development is needed during that time to make the individual more effective.
The final section of the 6 month plan is there to outline the best practices needed to be a more effective person.
All of these can be measured and there is space down the left side of the model to make comments etc. Thus the system is
able to be used as a performance process.
PERFORMANCE AGREEMENT
CRITICAL SUCCESS VALUES
FACTORS
Objective
Actions & Tactics
Measure
Business Performance
Personal Development
Plan
Best Practices
Feedback
The next two pages are examples of the three year plan and a six month performance plan
VISION
KEY PERFORMANCE
INDICATORS
Staff Turnover <7%
Climate survey >75%
12 training days per year
Customer complaints
99.9% up time
Debtors days <35
PBIT R11m
ROAM 15%
100% use of brand
> 2 high profile customers in
each country
20 mil Africa
10 mil Aus & India
15 mil UK/Europe
2 main projects
50k spend
ISO Accreditation
CRITICAL SUCCESS
FACTORS
CUSTOMER SERVICE
Develop and implement a Customer Satisfaction Index -Dave
Create a Customer Loyalty Programme -Bongani
Formalise a customer communication process - Dave
Develop format for customer forums – Bongani
PEOPLE
Develop a comprehensive HR strategy -Sue
Develop and implement a Staff Satisfaction Survey - Sue
Implement our own Performance management process - Ayanda
Develop annual training programme based on PDPs – Sue
PROCESSES
Implement the new financial accounting process - Jean
Develop and implement CRM system – Ayanda
Develop and implement SLAs with all major clients - Milton
Revisit all business processes for efficiencies – Chris
FINANCIAL PERFORMANCE
New budget format to be implemented - Jean
Cash flow and Working Capital to be well managed - Jean
Reduction of costs across business units - Jean
Review investment portfolio – Joe
BRANDING/ IMAGE
Establish Corporate ID for all branding and communicate to associates -Milton
Develop relationship with branding company -consistency etc. – Chris
Trade mark products in UK and Africa -Chris
Establish high profile customers –Milton
GROWTH
Grow the Africa market - Chris
Grow the South African market – Milton
Develop and grow the European market - Chris
Develop the interactive web site – Bongani
SOCIAL RESPONSIBILITY
Establish the projects we will be supporting - Dave
Ensure media coverage is in place - Dave
Link all activities on the web – Dave
Investigate and implement ISO 1400 - Bongani
VALUES
VISION
CUSTOMER SERVICE
INTEGRITY
To identify, attract, satisfy
and retain a sound customer We will be open,
honest & consistent in
base
all client dealings. We
will conduct business in
an ethical way
PEOPLE
To recruit, develop and retain
the best talent in the industry COMMITMENT TO
PROCESSES
To ensure that all our
processes are effective,
efficient and simple
FINANCIAL
PERFORMANCE
To achieve our financial
targets
BRANDING/IMAGE
To grow the brand as a
trusted process
GROWTH
To grow the business in our
selected countries
SERVICE
We shall assist our
customers promptly,
with warmth, patience,
and the desire to be
helpful
TEAMWORK
We see ourselves not
as individuals, but as
part of a broader group,
working together for the
benefit of our
stakeholders
PARTNERSHIPS
We will develop a close
relationship with
strategic partners
based on openness
and the win/ win
concept
CREATIVITY
We are always looking
SOCIAL RESPONSIBILITY for better innovative
ways of doing things
To be a sociably and
We will grow the business while adding value, purpose and wealth to a
selected global team
15:118
Customer satisfaction Ind.
>85%
Referral business = 25%
4 forums per year
STRATEGIC OBJECTIVES
environmentally responsible
Bayede Consultants
31 May 2011
PERFORMANCE AGREEMENT
Measureme
nt
Deadline
Actions and Tactics
Objective
Revisit all business processes for
efficiencies (17 Dec 2011)
10 possible
clients in each
country
1. 30 Jun 2011 1. Organise a trip to Uganda, Tanzania and Kenya
2. 30 Sep 2011 and set up visits
2. Set up initial list of prospects
Grow the Africa market (17 Dec 2011)
1 new investor
1. 30 Jun 2011
Grow the European market (17 Dec
2011)
1. ABC investments are very keen to use our
system
1. 30 May 2011 1. Make final choice of company
Implementation 1. 10 Apr 2011 1. Identify new strategic interventions and the
of Pilot 100%
2. 30 Jun 2011 structure required to support these
3. 30 Aug 2011 2. Pilot structure to be implemented
3. Make appointments
1. 30 Jun 2011 1. Visit UK
2. 10 Aug 2011 2. Visit Australia and tie in with Matt
Performance Target/s: 11 mil PBT
Personal Development Plan:
Complete EDP course
Read 3 business books
Complete assessor accreditation
Best Practices:
Daily
- E mails - only go in at 9.00 & 3.00 every day
- Planning at the end of the day
- Talk to all staff- greet in the morning
- Twitter update
Weekly
- Staff meeting
- Planning for the following week every Thursday
- Review all ec@ps progress
- Log onto ec@ps to see staff progress
Monthly
- Board meeting
- update meeting with staff (update system progress)
- Birthday list for the month
Quarterly
- Get Board pack out to delegates 7 days in advance
- News letter
6 Monthly
- Revisit ec@ps
Develop relationship with branding
company to ensure consistency etc.
(17 Dec 2011)
Re look at business structure to
support new strategy (18 Dec 2011)
Trade Mark products in UK and
Australia (18 Dec 2011)
VALUES
VISION
CUSTOMER SERVICE
INTEGRITY
To identify, attract, satisfy
and retain a sound customer We will be open,
honest & consistent in
base
all client dealings. We
will conduct business in
an ethical way
PEOPLE
To recruit, develop and retain
the best talent in the industry COMMITMENT TO
PROCESSES
To ensure that all our
processes are effective,
efficient and simple
FINANCIAL
PERFORMANCE
To achieve our financial
targets
BRANDING/IMAGE
To grow the brand as a
trusted process
GROWTH
To grow the business in our
selected countries
SERVICE
We shall assist our
customers promptly,
with warmth, patience,
and the desire to be
helpful.
TEAMWORK
We see ourselves not
as individuals, but as
part of a broader group,
working together for the
benefit of our
stakeholders.
PARTNERSHIPS
We will develop a close
relationship with
strategic partners
based on openness
and the win/ win
concept
CREATIVITY
We are always looking
SOCIAL RESPONSIBILITY for better innovative
ways of doing things
To be a sociably and
We will be recognised for our total performance offering while adding value,
purpose and wealth to a selected global client
11.5
1. 10 Aug 2011 1. Document all changes
2. 09 Dec 2011 2. Create a monthly process enhancement meeting
CRITICAL SUCCESS
FACTORS
environmentally responsible
John Smith
31 May 2011
The online tool that is an Execution, Monitoring and Total Performance
Management system.
“The ability to execute strategy is more important than the strategy itself”- Norton & Kaplan
“We have been using c@ps successfully for over 4 years and now with the implementation of ec@ps we have taken our business to a new level”
-Prince Kofi Amoabeng, CEO UT Bank, Ghana
(you can read more about P.K. Amoabeng in the book “Africa’s Greatest Entrepreneurs” by Moky Makura. Forward by Sir Richard Branson)
What are the benefits of ec@ps?
• Affordable – No software needed as it is web based
• Simple to set up and use – No complex training required
• Password protected per user – Individual ownership of system
• Will create one page strategic plans – Easy to understand and work with
• Will create one page individual plans – Objectives linked to strategic intent
• All agreed Objectives, Actions and Tactics are date driven and linked to e-mail alerts – Individual reminders of work needed to be completed
• The ability for a manager to see at a click the current progress – Can monitor each person in their team
• The ability for the administrator to see the full organisation – View of overall performance at any given time
• Monthly tracking of progress on strategic objectives - Focus on strategic Execution
• The ability to send e-mails to all team members – Instant communication
• The ability to set review dates with reminders for one on one performance reviews – Both parties reminded to complete the review
• Each user can rate themselves on their Best Practices and Personal Development Plans – Track individual performance
• The history of Objectives Achieved, Not Achieved and Not Required – Comprehensive record of work completed
• An ec@ps Account Manager will assist with the best use of the system – Coaching to help your organisation
• No capital outlay for the system – Easy budgeting as payment per user is done monthly
• A Score Card Performance appraisal system included – Personalised performance management
• A Values and behavior element – Individuals behaviors can be matched to organisational values
• A 360º Performance Review Process – Comprehensive feedback from many people
• Total flexibility of weightings and measures – Ability to suit all organisations and individuals
• Creation of organograms showing names and titles – Easy to see and understand organisational structure
• Simple surveys – Measures customer satisfaction per individual
• Climate survey – Measure staff satisfaction
• Individual project objective reports – Monitoring of projects and team performance
• Dashboard can be set up on the home page – Quick view of current divisional progress
• Monthly capturing of individual targets set against a score definition- Clear tracking of performance
• XRM data base in place – Tracking interventions and progress with clients and suppliers
• Is the most cost effective and comprehensive performance process available – Value for money
The 2 day ec@ps programme
This programme deals with the creation of a strategic plan and how to implement the strategies and inculcate the values that have been established. Two
days will be spent in a workshop environment creating an overall strategic plan and focusing on the individual plans needed to sustain and achieve the
overall vision.
Who should attend : All management staff who are involved in planning.
The Programme Outline :
 The objectives and outcomes of the programme.
 Short presentation around ec@ps.
 Exercises to develop creative thinking in preparation for opening the mind.
 Internal analysis of all aspects of the organisation done using the three C’s model – Concept, Competencies, Commitment – group feedback.
 External view of the organisation and the environment (Stop, Start and Continue exercise)
 Developing a 3 year vision for the organisation.
 A practical exercise that relates to the setting and achieving of a vision.
 The development of Critical Success Factors from which the strategies and tactics emanate.
 Creating Key Performance Indicators – measurables and benchmarks.
 The building of strategic objectives that support the Vision, Values and C.S.Fs.
 All this work will be documented and captured in the ec@ps format.
The development of a set of values and acceptable behaviours, which will create the culture of the organisation.
 Much of this should be completed during the first day so that delegates will see the ec@ps model at the start of the second day.
 Time will be spent adjusting the content and making changes.
 Allocation of responsibilities for each Strategic Objective.
 Creation of individual 6 month plans to support the overall strategic plan.
 Sharing of these individual plans to gain agreement.
 The execution process and how this should work.
 An exercise on planning and strategising will be done.
 Each delegate will have a hard copy with the overall plan on and the blank for creating their plans.
 How to communicate and involve other staff with buying in of the Vision.
 The way forward.
Duration: 2 days initially to set up the process and then follow up sessions to ensure that the process is working and results are being measured. Training on
the system will also be undertaken.
Clients comments:
“I love it! ec@ps gets to the very heart of what Performance Management is all about - Execution”
Rex Tomlinson: Deputy CEO Liberty Holdings Limited.
“We have been using c@ps successfully for over three years and now with the implimentation of ec@ps we have taken our business to
a new level.” Prince Kofi Amoabeng – CEO UT Bank, Ghana
“I thoroughly enjoyed and tremendously benefited from your presentation and the hard work you took us through. The c@ps process is
the most concise, coherent and effective goal-setting procedure I have come across. I will be applying it in many more scenarios than
just my business.”
Scott Marques- Managing Director, Imtec Sales (Pvt) Ltd.
“It’s unusual to find a process that broadly covers all the elements of a business. I would never have believed so much could be
achieved in such a short space of time. I can highly recommend the process.” Simon Thomas - Managing Director, GEA Process
Technology
“...this is the most comprehensive strategy integration plan I have been exposed to” Russel Swarts – CFO, Worldwide African Investment
Holdings
”Of all the strategic processes I have been exposed to, ec@ps is the most practical I have seen.”
Simon Cleasby - Managing Director, Tongaat Hulett Triangle
“I thought I would share some of our achievements with you for October. We broke all records and I firmly believe that this success has
been due to the ec@ps process. So to you many thanks.” Doug Stubbs – Director, Omnia
“I wanted to give you some follow-up on DRG Outsourcing’s progression. This year our sales are up 82% over sales for the first six
months last year. We have seen growth in the right areas, and much of our success can be traced to our c@ps discussions and plans.
PRO67 is well on track. Thank you and Regards, Dave.” David White – DRG Outsourcing
“The ec@ps plans have given our area managers a great deal of focus and is aligned with our strategic intent.”
Rob Clark - Managing Director, Omnia Speciatities
“I couldn’t believe that we could achieve so much in such a short time frame. I really has helped us focus on the critical issues.”
Patience Makjadi – Manager, Transnet Housing
“We have been using ec@ps now for 2 years and it has transformed the way we do business”
Mark Fitzgerald – Director, Publicis Blueprint -UK
The strategy canvas of ec@ps
(What differentiates ec@ps from other strategic processes)
A survey conducted by 13 independent consultants
High
Other processes
Low
Price
Complexity
Time
(duration)
Accountability
Time to produce
final documentation
Execution
process
Ownership
Flexibility
Performance
Drill down
Sustainability