Holistic & Strategic Survey to
Identify Classic and Pending
Business Pitfalls
HR Specialty Products & Services Catalogue Executive Summary
A No Frills Distillation of Vendor’s Marketing Collateral
Thomas A Ference
President & CEO
Human Resources Mining & Distribution Co
Locating, Validating and Accelerating HR Innovation
Office: 219-662-0201
Cell: 630-240-2583
Fax: 219-661-0236
e-mail: tference@hrmdco.com
Website: www.hrmdco.com
Holistic & Strategic Survey to Identify Classic and
Pending Business Pitfalls
• Companies frequently fail and most others perform
significantly below their potential because of various
organizational ineffectiveness problems in one or more of 12
business areas
• A more holistic approach to assessing and addressing all key
drivers of organizational effectiveness will generate large-scale
sustainable gains in organizational performance
• The missed opportunity is that no single type of survey gets at
all of the key drivers of organizational effectiveness across the
multiple domains (e.g. employees, customers, risk, IT, etc.)
• This Organizational Effectiveness Survey quantifies the
importance of over 90 critical organizational business drivers
within 12 major categories and evaluates how well the
organization is performing in each area
Organizational Infectiveness Examples
Failures
• Eastman Kodak
• GM & Chrysler
• Lehman Brothers, AIG & Bear
Stearns
• Countrywide Financial
• Washington Mutual
• Fannie Mae & Freddie Mac
• Peregrine Financial Group &
MF Global
• Circuit City & Borders Books
• Arthur Andersen
• Enron & WorldCom
• Pan Am, TWA
• American Motors
• Polaroid, Woolworth’s
Problems
• Facebook – IPO handling by Facebook,
NASDAQ & Morgan Stanley
• JPMorgan Chase - hedging trading losses
• BP - Gulf oil spill
• Apple - labor and environmental issues at
China manufacturer Foxconn
• Wal-Mart - bribery in Mexico to expedite
opening of new stores
• HP (Board & CEO’s) – 4 CEO’s and
questionable strategies in just a few years
• Netflix – pricing strategy/execution
• Yahoo & Avon – governance, leadership,
strategy and execution problems
• Massey Energy - mine explosion – money
more important than safety
• Barclays (and other banks) – Libor interest
rate manipulation
12 Business Driver Categories
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Strategy
Senior Leadership Team
Governance
Culture
Organizational Structures, Systems and Processes
Workforce Excellence
Performance Measures and Reward Systems
Technology and Business Process Effectiveness
Financial Planning, Management and Measurement
Business Risk Assessment and Mitigation
Environmental, Sustainability and Responsibility
Overall Organizational Effectiveness
Illustrative Survey Comments
Key Driver
Survey Comment
• Strategy
Organization does not use a systematic or integrated
approach to developing or deploying strategy. Mission,
vision and values are not communicated
• Culture
There is absolutely no respect for employee work life
balance. You are expected to work 70-80 hours a week and if
you complain you are next on the layoff list
• Workforce
Excellence
Really creative people leave - the top down culture is too
restrictive
• Technology
Our IT Department is underfunded and it is taking its toll
on the organization
• Performance
/ Rewards
There is a sense by management that they understand OD
and don't need to be transparent or manage change. The
culture is becoming fear based.
Strategy Map
Next Steps
• This product/service is contained in the HR Specialty
Products & Services Catalogue™
• Operational level details about this particular service
provider can be obtained in conference with the vendor
• The HR Mining &Distribution Co. is an independent and
contracted representative of the vendor
• Upon your request, we will arrange for an introduction
that can range from a simple, quick conference call to a
services overview / system demo
• Tom Ference 219-662-0201 (Chicagoland area) or
tference@hrmdco.com
• Thank you for your potential interest in this fresh
thinking