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Crossing Business Audit memco

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13 pages
>Crossing Business AuditTMA Way like Having Success.1/13The new dimension: Management CrossingWelcome !Get introduced to …>Crossing Business AuditTMA Way like Having Success.The >Crossing Business Audit is available for: Business Strategy, Product Management, New Product Development, Sales Management, Key Customer Management, Business Process Management, Project Management, Human Resources, Cultural Management.MEMCO Mempel Management ConsultingDipl.-Wirt.Ing. Günter MempelBurgunderstrasse 20 * D-64668 Rimbach/Heidelberg * Germanyhttp://www.managementcrossing.com * info@managementcrossing.com * Phone +49 (0) 6253 990 577 * Fax +49 (0) 6253 990 579© MEMCO Mempel Management Consulting 2003-2006. All rights reserved. Management Crossing, Crossing and >Crossing are registered marks in EU and USA.Expressions carrying these trademarks here, are product/service names and be seen as common law marks of MEMCO Mempel Management Consulting.>Crossing Business AuditTMA Way like Having Success.Now you can do the Business Audit in your field !2/13The new dimension: Management CrossingTo grow in sales, profit and strengths most companies and people are facing big and demanding challenges. In the turbulent markets and businesses they need to start new efforts on aligning, focusing and specialising their management abilities, goals anddoings.Within the Management Crossing philosophy we have the How Doing-Answers: the>Crossing Business Move method (*). It ...
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>Crossing Business Audit A Way li Having Success. TM ke
The >Crossing Business Audit is available for: Business Strategy, Product Management, New Product Development, Sales Management, Key Customer Management, Business Process Management, Project Management, Human Resources, Cultural Management.
Welcome !  
1/13 The new dimension: Management Crossing
Get introduced to …
A Way like Having Success TM .
MEMCO Mempel Management Consulting Dipl.-Wirt.Ing. Günter Mempel Burgunderstrasse 20 * D-64668 Rimbach/Heidelberg * Germany http://www.managementcrossing.com * info@managementcrossing.com * Phone +49 (0) 6253 990 577 * Fax +49 (0) 6253 990 579
Now you can do the Business Audit in your field !
>Crossing Business Audit A Way like Having Success TM .
2/13 The new dimension: Management Crossing
To grow in sales, profit and strengths most companies and people are facing big and demanding challenges. In the turbulent markets and businesses they need to start new efforts on aligning, focusing and specialising their management abilities, goals and doings. Within the Management Crossing philosophy we have the How Doing-Answers : the >Crossing Business Move method (*). It offers skills and methods for the respective business field by going beyond traditional procedures. One pathway is the >Crossing Business Audit . It is to discover the improvement poten-tials and mainline suggestions in these fields:
Business Strategy Business Process Management Product Management Project Management New Product Development Human Resources Sales Management Cultural Management Key Customer Management
(*) For more details have a look to http://www.managementcrossing.com
© MEMCO Mempel Management Consulting 2003-2006. All rights reserved. Management Crossing, Crossing and >Crossing are registered marks in EU and USA. Expressions carrying these trademarks here, are product/service names and be seen as common law marks of MEMCO Mempel Management Consulting.
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(*) For more details have a look to http://www.managementcrossing.com
outlooks in business, the >Crossing Business Audit is a paying choice.
Motive
policies, processes, procedures, systems, qualities, skills and staffing patterns.
Goal
Business Moves fields (*). In this case, a unique framework is used to assure high quality results.
Specifics
Method
The >Crossing Business Audit provides a strong analysis of strengths, weaknesses and potentials .
organisation are integrated into the audit framework.
>Crossing Business Audit A Way like Having Success. TM
3/13 The new dimension: Management Crossing
© MEMCO Mempel Management Consulting 2003-2006. All rights reserved. Management Crossing, Crossing and >Crossing are registered marks in EU and USA. Expressions carrying these trademarks here, are product/service names and be seen as common law marks of MEMCO Mempel Management Consulting.
Audit of >Crossing Results
Audit of >Crossing Forces
Audit of >Crossing Drivers
to Drive
Excellent Results
Analysis of relevant strengths and weaknesses, identification of deficiencies in: ƒ Techniques, Processes ƒ In- and Ex-Company Best Practices ƒ People's Knowledge and Business Requirements ƒ In- and Ex-Company Methods and Systems
Merge Forces
A >Crossing Business Audit takes structures from a specific >Crossing Business Move . Of course, company-specific requests are added:
Specification of success drivers, analysis of critical cases Personal Results important for success, priorities: Driver 1: First Success Steps Business Results Driver 2: >Crossing Cases Driver 3: BEexscth aPrnagcetidces to be                      Company Results Driver 4: Scorecard Measures for Success Control KSV Knowledge & Solutions Driver 5: Productive Mode Improvement Potential Switches
4/13 The new dimension: Management Crossing
Comprehend the >Crossing Business Audit
>Crossing Business Audit A Way like Having Success. TM  
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>Crossing Business Audit A Way like Having Success TM . Example: How the Customer Project Management Audit works, using the Customer Project >Crossing Move . 5/13 The new dimension: Management Crossing In the Customer Project >Crossing Audit we use the Customer Project >Crossing Move for audit standard. Audit topics line up along this agenda:
Merge Forces .. .. to Drive .. .. Excellent Results.
Status and potentials in the Deficiencies and needs in the Effects in the >Crossing Forces >Crossing Drivers >Crossing Result Levels How project management-procedures are 1. First Success Steps 1. Personal Growth applied Ways how to establish fast success situa- Probable outcome in higher motivation, new Project goals, project start-up, project plan- tions, identification of low barrier pathways to strengths, better use of existing strengths, ning, risk planning, project control, project put things to practice. more personal competence. csoatmiomn,u nmiuclatit iporno,j eccotionpg,e rpartoijoenc, t spryosjteecmt sorgani-2 A . n L al e y a s r is n  i o n f g b f e r s o t m p  r B ac e t s ic t e P s r  a (i c n t t i e c r e n s al, ext l), 2. Project-Quality How additional techniques and manage-to find and transfer success factors. erna Probable outcome in higher effectiveness and efficiency in all project roles, more secu-ment abilities are applied 3. Project Case Solutions rity for reaching project goals. Project strategies, speeding projects, project Identification and evaluation of critical custo-process optimisation, self organisation, motiv- mer project cases. See next page ! 3. Business Success ation. leadership competence, entrepreneur-4. Scorecard Measures Probable outcome for business success. isnhtiepr,n aptaiortnnaelr inmga, nnaegtewmoreknitn, g,c oinnttrearcctuilntugr, alc laainmd  Possible measures to evaluate conversion 4. Guarantee na ment success. Proposal of actions and frameworks to gua-ma ge 5. Productive Mode Switches rantee organizational development How things are managed and fixed … Identification, evaluation and proposal of Customer orientation and satisfaction, quality, ways in day-to-day business: trainings, indivi-capacity, qualification, best practices dual roadmaps, transfer to routine tasks, integration existing systems and procedures
For more details have a look to http://www.managementcrossing.com, choosing Customer Project >Crossing
© MEMCO Mempel Management Consulting 2003-2006. All rights reserved. Management Crossing, Crossing and >Crossing are registered marks in EU and USA. Expressions carrying these trademarks here, are product/service names and be seen as common law marks of MEMCO Mempel Management Consulting.
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>Crossing Business Audit A Way like Having Success. TM
Establishing entrepreneurial customer order management Clarifying and co-ordinating customer projects entirely Having constant planning cycles Dealing efficiently with customer project risks Managing customers, partners and subcontractors Activating the customer project organisation Running customer projects contractual and profit-oriented Using change management and escalation as a chance for project optimization Closing-out the project, de-briefing project people, inquiring of customer satisfaction Interpreting contracts the right way Increasing project success by active claim management Optimizing and accelerating customer projects Communication, co-operation, influencing, gaining control, organization techniques Qualifying project people and support functions Managing the international and intercultural customer project Optimizing project capacities, multi projecting Maximizing use of functional competencies and responsibilities
Example: Our background knowledge in the Customer Project Management Audit .
The critical Customer Project Cases (that are the relevant customer project situations responsible for success) are identified and evaluated. This headline-list gives an impression of our audit background:
6/13 The new dimension: Management Crossing
What you get from a >Crossing Business Audit . (1)
A. Quality of analysis A.1 Analysis of relevant strengths and weaknesses, identification of deficiencies ƒ Techniques, Processes ………………………..………………………. ƒ In- and Ex-Company Best Practices ……………………..…………… ƒ People's Knowledge and Business Requirements ..……...…..…… ƒ In- and Ex-Company Methods and Systems ……………….....…….
A.2 Specification of success drivers, analysis of critical cases important for success, priorities Driver 1: First/Fast Success Steps ……………………………………….. Driver 2: >Crossing Cases …………………………………………………. Driver 3: Best Practices to be Exchanged ………………………………. Driver 4: Scorecard Measures for Success Control …………………… Driver 5: Productive Mode Switches ………………………………………
A.3 Effects in the >Crossing Result Levels ƒ Personal Results …………………………………………………………. ƒ Business Results …………………………………………………… ƒ Company Results …………………………………………………… ƒ KSV Knowledge & Solutions Improvement Potential
>Crossing Business Audit A Way like Having Success. TM  
7/13 The new dimension: Management Crossing
>Crossing Business Audit Results
applied, benchmarked, neede identified, characterized, to b installed, to be discovered, needed installed, available, needed
identified, suggested identified, evaluated identified, suggested identified, suggested identified, suggested
possible outcome for people possible outcome for busines possible outcome for the com KSV: status and goals
© MEMCO Mempel Management Consulting 2003-2006. All rights reserved. Management Crossing, Crossing and >Crossing are registered marks in EU and USA. Expressions carrying these trademarks here, are product/service names and be seen as common law marks of MEMCO Mempel Management Consulting.
8/13 The new dimension: Management Crossing
>Crossing Business Audit A Way like Having Success. TM  
B. Thourough documents
What you get from a >Crossing Business Audit . (2)
B.1 In-Process-Findings ƒ Blueprints for actions are provided even before the deadline of final results .
B.2. Final Results ƒ A Management summary ƒ A communication strategy ƒ A detailed document (30-80 pages), written along the >Crossing Business Audit structure: ƒ Detailed analysis ƒ Concrete proposals, weighted according success probabilities ƒ Comparisons to benchmarks and profiles your company has established ƒ Attachments, which provide specifics ƒ Applied methodology
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The >Crossing Business Audit How done ?
>Crossing Business Audit A Way like Having Success. TM  
9/13 The new dimension: Management Crossing
The audit process is always tailored to meet the needs of the company, the positions concerned and the people involved. Take this for a general trail:
Steps
1. Preliminary analysis Structures, systems, procedures, deficiencies, documents, requirements, policies, audit questionnaire 2. Requirements and preparation workshop Identification of: detailed audit requirements, people and stakeholders; audit trail planning, fixing the audit scope 3. Audit announcements, kick off 4. Training of audit personnel, barrier removal, establishment of environmental readiness 5. Detailed Reviews Meetings, analysis, interviews, attendance of meetings, self assessments 6. More reviews and analysing work 7. Final findings workshop 8. Presentation and feedback to participants
done in 4-6 weeks
© MEMCO Mempel Management Consulting 2003-2006. All rights reserved. Management Crossing, Crossing and >Crossing are registered marks in EU and USA.  Expressions carrying these trademarks here, are product/service names and be seen as common law marks of MEMCO Mempel Management Consulting.
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The >Crossing Business Audit is based on a specific >Crossing Business Move . A branded credo shows the way, including three added values:
.. Excellent Results.
.. to Drive ..
Added Value 2
Added Value 3
The audit considers a very range of relevant management techniques, systems and mana-gement approaches. Much more than in a traditional audit !
We know the drivers relevant to The audit maximizes the out-put things to practice. The audit come by heading on maximum identifies the cases critical for four result levels. business success. So you get a multi-l vel id e ea That makes it exclusive com- about what the recommen-pared to other reviews ! ded actions will bring about !
Added Value 1
Merge Forces ..
>Crossing Business Audit A Way like Having Success. TM   
Why you should choose the >Crossing Business Audit .
10/13 The new dimension: Management Crossing
>Crossing Business Audit A Way like Having Success TM  .
In which situation a >Crossing Business Audit should be run ? 11/13 The new dimension: Management Crossing
The audit is useful for companies that encounter one or more of these Indicate your challenges: reasons
ƒ Reaching a self-defined major "turning point" in business development …………………………….. ƒ Entering into changing strategic orientation ……………………………………………………………… ƒ Facing a mergers & acquisitions phase ........................................................... ................................. ƒ Considering major structural or programmatic changes and reorganisations ……………………….. ƒ Experiencing a period of uncertainty resulting from not successful management change and …… business programs ƒ Wanting more success from management improvement investments …….………………………….. ƒ Needing to increase the effectiveness and efficiency of structures, processes, procedures,……….. business situations and programs because of market requests or profit improvements ƒ Changing of top management people .........................................................................................
Therefore, companies wish … ƒ to have an effective scanning of strengths and weaknesses, potentials and development ……….. needs as a basis for further strengthening of competencies and abilities, ƒ to assist people and management in reflecting current procedures using a neutral ………………... evaluation, ƒ to look at individuals and / or teams in order to give the best support in utilizing human ……….….. resources.
© MEMCO Mempel Management Consulting 2003-2006. All rights reserved. Management Crossing, Crossing and >Crossing are registered marks in EU and USA. Expressions carrying these trademarks here, are product/service names and be seen as common law marks of MEMCO Mempel Management Consulting.
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