Documentos de Académico
Documentos de Profesional
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Formulation of Goals • With Careful & detailed planning one can win; with
and Strategies careless & less detailed planning one cannot win.
• From the way planning is done we can predict
victory or defeat
Evaluation of Strategies
Situation Appraisal
1. Moral Influence 5. Doctrine (Law)
Stategy Implemention
2. Generalship (command) 6. Strenghs
3. Climate 7. Training
Strategic Controls
4. Terrain 8. Discipline
Strategy Development
based on Sun Tzu’s Art of War
Situation Appraisal
1. Moral Influence
If the UN in the person of Koffe Anan is the moral leader for the Globe\ Earth\ World
2. Generalship (command)
Then UNEP is his General in charge of the environmental army.
Situation Appraisal
3. Climate
Situation Appraisal
4. Terrain
• The ground in which UNEP operates is inproving, ICT has already provided a better
platform for disemmination of it’s products
• The quantity of scientific information available for UNEP to base it advise and decitions is
greater than ever
• The total moneies available to tackle environmental concerns is growing
• There is a large & growing resource of NGO’s and civil action groups available to UNEP
5. Doctrine (Law)
• UNEP is now organised along functional lines
• In most cases reporting lines are vertical within each devision
• Finacial reorting is currently under change with the introduction of IMIS
• Most other reporting while stored and distrubuted electronical there is no
automatic distribution or colaberation
Strategy Development
based on Sun Tzu’s Art of War
Situation Appraisal
6. Strengths
• A Global Mandate
• In the war for the long term
•Recognised for the integrity and quality of its products
• Has access to major decission makers globaly
• Has a huge number of Collabrative partners on both contract and colligate bases
• On what Sun Tzu call a ”death ground” defeat is not an option exsistence is at stake
7. Training
• Programme staff are highly skilled and commited staff
• Specialist ICT staff are in short supply Globally
8. Discipline
• The Ability for UNEP to sanction the organistions its working with is in general
terms limited, this being the case it is able to exsert considerable morale pressure in
encouraging compliance from partners and staff alike
Process Overview for Phase 1
Qualified Approved
with Task by the
Force & Task Force
SMG & SMG
Phase 1 Detail
Mapping Change
Stakeholder and readiness
consultation Document
research assessment
other
initiatives
Outline
High-level
Capability Strategy
review of
Definition
strategy Map Project
Requirements Definition &
onto Plan
Request Capabilities
Organisational
for Visioning
Requirements
Information Workshop
PROCESS Maps ASSETS
Product Knowledge Customer
Value Dynamics
Consultants
Design Mgt Mgt
“Potent Search
ial and
match” update
Vacancy Contact facility
Physical
candidate
Customer
awarene
ss
Interview by
Account Job posting client
manager mechanism Database
Reje
Database manager
ct
Accep
t
Employee &
Offer made No
to candidate
Financial
Job taken
Y Take job?
Ye
s No
Create Distribute Supplier
Outputs es
Product Product
Bespoke
Product
Design
esign
Know
nowledge
ledge
Mgt
gt Onyx
Customer
Mgt
PEOPLE
Organisation Design Omnimark Vignette
Data
Acquisition
Content
ntent
Mgt
Adobe
Co
Ed it
dit
ntentt
onten
Create WebSphere
Distribute
Produ
roduct Product
rodu
People
eople
Dvlpm
vlpmt SAP Business
usiness
Mgt
Mercury
Technology
logy
Mgt
ICT Strategy must be an Iterative Process
Results
Options
Change
Matching
2 Set-up Office
3 Build team
8 Phase 1
10
11 Map Organisation
27 Map Capabilities
41 Analyses
53 Vision Workshop
58 Publish Strategy
61 Quick Wins
64
65 Phase 2
66 Detailed Implementation plan
Decision making within the Visioning Process
Hypothesis Driven -
root-cause analysis • An hypothesis driven logic tree starts from solution, and constructs a tight logical
structure that validates it
• The elements on the splits of an hypothesis driven logic tree are always reasons
• The questions/answers dialogue is always why, not how
• The reasons developed must be both necessary and sufficient to validate the solution
hypothesis
• Begin with the problem definitions arising from the hypothesis tree
Task/activity structure • Attempt to break the problem definition down into “sub” issues, e.g. which
can be related to:
- Processes
- Functions
• Describe these the “sub” issues as actions or questions
• Continue to break the “sub” issues down into increasingly finer parts
• Review and adjust the tree as you gain knowledge about the client and
problem
Hypothesis Driven Logic Tree -
supports root cause analysis
Distribution
costs are Key Issue
primarily a
Why? function of Coverage
fixed increasingly Key Issue
Group has infrastructure uneconomic
no control
Why?
over unit
cost Exceeds
Why? Group
Why? needs
Why? Why?
Distribution Infrastructure Key Issue
costs are is too large Service
too high standards
Why? Why? inappropriat
e
Not shared
with third- Key Issue
parties
Group within
operating Key Issue secretariat
procedures are
inefficient
In order to address each root-cause we ask
“How?” Gain share
Increase
How? volume
Increase Increase
accessability services offered
at same cost
How? Raise access
rates
Inprove Improve process
Improve
How? productivity
speed system
Simplfy Improve data
How? Reduce size of
process collection
Product
system
Improve short- How? How? Reduce ratio of
term senior to middle
Reduce management
How?
How? cost
How? Centralise
Improve XYZ’s
costs and
How? Overhea
XYZ function
accessability d Reduce
Develop sophisticated
How? How?
support staff
Develop specialised How? products for Global
How? services for orgs
different market
Improve long- segments Develop basic products for
term position How? smaller/less sophisticated
Improve marketing
How? effort to target
client segments
segment
The framework for the ICT process.
Visions and goals
UNEP guiding principles
Systems
Management and Employees Style
Organization: Competencies Communication
reporting
Structure Recruitment Symbols
Resources
Human resource man. Development
Operations.
Vision (Klaus Topfer)
• My vision of UNEP is a vision of UNEP with a strong environmental
assessment, monitoring and early warning capacity. It is a vision of
UNEP fully capable of raising consciousness and awareness and
educating people about actions that negatively affect the
environment. It is a vision of UNEP that not only speaks strongly on
behalf of the environment, but which goes well beyond speaking
and is truly capable of catalyzing action. It is a vision of UNEP
which, by working closely with governments, other United Nations
agencies, the non-governmental community, the business and the
private sector and the trade unions brings about real and
measurable improvements to the capacity of the natural resource
base to support a decent quality of life.
The strategy
• 2002 – 2003 Work-programme as basis
The structure
Analysis of the needs
Document retriava Why?
Is not efficienet
Project administration Why?
Needs to be improved
Hypothesis Driven Logic Tree – for
CPI
No 1 : Inefficient use of the WEB
Job discriptions? Key Issue
Why?
Staff
Background :
non technical
Why? Why?
Internal Training Key Issue
competence
low.
Understaffed? Key Issue
Why?
Why?
Why?
Inefficent No time for
use of WEB development.
Why? Why?
Why?
Why?
Lack of No inventory
Key Issue
resources available
for online
production Why?
Contract staff
Key Issue
Expensive and hard to get.
Why?
Lack of
inhouse
competencies
Why?
Why?
Why?
Hypothesis Driven Logic Tree – for
CPI
No n :
Key Issue
Why?
Why? Why?
Key Issue
Key Issue
Why?
Why?
Why?
No time for
development.
Why? Why?
Key Issue
Key Issue
Root-cause no 1 :
Improve inhouse competencies for WEB and online
production.
Map
competencies in
whole UNEP
Virtual
How? team
(SIO)
Establish
common pool Manage and
market
of resources –
competencies
How?
SIO to
How? write RFP
SIO to
How? write RFP
How?
How?
How?
Improve short- How?
term
How?
How?
How?
How? How?
How?
Improve long-
term position How?
How?