Strategic-Brain

Strategic-Brain STRATEGIC BUSINESS INTELLIGENCE ANALYST

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities ...
15/04/2023

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities
Part – 11
(“Commonly Overlooked Aspects” – Deep-rooted Unidentified Areas and their Vulnerable Impact)

So far, we have discussed only two topics: (A) Business Systems and (B) Business Processes; however, there are Five (05) more topics are there and these are: (C) Business Environment; (D) Customers, Suppliers & Community; (E) The People; (F) Strategy & Vision; (G) Values & Culture.

So for now, the discussion was focused on these two issues only, and a little bit of description in (several parts) of these two topics will at least lend a hand to realize how vital the other Five (05) topics in the same category are for any business organization. But if everything is discussed together, the concentration of the reader can be troubled.

However, now we may frame a few questions on all Seven Topics to identify the awareness level and importance of each issue, separately; let’s start with Business Systems:
• Business Systems – How do you recognize how each element of your business is performing? Do you have efficient information systems that notify you which parts are functioning, and which are not?
• Business Processes: How efficiently do you get goods and/or services from the picture board to your clientele? Are your organizational processes equally efficient and effective? Are these factors focusing on continuous programs of development, and do you successfully communicate with all stakeholders?
• Business Environment: What do you recognize about the environment in which your organization operates – from political pressures to the state of the economy? How well do you realize your customers' needs, wants, demands, or aspirations?
• Customers, Suppliers & Community: How associated are you w your clientele, vendors, and the marketplace in general? Do you have any data on how satisfied they are in dealing with your organization? How efficient are you at attracting fresh clientele, whilst retaining existing ones?
• The People: How efficient are you at getting the correct people into positions, and then increasing their knowledge and proficiency so that you can exploit the contribution each makes to your business?
• Strategy & Vision: How sound does your organization plan for future opportunities? Do you have a vision for how your organization will expand and a diagram for how you will arrive at your targets?
• Values & Culture: At the heart of your organization are its values and culture. What do your values articulate about you (if anything), and do you have a culture/ way of life that appropriately supports your values/ principles?

It is unmistakable that the Dysfunction of these Seven (07) Factors is one of the biggest causes of assorted tribulations, and it is apparent from the elongated discussion that apart from initiatives of the organization there should be a few additional supports ought to be given to sustain a Wellness Culture of the Organization.

All the areas which have been stated previously have been integrated and operationalized in a practical way to analyze, measure and or evaluate the “Commonly Overlooked Aspects” – Deep-rooted Unidentified Areas and their Vulnerable Impact on an Organization and Disadvantage Level, one SPECIFIC TOOL has been created and this SPECIFIC DIAGNOSTIC TOOL is called – “OSCAR DIAGNOSTIC TOOL” – Developed By: Jayanta Baksi.

The “OSCAR DIAGNOSTIC TOOL” combines the Knowledge of STRATEGIC MANAGEMENT & BEHAVIORAL SCIENCE to provide a Methodical Assessment of an Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities and its Level of Vulnerability of any Organization.

Data collection is the FIRST STEP to EVALUATE, and some Statements/ Questions will be provided therein QUESTIONNAIRE FORM; the Organization/Respondent will respond to the Questions or Statements, i.e. in QUESTIONNAIRE, and thus primary data will be collected.

The provided data will DEEPLY SCRUTINIZE pursuing Specific MATHEMATICAL FORMULA and METHODS and Evaluate RATIONAL, STRUCTURAL, RELATIONAL, COGNITIVE, etc Areas to assess the Work and Workplace Induced Dysfunction and its Level of Vulnerability of the Participant Organization and distinctively Portray in SEVEN (07) Points of Dysfunction Pattern and its Intensity: –
• (A) Business Systems
• (B) Business Processes;
• (C) Business Environment;
• (D) Customers, Suppliers & Community;
• (E) The People;
• (F) Strategy & Vision;
• (G) Values & Culture.

• This “OSCAR DIAGNOSTIC TOOL” focused on what the OUTCOME of the Participant Organization’s Tendency or Propensity will be, and how the Team Member’s Psychological, Physiological, and Behavioral responses are manifested, under pressure.
• In this “OSCAR DIAGNOSTIC TOOL”, a detailed Mathematical description of the Participant Organization’s Own inclinations will be described in the “REPORT” with a MATRIX FORM.

A careful observation of the said MATRIX will assist in clearly understanding the Participant Organization’s Own Inclination or Propensity. It will be suggested to mark those areas consciously as needed and as far as possible to eliminate/reduce Dysfunction more straightforwardly and effortlessly.

• And Thus, this “OSCAR DIAGNOSTIC TOOL” assists a lot to build up the AWARENESS of the Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities of the Participant Organization/Respondent.
• The report will provide various avenues, tips, and knowledge on how these two issues (A) Business Systems and (B) Business Processes can be successfully implemented in the organization.

HOW EFFECTIVE IS YOUR BUSINESS? How does each product or service line perform within your overall business? What is your organization concerning Internal Strengths & Weaknesses and External Threats & Opportunities? I’d adore to hear from you.

Share your thoughts and comments here. As always, I can be reached here or if you wish, you may Share with me personally; you can email or send in (a written form only) on WhatsApp as well.
Is there still time to think? Even if there is doubt, you can tell your difficulty; sometimes a way can be found through healthy discussion.

From:
Jayanta Baksi
P.G.D.B.A.; M.B.A. (H.R.)
Strategic Business Intelligence Analyst
Representing: Strategic-Brain
WhatsApp: 070445 61846
Email: [email protected]

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities ...
15/04/2023

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities
Part – 10
(“Commonly Overlooked Aspects” – Deep-rooted Unidentified Areas and their Vulnerable Impact)

TQM has advocated Continuous Process Improvement (CPI) and incremental improvement of processes (Kaizen) whereas Business Process Reengineering (BPRE) is about radical discontinuous change (breakthrough improvement) through process innovation.

First, the process is improved until its functional lifetime comes to an end, at which point it is re-engineered. Then development is carried on, and the entire sequence repeats over again. It is not a once-in-a-lifetime venture. As business circumstances vary in major ways, so must process design.

A Comparison between BPRE and TQM
• (A) Both BPRE and TQM mostly focus on customers. Achievement of BPRE and TQM is reflected in the satisfactory reaction to the shifting needs of clientele in a competitive business environment. Although BPRE does not clearly highlight the perception of internal customers similar to TQM, its success very much depends on the satisfaction of internal patrons.
• (B) Both BPRE and TQM are process-oriented models relating to cross-functional actions. Although TQM may or may not engage in breakthrough improvements, BPRE constantly attempts to accomplish key or striking improvements in the existing business processes. For process development, TQM and TQC tools such as Cause-and-Effect Diagrams, Control Charts, Pareto Analysis, etc., to recognize the root causes of troubles and to remove them. BPRE endeavors at radical changes to develop processes that are obviously dissimilar from the existing processes.
• (C) Both BPRE and TQM emphasize cultural transformation in the organization and behavioral modification in employees by introducing client focus and process orientation in the psyches of human resources. Employees are motivated to perform not just as a professional entity of an organization but rather as a part of the entire process of organizational activities.
• (D) Both BPRE and TQM necessitate top management support. The CEO of the organization has to play the role of a leader for the effective implementation of BPRE and TQM. Since both BPRE and TQM are supporting processes to accomplish business targets, the top management must capture initiative in these processes, rather than delegating the responsibility to the next level of management.
• (E) Both BPRE and TQM are not “one-time” experiments. Both should be put into practice, continuously.
• (F) Every human resource from top-level management to the lowest rank of the workforce of every department is directly or indirectly concerned with BPRE and TQM.

HOW EFFECTIVE IS YOUR BUSINESS? How does each product or service line perform within your overall business? What is your organization's position concerning Internal Strengths & Weaknesses and External Threats & Opportunities? I’d adore to hear from you.

Share your thoughts and comments here. As always, I can be reached here or if you wish, you may Share with me personally; you can email or send in (a written form only) on WhatsApp as well.
Is there still time to think? Even if there is doubt, you can tell your difficulty; sometimes a way can be found through healthy discussion.

From:
Jayanta Baksi
P.G.D.B.A.; M.B.A. (H.R.)
Strategic Business Intelligence Analyst
Representing: Strategic-Brain
WhatsApp: 070445 61846
Email: [email protected]

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities ...
15/04/2023

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities
Part – 09
(“Commonly Overlooked Aspects” – Deep-rooted Unidentified Areas and their Vulnerable Impact)

Continuous Process Improvement (CPI), Business Process Reengineering (BPRE), and Total Quality Management (TQM):
In Japan, continuous improvement is referred to as “Kaizen”. “Kaizen” stands for improvement and here for Business Process; it is a gamut of continuous improvement involving everyone, from the highest level managers to the lowest rank of the workforce. Kaizen strategy improves and sustains the operational standard through little movement yet gradual improvements. Kaizen denotes continuous, gradual, incremental improvement. Total Quality Management (TQM) is to achieve the idea of “total quality”. The techniques applied for Continuous Process Improvement (CPI) and Business Process Reengineering (BPRE) are the tools of TQM.

Generally, improvement can be defined as Kaizen and innovation. Innovation calls for radical improvements as an outcome of huge investments in technology and/or equipment. But the modern approach to TQM includes both incremental and breakthrough improvements under the term “continuous improvement”.

BPRE emphasizes radically altering the existing processes under the hypothesis that those revolutionize will definitely develop the organization’s worldwide performance or the development of one of its explicit processes; nevertheless, when BPRE is implemented, the aim of total quality must constantly be foremost to ensure success else, implementation can be expensive and will not yield satisfactory or durable outcomes.

Some people have understood that TQM, CPI, and BPRE, or Process Reengineering, all are similar, while others have disagreed that these are contrary. Actually, the two concepts, Process Reengineering and TQM are compatible and, in reality, complement each other. Both concepts have an identical focus – customer satisfaction.

TQM emphasizes the necessity for a “total” view of the organizations in its approach to problem-solving and has also influenced organizational culture and values by revealing organizations to the prerequisite for modification. TQM has contributed to the concept of benchmarking, cross-functionality, employee empowerment, involvement, process analysis, process measurement, supplier, teamwork, and worker participation.

HOW EFFECTIVE IS YOUR BUSINESS? How does each product or service line perform within your overall business? What is your organization's position concerning Internal Strengths & Weaknesses and External Threats & Opportunities? I’d adore to hear from you.

Share your thoughts and comments here. As always, I can be reached here or if you wish, you may Share with me personally; you can email or send in (a written form only) on WhatsApp as well.
Is there still time to think? Even if there is doubt, you can tell your difficulty; sometimes a way can be found through healthy discussion.

From:
From:
Jayanta Baksi
P.G.D.B.A.; M.B.A. (H.R.)
Strategic Business Intelligence Analyst
Representing: Strategic-Brain
WhatsApp: 070445 61846
Email: [email protected]

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities ...
15/04/2023

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities
Part – 08
(“Commonly Overlooked Aspects” – Deep-rooted Unidentified Areas and their Vulnerable Impact)

• Continuous Process Improvement (CPI) and Business Process Reengineering (BPRE)
Business Process Reengineering is defined as the fundamental rethinking and re-designing of existing process tasks and operating structures to achieve remarkable improvements in process performance. But, we necessitate determining whether a certain process within an organization requires minor curing (Continuous Process Improvement or CPI) or a major surgery (Business Process Reengineering or BPRE)!

Considering excessively expensive and very time-consuming, several organizations discourage implementing Business Process Reengineering. This organization is partly right but, radical changes must be made to business processes instead of having only continuous process improvement (CPI) which advocates incremental up-gradation of existing processes in the current situation of global economies and stern global competition.

Actually, an organization cannot forever progress continuously, since improvement is impossible, infeasible, or exceptionally expensive at a given point. One then ought to either innovate or reengineer. Innovation apart, we cannot always re-engineer either. On the other hand, it is factual that in general, after reengineering, it is essential to debug, develop, refine, and fine-tune.

Contrary to reengineering, if the organization may opt for Continuous Process Improvement or CPI. Here, improvement may go up from eighty (80) percent to ninety (90) percent or to ninety (99) percent, nevertheless, after that no significant improvement may be actually feasible, viable, or even advantageous. At a given point, then Continuous Process Improvement or CPI has to be stopped, and “Business Process Reengineering” or “Process Redesign” has to be taken up, if an organization desires to remain competitive.

Well, will we discard CPI completely? No, not at all. Rather, both CPI and BPRE are obligatory to drive “breakthroughs” in organizational performance. The process will run simultaneously and concurrently and in a cyclic order. Organizations should innovate first, then improve the innovation, again innovate, followed by improve yet again, and so on and so forth.

HOW EFFECTIVE IS YOUR BUSINESS? How does each product or service line perform within your overall business? What is your organization's position concerning Internal Strengths & Weaknesses and External Threats & Opportunities? I’d adore to hear from you.

Share your thoughts and comments here. As always, I can be reached here or if you wish, you may Share with me personally; you can email or send in (a written form only) on WhatsApp as well.
Is there still time to think? Even if there is doubt, you can tell your difficulty; sometimes a way can be found through healthy discussion.

From:
Jayanta Baksi
P.G.D.B.A.; M.B.A. (H.R.)
Strategic Business Intelligence Analyst
Representing: Strategic-Brain
WhatsApp: 070445 61846
Email: [email protected]

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities ...
15/04/2023

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities
Part – 07
(“Commonly Overlooked Aspects” – Deep-rooted Unidentified Areas and their Vulnerable Impact)

For any organization that craves to survive and grow, development is not an option but a compulsion, and if it seeks to flourish, dramatic improvement is the only key to success. Small improvements are always required; however, occasionally quantum leaps are required. Above ten (10) percent improvement can be termed as “Small improvements”, but approximately fifty (50) percent of improvements call for “Process Redesign”. If an organization observes the needs changing or its clientele is demanding a change or competitors are taking over its market share, the organization might require “reengineering”, not a minor twist, but a major overhaul.

“Process Redesign” or “Process Reengineering” or else “Business Process Reengineering” otherwise simply “Reengineering” is focused on “breakthrough” improvement to radically develop the quality and rapidity of effort and to diminish its expenditure by basically altering the processes by which work gets done.

Signs and Symptoms to Initiate Reengineering:
• (a) The product and or services offered by the organization are not well-matched with its present customers’ requirements.
• (b) An organization takes too long to shift its products from its commencement to the market as compared to its competitors.
• (c) The stagnant selling and slow delivery of products and or services, time-consuming equipment service and repair, delayed procurement, inadequate utilization of information technology, and complicated budgeting process.
• (d) Business Process Reengineering is the implementation of a stimulating and innovative approach to carrying out business activities proficiently.
• (e) There is plenty of evidence that “Business Process Reengineering” works soundly.
• (f) Some recognized processes assist in gaining of Hundred (100) to Three Hundred (300) percent.
• (g) Success in “Business Process Reengineering” requires a basic understanding of processes, innovative thinking, and powerful exploitation of information technology to separate from old practices and hypotheses.

HOW EFFECTIVE IS YOUR BUSINESS? How does each product or service line perform within your overall business? What is your organization's position concerning Internal Strengths & Weaknesses and External Threats & Opportunities? I’d adore to hear from you.

Share your thoughts and comments here. As always, I can be reached here or if you wish, you may Share with me personally; you can email or send in (a written form only) on WhatsApp as well.
Is there still time to think? Even if there is doubt, you can tell your difficulty; sometimes a way can be found through healthy discussion.

From:
Jayanta Baksi
P.G.D.B.A.; M.B.A. (H.R.)
Strategic Business Intelligence Analyst
Representing: Strategic-Brain
WhatsApp: 070445 61846
Email: [email protected]

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities ...
15/04/2023

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities
Part – 06
(“Commonly Overlooked Aspects” – Deep-rooted Unidentified Areas and their Vulnerable Impact)

It is previously stated that to enhance accuracy and efficiency in any business organization, the Two (02) most important factors ought to be implemented, these are: (A) Business Systems and (B) Business Processes. We have already discussed the first one, i.e. Business Systems; now let’s discuss concerning the Business Process.

Every business, whether related to manufacturing or services, has key processes that it must absolutely perform well to attract and retain clientele to whom to vend its products or services.
Organizations have many processes that allow them to provide products and services for their clientele. A process acquires inputs and performs value-added activities on those inputs to create an output.

Some of the processes typically found in any organization include Conception, Customer service, Delivery, Employee hiring, Equipment installation and maintenance, Financial management, Improvement, Inspection, Packaging, Payroll, Performance appraisal, Product or service design, Production and inventory control, Software development, and Training, etc.

The critical business processes collaborate within an organization to achieve the organization’s mission and objectives. A business process starts with the first event that initiates a course of action. If an organization’s processes are not integrated into a proper mode or if it produces incompetence, then the organization cannot optimize its performance. Hence to be effective and to satisfy the client's needs, wants, and or demands, an organization ought to focus on sustaining and developing the business processes that facilitate it to congregate these needs, wants, and expectations.

Successful organizations design systems that scrutinize and evaluate “process performance” to facilitate the revealing of the root cause of troubles and take remedial action. Key processes are the business processes or “process performance” which have the paramount impact on clients' value perceptions about the product or service of an organization and the utmost impact on client retention. So, today’s organizations countenance the challenge of implementing effective systems which decrease the occurrence of human errors and of developing norms for limiting the consequences of mistakes that do happen. To increase competitiveness, flourishing organizations focus on system and process improvement efforts on business processes that increase the organization’s competitiveness. Organizations that conduct their business processes efficiently, realize significant improvements which create an impact on the prosperity of the organization.

HOW EFFECTIVE IS YOUR BUSINESS? How does each product or service line perform within your overall business? What is your organization's position concerning Internal Strengths & Weaknesses and External Threats & Opportunities? I’d adore hearing from you.

Share your thoughts and comments here. As always, I can be reached here or if you wish, you may Share with me personally; you can email or send in (a written form only) on WhatsApp as well.
Is there still time to think? Even if there is doubt, you can tell your difficulty; sometimes a way can be found through healthy discussion.

From:
From:
Jayanta Baksi
P.G.D.B.A.; M.B.A. (H.R.)
Strategic Business Intelligence Analyst
Representing: Strategic-Brain
WhatsApp: 070445 61846
Email: [email protected]

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities ...
15/04/2023

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities
Part – 05
(“Commonly Overlooked Aspects” – Deep-rooted Unidentified Areas and their Vulnerable Impact)

• E) Lead Generation Business System:
Finding potential customers (or ‘leads’) to sell is one of the biggest challenges. To overcome, and save the time of the sales team, there are different methods for finding new customers, making sales, and automating these processes through the implementation of the Lead Generation Business System. These consist of making a record of businesses that could benefit from the product or services of an organization and cold calling or cold emailing or putting ‘expression of interest form’s on the organization’s website and developing potential clients' contact lists. And researching potential customers and keeping track of those leads and finalizing sales to make money.

• F) Operations Business System:
An organization is bound to handle a lot of operational tasks, many of which can be automated through this system. Hiring suitable personnel can be described as an instance. An organization can implement a system through which the application will be scanned and shortlisted to save precious time and effective decisions for the human resource department.

• G) Payroll Business System:
Setting up an automated payroll business system is related to the complete process of payment of employees, and saving time and money regularly with an error-free mode. An effective payroll system handles salaries, personal deductions, all tax deductions, and the update of payroll data associated with every employee. This system handles and records all payroll-related data of the entire modification, method, actual payment, deductions, etc, and also generates all tax documents in addition to the preparation of final payroll reports, on time.
An additional duty of the payroll system is the precise reporting of all personal deductions to consist of profit-sharing plans, bonds, stock options, credit union deductions, medical and life insurance, and the trimmings of an employee’s salary by a creditor. These accumulated totals must be reported accurately to both the recipient and the individuals from whose salaries these amounts were deducted. The payroll business system support and makes it feasible to accurately and swiftly process a payroll, providing the input data are accurately handled on a timely basis.

• H) Workforce Management Business System:
It is indeed a complicated and time-consuming task to understand each employee’s competency level, and training needs, creating of duty rosters, and above all manage and motivate them properly. With the implementation of a robust system, the organization can make an effective schedule for peak hours or how to grant leave and sick days and the rest. For a giant organization or complex teams, workforce management software could facilitate handling this complicated dilemma.

• SUMMARIZE:
• A business system is an amalgamation of policies, personnel, equipment, and computer facilities to synchronize the activities of a business organization.
• It establishes the rules and procedures of that organization, which are to be governed.
• A Business system decides how statistics ought to be handled and is systematically processed.
• It as well controls the procedures of the processed statistics and the outcome to be displayed.
• Technology helps make various business activities easier, cost-effective, and error-free.
• The benefits of integrating technology with a business system into an organization produce accuracy, greater efficiency, productivity, and scalability.

HOW EFFECTIVE IS YOUR BUSINESS? How does each product or service line perform within your overall business? What is your organization's position concerning Internal Strengths & Weaknesses and External Threats & Opportunities? I’d adore hearing from you.

Share your thoughts and comments here. As always, I can be reached here or if you wish, you may Share with me personally; you can email or send in (a written form only) on WhatsApp as well.
Is there still time to think? Even if there is doubt, you can tell your difficulty; sometimes a way can be found through healthy discussion.

From:
Jayanta Baksi
P.G.D.B.A.; M.B.A. (H.R.)
Strategic Business Intelligence Analyst
Representing: Strategic-Brain
WhatsApp: 070445 61846
Email: [email protected]

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities ...
15/04/2023

Organization’s Internal Strengths & Weaknesses and External Threats & Opportunities
Part – 04
(“Commonly Overlooked Aspects” – Deep-rooted Unidentified Areas and their Vulnerable Impact)

• A) Accounts Payable Business System:
The accounts payable system is monitored by the organization to which money is payable. The file structures and input/output (I/O) formats are comparable to the accounts receivable system. Input will have goods and services received by the organization while outputs consist of the topic of expenditure and supervision information. It controls the accounts of vendors and to whom funds are to be compensated.

• B) Accounts Receivable Business System:
The accounts payable system monitors the organization to who is indebted to a business, i.e. money is yet to collect. The file structures and input/output (I/O) formats are comparable to the accounts payable system. The output will have goods and services transmitted or sold out by the organization while inputs consist of the topic of inflow-related administrative information. The files contain the individual customer data, together with names, addresses, financial charges like payments received and current charges, and so forth. The data is issued as a monthly report of all clients and also grants functional information for management’s exercise.

• C) ERP Business System:
An Enterprise Resource Planning (ERP), or business management software, pulls all information into One system. This assists to detect oversight of all business activities and allows the organization to automate and develop processes across the business.

• D) Inventory Business System:
Any business that holds products will have to deal with its inventory. The inventory system regularly monitors and reports the status of items in custody in an inventory, i.e. on the quantities of goods in hand, in addition to when and which items should be procured to refill stock and which critical items are needed to run business activities smoothly and continuously. It also assists to sustain the theme of Minimum Ordering Quantity (MOQ), i.e. minimum but adequate order to save unnecessary resource blockage. This system is crucial to organizations that uphold huge and expensive inventories.

HOW EFFECTIVE IS YOUR BUSINESS? How does each product or service line perform within your overall business? What is your organization's position concerning Internal Strengths & Weaknesses and External Threats & Opportunities? I’d adore hearing from you.

Share your thoughts and comments here. As always, I can be reached here or if you wish, you may Share with me personally; you can email or send in (a written form only) on WhatsApp as well.
Is there still time to think? Even if there is doubt, you can tell your difficulty; sometimes a way can be found through healthy discussion.

From:
Jayanta Baksi
P.G.D.B.A.; M.B.A. (H.R.)
Strategic Business Intelligence Analyst
Representing: Strategic-Brain
WhatsApp: 070445 61846
Email: [email protected]

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