Desired future state

Your personal power can be seen as a function of how you manage your psychology for your journey from A, where you are now, to point B, your desired future state. 

The evaluation of Step 1 serves as a basis for the question "How could operations be improved " Step 2, "Description of the Solution" re-counts the development of a desired future state for the repective business. In each process, all persons directly involved find aspects needing improvement. Ideal solutions, free of feasibility constraints, will be described showing how optimised operations could run eliminating the current weak points. 

An old axiom says that in order to plan a route, you have to know both where you are starting from and where you want to arrive. Performance transformation therefore needs to follow a well-planned and well-orchestrated program, based on a thorough diagnostic of the company s current purchasing practices, and a clear vision of its desired future state. 

The last part of the planning process deals with organizing to operationalize the strategy. Because the goals and vision are a desired future state that may be unachievable in the short term, intermediate objectives are... 

If in the current state of the organisation there is position of dissatisfaction with an area of activity, i.e. it is unsatisfactory, then a move to a more desirable, future state is required. 

As an organization begins an effort to improve process safety performance, it should establish specific goals and objectives that reflect performance outcomes and the desired future state of process safety. Senior leadership needs to lead the development of goals and objectives to signal full support and demonstrate active engagement. 

Process safety improvement efforts will include performance goals that define the desired future state for the various elements of the process safety system. Examples may include 100-percent reporting of process safety incidents and near misses, 100-percent on-time completion of process safety training, and timely resolution for all hazards analysis recommendations. 

This chapter will tend to use goals to describe a desired future state of performance. Objectives relate to strategies defined over the short term to improve performance. It is not important to make an absolute distinction between goals and objectives as long as performance measures are clearly defined and understood. However, the deliberation process to define goals and then define objectives often helps to identify the most appropriate strategies for the improvement effort. 

Over the Long Term. Traditional financial data is historically. .. well, historical. A desirable future state demands forward-oriented indicators. Companies have the opportunity to use nonfinancial variables as bellwethers just as sensors can monitor pollution levels in real time, helping to warn of impending problems and, when combined with databases and analytical techniques, they can help to establish causality. 

Changes are a fundamental necessity to interact successfully at present markets. This discipline targets the most efficient way of changing by considering both, organizational and psychological aspects, to minimize the efforts that are required to shift individuals or organizations from a current state to a desired future state. 

Based on the three demand driven components (e.g., demand management, supply and operations management and product lifecycle management) and the categories within each component, identified in the previous chapter, five level maturity model was developed to be used as the basis to perform assessment of an organization current and desired future states. 

The assessment process consists of 15 different questions, where user can score both current state and desired future state, as illustrated in Fig. 7.4 below. 

When the desired future state in 1 year horizon is analyzed, Uruguay is the country that shows a strong objective to move closely to a hybrid Push-Pull operation (level 3). It can also be seen that USA operation has a clear focus to move from a basic Push operation (level 1) to an optimized Push operation Gevel 2), as illustrated in Fig. 7.6. 

In order to ensure the right focus and direction, the top two priorities were identified for each of the three DDSC components based on the highest weighted score, which, if well implemented and executed, will allow the organization to move quickly towards the desired future state. 

In this book, a framework was also developed to allow companies to assess their current state in light of demand driven supply chain concepts, and identify the desired future state in a 1 year horizon. The framework was applied to three supply chain operations of a CPG company in different countries as part of the methodology evaluation. Results indicated that one operation is currently close to an optimized push operation (level 2 out of 5), and the other two operations are close to a basic push operation (level 1 out of 5), revealing that there are clear opportunities to implement the demand driven supply chain concepts to move towards a more customer centric operation. 

A clear vision of the desired future state of the organization is an essential component of your safety program. So what exactly is a safety vision, and what should yours look like ... 

Your gap analysis should include a thorough understanding of the organization s current state and what the desired future state of the culture is. From this assessment, you can begin to develop your strategy for change. 

In the end, VSM becomes the foundation for developing an improvement plan by presenting a complete picture of the processes involved. Using this information, VSM can then be used to establish a vision of what the desired future state condition should look like. This future state becomes the vision for the improvement plan, and from this we develop a collection of improvement actions, often referred to as events. ... 

Many leaders either lack vision or have it but find it difficult to articulate. Others seem to be natural visionaries and take this ability for granted. A great safety leader holds a clear picture of the future state of safety in her healthcare organization and articulates that picture in a compelling way. She can "see" in some detail the desired future state and communicate this state to others. How does the desired future state differ from the way... 

The effective safety leader needs to be able to see the desired future state vividly and to describe it in concrete and compelling terms. What makes a vision compelling In part, it s the ability of the leader to describe the vision plausibly and in detail, with enthusiasm and excitement. In part, it s the leader s personal credibility. 

Whereas strategy is the plan by which leaders intend to accomplish the organization s final objectives, vision contains their ideas about what the organization will look like when the strategic objectives are successfully achieved. Vision is thus a concrete picture of the desired future state. If a company s product strategy involves superior customer satisfaction, the leadership s vision statement may include gathering customer information faster than any competitor in the industry to adapt the product to specific customer wants and needs. 

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