M2 Individual Assignment Acorn Industries 17 January 2013
Individual Assignment Module M2
Programme Managing Organisational Performance
and Innovative Improvement
Case: Acorn Industries
17th January 2013
Declaration
I hereby declare that this assignment is entirely my own work, and that it has not been previously submitted to any other Higher Education Institution. I also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by me this has also been indicated.
Name
ID Number
Signature
Amukelani Mahlehlo
7605120344089
Table of Contents
Declaration …………………………………………………………. 1
Table of Contents …………………………………………………… 2
Executive Summary ……………………………………………….. 3
Problems and Analysis ……………………………………………. 4 - 6
Solutions ……………………………………………………………. 6 - 12
Conclusion …………………………………………………………. 13
Bibliography ………………………………………………………… 14
Executive Summary
After careful and thorough studying of the Acorn Industries case study. The following problems were identified and categorised in three different strategies:
Structural
No clear and defined KPI’s
Poor Organisational Structure/Immature Programme Management Office
Lack of Project and Programme Management competency
Decentralised Managerial Philosophy
Lack of change management procedures to assist the organisation to cope with change ( Policy Dearth)
Roles and responsibilities not clearly defined
Behavioural
Selfishness
No future Planning and Planning in Silos
No up skilling/training of staff to deal and manage multiple product lines
Submitting a proposal to render services that was completely handled by the marketing team
Operational
Too dependent on Technology
Furthermore, based on the analysis of the problems the following recommendations were identified in order to amend the situation within the Acorn Industries organisation:
Implement Change Management practices
Establish Key Performance Indicators
Improve PMO office to be cross functional, as well
Programme Managing Organisational Performance
and Innovative Improvement
Case: Acorn Industries
17th January 2013
Declaration
I hereby declare that this assignment is entirely my own work, and that it has not been previously submitted to any other Higher Education Institution. I also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by me this has also been indicated.
Name
ID Number
Signature
Amukelani Mahlehlo
7605120344089
Table of Contents
Declaration …………………………………………………………. 1
Table of Contents …………………………………………………… 2
Executive Summary ……………………………………………….. 3
Problems and Analysis ……………………………………………. 4 - 6
Solutions ……………………………………………………………. 6 - 12
Conclusion …………………………………………………………. 13
Bibliography ………………………………………………………… 14
Executive Summary
After careful and thorough studying of the Acorn Industries case study. The following problems were identified and categorised in three different strategies:
Structural
No clear and defined KPI’s
Poor Organisational Structure/Immature Programme Management Office
Lack of Project and Programme Management competency
Decentralised Managerial Philosophy
Lack of change management procedures to assist the organisation to cope with change ( Policy Dearth)
Roles and responsibilities not clearly defined
Behavioural
Selfishness
No future Planning and Planning in Silos
No up skilling/training of staff to deal and manage multiple product lines
Submitting a proposal to render services that was completely handled by the marketing team
Operational
Too dependent on Technology
Furthermore, based on the analysis of the problems the following recommendations were identified in order to amend the situation within the Acorn Industries organisation:
Implement Change Management practices
Establish Key Performance Indicators
Improve PMO office to be cross functional, as well
Bibliography: Clement and Gido 2006 Effective Project Management Kurt Lewin Change Management models Pieter G. Steyn Operations Management 2nd Edition Robert S. Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business Review (January-February 1996) Steyn. P and Schmikl. E. 2009 Programme Managing Organisational Transformation, Change and Performance Improvement Steyn P. Schmikl E. Van Dyk P. 2010 Programme Managing Organisational Performance and Innovative Improvement(study guide)