RapidBI Business & Management Models

RapidBI Business & Management Models

Gaining Business Balance:

Developing and growing any business is a challenging operation. Often it is easy to focus on what is or is not working at the time. We break our organisations into teams, departments, regions etc to help the management of our operations easier. This can sometimes cause us the problems we were trying to avoid.

Our models – business and management

 

Business & People Development Models

Many consulting and ‘best practice’ organisations have developed growth models which tend to focus on single elements of business growth. Some have attempted to integrate more, for example the Balanced Business Scorecard, The Business Excellence Model (EFQM) and the Baldrige Criteria for Performance Excellence . These are excellent models in themselves but we should remember why they were developed.

The Balanced Business Scorecard was developed to provide a measurement Base Management System.

The Baldridge & Business Excellence systems were designed for scoring a company to give it an award. While thay are useful and valid approaches, it is important to understand where a model was developed in order to assertain its suitability for a given organisation at a given point in time.

Our approach is simple and we believe more balanced: its about developing the hard aspects of the business – be they internal or external factors in line with the people aspects of the business

The BACE Model for Business Improvement

The model developed by RapidBI for helping improve business performance incorporates key elements of management approach and capability together with resources management and critical business skills.

Each quadrant contains the essential factors that together build up a comprehensive picture of the business and help identify areas for significant improvement listed under eight key headings.

Emphasis is placed on the ‘management’ of the business and this reflects the contribution that effective management has on overall business performance.

Business Skill – Finance and Marketing
Two critical areas of concern are contained within Finance & Marketing which we have categorised under the umbrella of Business Skills’.

Our research has shown that many organisations fail to recognise the importance of the management of finance and the potential, often unrealised, of brand and marketing. In particular these factors are essential for business growth.

Approach – Management Values and Management Style
Is concerned with the overall management approach, the underlying values and behaviours as described by explicit and implicit management values and as demonstrated through the management style adopted by the executive team.

Capability – Management Skills and Management Processes
Extends the insight into management by considering their capability through two key channels. Firstly through the perceived skills base of the management team population and secondly through the effectiveness of critical management processes that are the enablers of sound business management.

Execution – Operations and People Management
The focus shifts towards business execution and considers operations management and the human factor which we call ‘people management’. These factors essentially consider how well the business tasks are implemented and executed.

 

 

 

PRIMO-F Business Growth Model

The PRIMO-F model was developed as part of completing a SWOT analysis of an organisation. It provides a consistent framework for comparison either from within the organisation or to benchmark against a previous analysis or benchmark against other organisations.

PRIMO-F business growth model
PRIMO-F

People
Resources
Innovation & Ideas
Marketing
Operations
Finance

People in terms of their experience, their leadership and the controls in place in the organization.

Experience:

Age of the business
Management experience of:

  • borrowing.
  • product development
  • different types of market
  • use of external agents
  • moving sites
  • managing growth

Leadership:

Involving a senior management
age of owner manager
occupational base of owner manager
personal objectives and ambition in line vision of the future
education and training
attitude to staff development
family influence
management style
attitude to change
degree of strategic awareness and understanding of environment

Control:

Adequacy of information and control systems
Ability to use information
Degree of professionalism and Responsibilities of management
Adequacy of planning and monitoring
Level of delegation
How performance is assessed

Resources

Liquidity and availability of finance
Technology level and capability
Physical assets: age and state
Product range and life
Use of and access to appropriate external agents

Innovation & Ideas

Number and source of ideas innovation is being considered
How they are assessed
Level of development or market testing of these ideas
Level of market planning of these ideas
How creative they are.

Marketing – In terms of effort, focus, effectivness

Operations – In terms of what systems are in place, equipment, productivity etc.

Finance – In terms of cashflow, access to finance, management etc.

 

 

For more information on the PRIMO-F model, visit our PRIMO-F overview page

 

For more business and management models appropriate to the world of business improvement and management development visit our management models page

 

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