Organizational Planning and Analysis: Building the Capability to Secure Business Performance

Cover
Contents
About the Author
Foreword
Acknowledgements
PART ONE
 Introduction
	1.1 Organizational Planning and Analysis
		Introduction
		Navigating disruption and change
		The importance of organizational capabilities
		A new core capability is needed: OP&A
		How this book will help you
		Structure of the book
		Final thoughts
		Notes
	1.2 Data-Driven Organization Design
		Introduction
		The organization is a system
		Organizational data is hierarchical
		Organizational data is messy (fragmented and incomplete, constantly changing and connected in complex ways)
		Macro operating design versus micro detailed design
		Macro operating design
		Micro detailed design
		Final thoughts
	1.3 Financial Planning and Analysis
		Introduction
		Why businesses need FP&A
		Management and performance reporting
		Ratio analysis
		Future-focused planning, budgeting and monitoring
		Financial modelling
		Final thoughts
		Notes
PART TWO
 Making it Real: Transformation and optimization
	2.1 Introduction
		What is Making it Real?
		The importance of a fair and well-governed process
		Structure and logic for Part Two
		Notes
	2.2 Preparing to execute
		Introduction to Stage 1
		Address HOWWIP questions
		HOWWIP exercises and games
		Identify potential traps and plan for contingency
		Preparing to execute agile ways of working
		Final thoughts
		Notes
	2.3 Implementation
		Introduction
		Prioritize work according to Now, Next, Later
		Stage 2: Assess impacts and plan communications
		Stage 3: Manage talent transitions and consultation
		Define the consultation process
		Final thoughts
		Notes
	2.4 Ongoing optimization
		Introduction to Stage 4
		The importance of tracking and monitoring
		Talent management
		Case study: Building Agile Teams
		Succession planning and development
		Using competency data to predict performance outcomes
		Final thoughts
		Notes
PART THREE
 Workforce planning
	3.1 Introduction
		Workforce planning terminology
		Structure and logic for Part Three
		Notes
	3.2 Supply forecasting and top-down demand planning
		Introduction
		Step 1: Building the as-is baseline
		Step 2: Top-down supply forecasting
		Step 3: Top-down demand planning
		Setting the demand plan and understanding the gap
		Final thoughts
	3.3 Bottom-up position planning, finalizing the workforce plan and monitoring progress
		Introduction
		Defining governance and workflow
		Step 4: Conduct bottom-up position planning
		Step 5: Finalize budgets and targets
		Step 6: Analyse and monitor
		Final thoughts
PART FOUR
 OP&A analysis
	4.1 Introduction
		Structure and logic for Part Four
	4.2 Laying the foundations for effective OP&A analysis
		Introduction
		Building a flexible data warehouse
		Other types of databases
		Understanding the different types of data
		Building a data model
		Creating dashboards
		Final thoughts
		Notes
	4.3 Ignoring statistical traps and leveraging data science
		Introduction
		Common statistical traps
		Statistical techniques
		Machine learning
		Final thoughts
		Notes
		Further reading
PART FIVE
 The OP&A function
	5.1 Introduction
		What does successful OP&A look like?
		Structure and logic for Part Five
	5.2 Stage 1: Scoping the macro operating design and writing the business case
		Introduction
		Vision and strategy
		OP&A value chain and processes
		Building the case for change
		Design criteria and principles
		Thinking through design options
		Choosing an option and devising a roadmap
		Final thoughts
		Note
	5.3 Stage 2: Detailing the OP&A function
		Introduction
		Define the roles within the function
		Design the roles
		Detail the key interfaces
		Rightsize the OP&A function to deliver the work
		Develop organization effectiveness KPIs and reporting format and frequency
		Final thoughts
	5.4 Stage 3: Making the OP&A function real
		Introduction
		Determine the initial programme of work for the OP&A function
		Address HOWWIP questions
		Selecting the right people for the OP&A Team
		Final thoughts
		Notes
Glossary
Index