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Chairman,
President and Chief Executive Officer
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| How can you imperatively
show that you have personally led, directed, and thoroughly reviewed
the work efforts required to achieve authorities’ compliance
as President and Chief Executive Officer? |
| What are the costs
associated with not being able to monitor business, regulations
and quality issues throughout your organisation? |
| How do you estimate
the lack of adequate process to manage, collaborate and report-on
strategy, initiatives, projects and actions? Do you have sufficient
documented feedback? |
| What are the costs
associated with the lack of clear understanding of strategies
and initiatives by your personnel? |
| How much is lost-trough
the difficulty in showing strategy linkage to team/department? |
| What is the cost’s
implication to not successfully achieve the goals established
as part of your enterprise's strategy? |
| What is the cost of
a bad connection between planning & execution? |
| What are the costs
of communication breakdown between members of your staff? |
| What is the cost of
lack of information on projects not link to strategic initiatives? |
| How much it cost not
having-strategic direction available anytime, anywhere in the
world? |
| Is your Company loosing
money due to the lack of enterprise-wide collaboration and communication
capabilities? Can you implement strategic changes rapidly? |
| What is the cost of
organizational confusion that is always created with the planning,
introduction and deployment of new initiatives? |
| How much trouble can
produce the non-alignment of company goals? |
When do you know when
an initiative must be scrapped? How much you
lost? And what are the lessons to learn from it? |
| How can you be ensured
that there will be no more surprises? |
| How much can you save
by implementing Executive Reporting Service? |
| Do you believe your
corporate strategies are implemented effectively? |
| Can you obtain, a
Snapshot view of all deployments increases downstream management
accountability? |
| Are you aware of costs
to Identify and control risk elements without containment strategies? |
| Can you be assured
of cost controls during the delivery of new product or market
to create new revenue streams you need? |
| Can you be easily
made aware of the lost computer surrounding systems not working
properly? |
| What is the toll of
not using technologies to grow existing-business? |
| What is the cost of
not teaching your business-focused Executives to be more technology
minded? |
| Are you made aware
of monitored clients change over time to reduce operating costs? |
| What is the cost of
not raising effectiveness and efficiency? How much is lost by
not enforcing organizational discipline? |
| What are the costs
related to not being able to monitor competitive business vision-implementation? |
| What is the toll of
not using a road map discipline approach to control costs? |
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Chief
Financial Officer, Treasurer, Corporate Secretary
General Counsel, Controller and Taxation
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| |
| How can you imperatively
show that you have personally led, directed, and thoroughly reviewed
the work efforts required to achieve authorities’ compliance
as Chief Financial Officer? |
| How rapidly can you
be informed of a doubtful ROI? |
| Can you prevent lack
of accountability? |
| Can you prevent lack
of accountability? |
| What is the cost of
not sharing common files globally? |
| What is the cost of
not providing a centralized method to manage and collaborate on
programs and projects that are linked to strategic initiatives
and objectives? |
| What is
the cost of not deploying on time the policies, processes and
products necessary to achieve the organization's strategic goals? |
| How much it cost not
tracking the financial impact down to the project level? |
| Can you determine
clearly what the company suffered from the last departmental initiative
mis aligned with corporate strategies? |
| What was lost in Resources
on duplicate projects or non-strategic initiatives? |
| What was the cost
of the inability to show financial impact and link projects to
larger initiatives? |
| Can you easily evaluate
projects and how they affect the bottom line? |
| What is the cost of
inadequate communications between departments/levels? |
| Can you identify rapidly
blocking issues to the responsible senior executives to prevent
losses? |
| Are you informed of
change management initiative costly bottlenecks? |
| Can you monitor the
Mergers and Acquisitions decision-making workflow process to reduce
lost of time and money? |
| What is the impact
of the lost of Real-Time Communications among Team Members during
Mergers or Acquisitions processes? |
| How do you find those
troublesome initiatives that overrun budget because of unanticipated
problems? |
| Can you save by better
understanding the current state of an initiative, by drilling
down into issue status and personnel contributions? |
| Is your average communications
overhead cost associated with travel to meetings is generally
estimated to be $2,000 per executive day? |
| Are you sure your
corporation is in compliance to new laws and regulation? |
| What is the implication
of not being made aware of potential noncompliance issues? |
| Are all discussions,
documents, and decision-making processes, for your protection,
associated with the resolution of issues stored properly? |
| Can you assure authorities
subsidiary, divisional (including overseas divisions), departmental
and other data feeding into the corporate financial accounting
system is accurate? |
| How can you be certain
that your personnel accurately report on the effectiveness of
internal control systems? |
| Can you report to
authorities "on a rapid and current basis" events that
might result in material changes to the financial condition of
the corporation? |
| Can you achieve Company-wide
Accountability to reduce cost? |
| Can you track the
financial impact down to the project level? |
| Can you link initiatives
along with financial impact to reduce risk? |
| What are the costs
of not receiving on time budget planning and control information? |
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Corporate
Business Development, Marketing and Communications
|
| How can you imperatively
show that you have personally led, directed, and thoroughly reviewed
the work efforts required to achieve your business goals? |
| Do you have sufficient
documented feedback from your Marketing and Sales staff to reduce
cost and take advantage of business opportunities? |
| What is the implication
to not successfully achieve the business development goals established? |
| What is the cost of
not re-aligning rapidly a business initiative in trouble? |
| How many business
opportunities are mists due to the inability to clearly communicate
strategies? |
| How much can be lost
by not managing by priorities of the week, month, year for your
entire department head? |
What are the costs
of inadequate communications between-Marketing and
Sales departments/levels? |
| What is the cost of
not having constructive contributions of any and all individuals
within your organization? |
| Can you plan and deploy
rapidly a strategic initiative? |
| What is the cost of
a failed business initiative implementation on time? |
| How much are you losing
to not receive on time information from one of your staff? |
| What are
the costs of not monitoring properly your organization's performance
and profitability by leveraging your employees Quality delivery
capabilities? |
| How much is lost when
information is withheld during a business risk assessment? |
| What are the costs
related to a mist plan product deployment planning and rollout
when information where not provided on time? |
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Information
Technology
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| |
| How can you imperatively
show that you have personally led, directed, and thoroughly reviewed
the work efforts required to achieve your Information Technology
goals? |
| Can you ensure Management
that your IT solutions are technically sound, results-oriented,
measurable, cost-effective and sustainable? |
| What is the cost of
time-consuming meetings to update project progress? |
| What is the cost with
unanticipated problems that always arise during the course of
a project and must be quickly and correctly solved? |
| Can you identify rapidly
issues that must be resolved to cut your losses? |
| What is the cost of
a failed IT initiative implementation on time? |
| Are you informed on
time of business our IT projects budget overrun? |
| Did you know that
seventy percent (70%) of all IT-based strategic initiatives either
fail outright or do not achieve their planned goals in terms of
functionality, cost, or schedule? How is your organization doing? |
| How much is lost when
information is withheld during a software project risk assessment? |
| Can you fully understand
the company's current IT investment activities? |
Did you know according
to industry analysts, 60% of the problems and
80% of the remediation costs associated with new IT applications
to support business processes are caused by inaccurate and improper
functional requirements specifications? How is your organization
doing? |
| Can you significantly
lower the costs associated with planning and deploying the IT-based
strategic initiatives required remaining viable in today's highly
competitive global marketplace? |
| What is the cost of
a bad communication between IT planning & implementation? |
| How can you be ensured
that there will be no more surprises during implementation? |
| When do you know when
an IT project must be scrapped? |
| Can you monitor effectively
the lack of end-user acceptance? |
| Can you be informed
of changed market conditions to reduce complaints from end-users? |
| What is the cost of
not being informed of poor implementation of functionality? |
| How can you reduce
costs from stability, performance and scalability problems? |
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Human
Resources and Knowledge Management
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| How can you imperatively
show that you have personally led, directed, and thoroughly reviewed
the work efforts required to achieve your Human Resources and
Knowledge Management goals? |
| What is the cost associated
of not escalating information or issues to Senior Executive for
guidance by Department/level staff? |
| How much money is
lost when information is withheld during a staffing requirements
and recruiting management processes? |
| What is the lost associate
to Hidden Knowledge worth in your organization? |
| What is the cost of
not sharing expert knowledge to inform and educate the team as
a whole? |
Could you evaluate
the savings when reuse techniques, know-how, and
best practices are offered across even the largest multi-national
corporation? |
| How do you find those
individuals who make important, constructive contributions to
your bottom-line to reproduce their success? |
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Research
and Development, Engineering Operations and Manufacturing
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| How can you imperatively
show that you have personally led, directed, and thoroughly reviewed
the work efforts required to achieve your goals? |
| What are the costs
of communication breakdown between research, development and implementation
members of your staff particularly when using; ISO9000, SEI CMM,
Malcolm Baldrige, or Six Sigma Quality management environment? |
| Are you
provided with the issue-based and personnel-participation status
report you need to monitor problems to reduce cost for your Integrated
Product Development and Concurrent Engineering initiatives? |
| Are you concerned
about any blocking issues, such as the inability to produce a
critical component, which will cause a misalignment of available
manufacturing and marketing resources? |
| How much
can you save by implementing a Decision Making Workflow? |
| Are you loosing by
not aligning manufacturing process performance for better profitability? |
| When do you know when
R & D projects must be scrapped? |
| How much is lost if
you are not made aware of new Quality requirements? |
| What happen when you
cannot monitor in the corporate structure Quality goals determination? |
| How much is lost when
information is not transmitted on time or at all on Customer perception
assessment? |
| What are the consequences
of not providing to Executives Quality cost factors and Quality
return on investment? |
| |
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understand Enterprise Initiative Management within the context of
business strategy setting and execution of your organization. Just
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the section for: |
Chairman,
President and Chief Executive Officer |
| You can
download only
the section for: |
Chief
Financial Officer, Treasurer, Corporate Secretary General Counsel,
Controller and Taxation |
| You can
download only the section
for: |
Information
Technology |
| You
can download only the
section for: |
Human
Resources and Knowledge Management |
| You can
download only the section
for: |
Research
and Development, Engineering
Operations and Manufacturing |
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