A letter from Joel Omeike on P4PE’s response to COVID-19

We are living in days of great concern for the health of our families, and I sincerely hope that you and your loved ones are well.
The world’s coronavirus (COVID-19) response is evolving swiftly. Our customers – whether they’re first responders, teachers, students, families, hospitals, government agencies or society-at-large – rely on us to keep them trained, and supported on HR and Business solutions. Therefore, balancing our employees’ safety against the need to continue to support critical services and infrastructure is paramount.
During this pandemic, we are all being encouraged to practice social distancing to slow down the spread and flatten the curve. This week, we implemented a work-from-home strategy and are now rapidly expanding it to include more members of our team.
For companies, entrepreneurs and professionals, there is no doubt that we are facing a great challenge that requires us to act promptly to ensure that our customers can continue to rely on us. That’s why I decided to write you this email to inform you that P4PE has already taken every possible precaution to protect the company and give continuity to our services: all P4PE collaborators are fine and are 100% operational.
However, we are aware that many companies in this difficult time are currently having to review some habits, change their processes and make important decisions. To alleviate the impact that some of our clients may experience, earlier this week we announced that for the next 60 days, we will waive late fees our clients may incur because of the economic hardships and circumstances related to the coronavirus. And we will not terminate service for current and open contracts to any of our clients because of their inability to pay their bills.

Here are some ideas with you that you may find useful to better face the situation
• Make a risk assessment
If you haven’t done it already, a risk assessment is a great way to analyze the situation objectively and understand how to minimize the impact of this emergence on your business. (I suggest to read this article to learn more)
• Rethink your buyer personas
Industries and markets are responding differently to this emergency. This means that, in the coming weeks, you may need to review your buyer personas to be able to respond to the needs of new customers who are appearing on the global market.
• Talk with your employees
Don’t underestimate the impact this pandemic is having on your employees and collaborators. Sometimes the human touch can be crucial and helpful to overcome difficult and lonely moments.
• Embrace smart working
In many countries, the general lockdown has forced companies to embrace ‘smart working’. Remote working might not be perfect, but it has lots of benefits. My advice is to better understand how to work remotely in an efficient way.

How P4PE can help you even more in this pandemic
In addition to the security measures adopted by our team, and guaranteeing the continuity to our services, we have decided to actively contribute with a small, but concrete initiative.
ALL HR Certifications can now be accessed online or as a Self-Study option. We have updated our list of eLearning courses on www.Proversity.co and our online marketplace for selling digital products www.myservices.podlancer.com. Our customers can still get the training and services they need 24/7 by visiting our eLearning platform proversity.co, calling 803.054.6055 or using the p4pe.co web chat app.
To learn more about it, you can simply contact us here to schedule a kick-off call.

What’s next for our customers?
In these uncertain days, I hope that you, your family and your loved ones are safe and that you’ll be able to take all the measures to better fight this invisible enemy.
We will continue to address these and other critical pandemic issues impacting our employees, clients, and society. You should also know that our solutions and our people stand ready to serve our customers at work, at home and remotely—including first responders and those protecting the public—when critical professional and business solutions are needed most.
If you are a P4PE customer, please be aware that our support team is ensuring the continuity of our services to our customers. I can assure you that my team and I will work even harder and with as much enthusiasm to provide you with an even better service in the coming days.

Joel Omeike!
Founder & CEO
www.P4PE.co | www.Podlancer.com | www.Proversity.co | www.JO100YPN.com

Alphabetical Order

Sort Alphabetical order

Make sure that whoever types your infrequent memos uses alphabetical order. Otherwise, some of your people will go through Freudian agonies as their names rise and fall on the addresses list and they appear to rise and fall in your favour.


Successful Step by Step Implementation of the Balanced Scorecard

Building and Implementing the Balanced Scorecard (the 9-step framework)

There are literally thousands of Balanced Scorecard toolkits and building methodologies, but the 9-step framework designed by Howard Rohm of the Balanced Scorecard Institute, a Strategy Management Group, (US, Washington), was found to be the most relevant, practical and implementable one.

Figure 1: The Balanced Scorecard Institute’s 9 step framework

Phase 1: Corporate Scorecard

Step One: Organisational Assessment
Step One of the scorecard building process is about a number of things: to finalise the Balanced Scorecard Plan which will detail, among others, all the teams that will be involved in the designing of the scorecard and the training they will require.

Secondly, Step One involves conducting the organisation assessment of the strategic elements: the mission and vision, SWOT and organisation values.

Thirdly, Step One is also about preparing a change management plan for the organisation, which will entail conducting a change readiness review to determine how ready the organisation is in embarking on such a journey and what needs to be put in place to make it ready, as well as defining communications strategy which will identify the target audience, key messages, media channels, timing, and messengers of the communication. The change management activities will take place throughout each step.

Step Two: Strategy
Step Two (Strategy) is about determining the strategic themes, including strategic results, strategic themes, and perspectives, which are developed to focus attention on the customer needs and their value proposition. The most important element of this step is to ensure that you have unpacked what your customers are looking for from your organisation in terms of function, relationship and image to determine whether you are providing value to your customers.

Step Three: Objectives
Step Three (Objectives) is about determining your organisation’s objectives – that is your organisation’s continuous improvement activities, which should link to your strategic themes, perspectives and strategic results.

Step Four: Strategy Maps
The objectives designed in Step Three are linked in cause-effect relationships to produce a strategy map for each strategic theme. The theme strategy maps are then merged into an overall corporate strategy map that shows how the organisation creates value for its customers and stakeholders.

Step Five: Performance Measures
In Step Five, the performance measures are developed for strategic objectives. Performance measures should be defined clearly, differentiating the outcome and output measures, as well as the leading measures (future expected performance) and lagging measures (past performance history). In this step, you will also design your performance targets. This might be perceived as the most difficult and confusing step, so it is important that a bit of time is apportioned so that the performance measures will be meaningful.

Step Six: Strategic Initiatives
In Step Six, the strategic initiatives are developed that support the strategic objectives. This is where the projects that have to be undertaken to ensure the success of the organisation (the extent to which the organisation fulfills its mandate or vision) are drafted and assigned. To build accountability throughout the organization, performance measures and strategic initiatives are assigned to owners and documented in data definition tables.

Step Seven: Software and Automation
Step Seven (Software and Automation) involves automating the Balanced Scorecard system, and consists of analysing software options and user requirements to make the most cost-effective software choice for today and to meet enterprise performance information requirements in the future. Automation is purposely put as Step 7 on the 9-step framework, to make sure that the proper emphasis is placed on strategic thinking and strategy development before “software seduction” sets in. Purchasing software too early limits creative strategic thinking, and purchasing software late makes it difficult to sustain momentum of the new system, as performance information reporting utilisation is clearly an early benefit to be captured from the process of building the scorecard system.

Phase 2: Business Unit or Departmental and Individual Scorecards

Step Eight: Cascading
Following the development of the corporate scorecard, Step Eight (Cascading) involves cascading the corporate scorecard throughout the organisation to business and support units. Then team and individual scorecards are developed to link day-to-day work with departmental goals and corporate vision. Cascading is the key to organisation alignment around strategy. Optionally, objectives for customer-facing processes can be integrated into the alignment process to produce linked outcomes and responsibilities throughout the organisation. Performance measures are developed for all objectives at all organisation levels.

As the scorecard management system is cascaded down through the organisation, objectives become more operational and tactical, as do the performance measures. Accountability follows the objectives and measures, as ownership is defined at each level. An emphasis on results and the strategies needed to produce results is communicated throughout the organisation.

Step 9: Evaluation
Step 9 (Evaluation) involves evaluating the success of chosen business strategies. The key question asked is: Were the expected results achieved?

The evaluation step includes the following:

  • Ensuring that organisational learning and knowledge building are incorporated into planning
  • Making adjustments to existing service programmes
  • Adding new programmes if they are more cost effective
  • Eliminating programmes that are not delivering cost-effective services or meeting customer needs
  • Linking planning to budgeting

Sustaining the Balanced Scorecard

There is a misconception that once a Balanced Scorecard System has been built and implemented, there will be automatic transformation and buy-in. For the Balanced Scorecard to be successful and for change to occur, the scorecard must be embedded in the management systems. The scorecard must be understood to be a strategic management system as opposed to only a measurement tool. However, to ensure that the implementation of the Balanced Scorecard System will minimise resistance, certain things need to be in place…

  • Firstly, the Balanced Scorecard is a transformation journey and change initiative, not a once off project. Treat as such. Ensure that you have designed a Change Management plan which should run parallel to the Balanced Scorecard. The Change Management plan should address, among others, employee resistance and employee critical questions, i.e. “WIFM” – “What’s in it for me?”
  • Maintain a committed and engaged leadership. After all, change should be driven from the top
  • Develop an organisational culture based on results by establishing a strategy management office
  • Focus the organisation on strategy by holding review meetings organised around strategy
  • Enhance individual accountability for results through objective ownership
  • Align the organisation, systems and employee performance around strategy through a rewards and recognition programme
  • Create a performance, results oriented culture
  • Link budget formation, cost accounting and performance results
  • Emphasise continual improvement – in process, in employee learning and skills development, and in understanding customer needs and satisfaction, and in ensuring employee satisfaction
  • Link key organisation initiatives to the balanced scorecard development process

(Balddrigde, ISO Lean, Six, Sigma, Business Process Re-engineering)

Howard Rohm; Larry Halbach: A Balancing Act: Sustaining New Directions: Perform, Volume 3, Issue 2

Need assistance with developing your organisation’s Balanced Scorecard? P4PE Consulting provides training and consulting services using the Balanced Scorecard methodology, a framework used by organizations worldwide to build strategic planning and management systems that drive organizational performance, improve communications and create strategic alignment.

Joel Omeike! is a DBA graduate and qualified Global Human Resources Management and Development Specialist. His areas of expertise include Entrepreneurship, Business Strategy Development, HR, HRM and HRD Strategies and interventions design such as Change Management, design and implementation of Performance Management, as well as Skills Development. His sought-after experience as a trainer and facilitator has seen him practice his skills at various levels of management; at both national and international forums. He is a BIG Data Analyst. Joel is also a renowned teambuilding expert and motivational speaker. Joel is a Certified Business Value Builder. He can be contacted at: P4PE Institute, Tel: +234 803 5798352 www.p4pe.co view his profile: www.linkedin.com/in/joelomeike

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SUPER S.W.O.T.™ – Every group knows more—much more—than it thinks it does

Every group knows more—much more—than it thinks it does
SuperSWOT is a brainstorming tool you can use with your team to focus your strategy. It goes beyond the traditional SWOT by taking your strengths and weaknesses and combining them with opportunities and threats in your market. It comes in very handy after you’ve done enough market research but haven’t figured out exactly what you want to do yet. It can also help validate or invalidate someone’s pet idea.

Download the SuperSWOT Facilitation Template below:

INNOVATIVE STRATEGY DESIGN: A SuperS.W.O.T.™ is a powerful innovation session that unlocks intuitions about strategy by employing graphic exercises, quick provocative sketches, and questions designed to seek marketplace hunches.

How Does It Work?

We begin by asking participants to define their Competitive Landscape on a large Quad Map—where is your brand positioned, and where are your competitors? Now we ask: “Where do you expect to be in three years?” This is the 3-Year Strategic Path and it visually defines your strategic goal. Following this exercise, the group visually analyzes 6 to 8 Key Players (see “Sam” below.) Then we delve into your S.W.O.T. analysis and dig deep for Strengths, Weaknesses, Opportunities & Threats. As the session nears a conclusion, participants vote for the “Top-2” S.W.O.T. factors in each S.W.O.T. category. (The voting is almost always top-heavy and leads directly to strategic insights.) Finally, we begin work on your strategic Battle Cry. This is a short, motivating statement that will tell your people how to act—and your customers & prospects what to expect.

There are “4 musts” for a BATTLE CRY:

1) It must be focused on what customers want

2) It must ring true in the marketplace

3) It must be ten words or less

4) It must be memorable and “sticky”

What Makes SuperS.W.O.T.™ Different?

Your group’s innovative thinking is not simply described with words—it is brought to life by being visualized. For example, as a customer is discussed, John Emmerling quickly sketches a cartoon and asks for a name. “Sam,” someone might suggest, and the magic begins to happen: “Tell us what you know about Sam?” “Is he devoted to your brand?” “Or would he easily switch to a competitor’s brand?” “What ideas could increase your brand’s appeal to Sam?” One by one, important customers and other Key Players are sketched and profiled—a rich mother lode of insights is uncovered.

As “Sam” quickly takes shape, he gives us insights and ideas.

Who Is Involved? How Long? Where?

Conducted in your conference room, or at an offsite location, these sessions are typically attended by 12 to 20 key managers, although we’ve facilitated groups with as many as 30 participants. Participants usually include management, marketing, advertising, sales, research, public relations and communications. Invariably, this free exchange of insights and ideas is an enjoyable, stimulating experience for everyone. A session can require as little as four hours—on up to a full day.

The Session Report

At your option, within two weeks of the session a comprehensive report can be presented. Your group’s insights, intuitions, and innovations will be depicted and summarized—and the strategic directions suggested by your group will be highlighted. The report will include all Battle Cry candidates generated in the session and, if desired, we can include several additional Battle Cry candidates for your consideration. This report will be a tool you will use—again and again—to help keep your team on strategy with all eyes fixed upon the goals.

How Your Company Benefits From SuperS.W.O.T.™

We have facilitated a large number of these sessions across a wide range of industries. In every case, this process reaps your group’s combined knowledge and experience to reveal marketplace insights, create better customer understanding, and bring innovative focus to the company’s strategic planning. You can also gain the powerful advantage of a market-honed Battle Cry.

Contact us if you would want help running a facilitated Business or Talent Management Session.

Joel Omeike
P4PE Institute