Below we have outlined key areas that often play an instrumental role in increasing internal capacity and supporting management execution.
Which projects have you started or planned to start? This may be ICT projects, process improvements, sales improvements, improving the commercial orientation of your company or supporting a new management direction. Can any of these initiatives benefit from an outsider’s perspective, strategic skills or change facilitation capabilities?
How are current or imminent initiatives being documented or tracked? Consider assembling the observations and insights into one document. By creating a manual or master system containing assessments, plans and action examples into one document or portfolio, sharing is simplified. One company can benefit from having several operational manuals.
Initiating new projects can be time consuming; you ask questions such as who should be part of the team, how should it be organized, what resources should be used and what should be the primary focus be. Scoping and directing a project can be difficult; there are so many interests and views to balance. A change agent can play a critical role in identifying different assessments, goals, needs, ideas and shape these into a single clear direction.
After the initial project start-up there may still be areas that need clarification. Reflecting and simplifying complexity is a learned skill. Choosing a direction that aligns with access to resources and appropriate ambition level can benefit from engaging strategic assistance. Structuring ideas and creating a step-by-step approach to the project can save corporate resources and minimize frustration.
A project built on proper assessments, planning, a solid start-up and ongoing problem solving still requires strong/strategic implementation. Assessing how the project will be reviewed, accepted or rejected should impact how you launch both internal and external initiatives. Finding the appropriate timing and situation can play a big role. The sale of internal projects can be as important and complex as external.
Once one project has been successfully planned and implemented, how does it impact other projects? Which practices can be adopted throughout the organization following similar pattern of progress or tracking. How can manuals and master systems be used across the organization? Learning across divisions, departments and product areas is key to strong alignment.
No matter what type of business you run, you will reach a point where you need to outsource some tasks. Creating, maintaining and advancing your web and digital profile is often well suited for external assistance. Similarly, development, advancements and follow-up of marketing and communications material can be done externally – fully or in part. Content development can also be managed by an external source.
6 Communication Programs
Building organizational capacity is a key element in scaling up your business. Capacity is all about allowing companies to focus on their core and soliciting expertise to support that core while simultaneously addressing non-core tasks.
Road Map to The Full Service Program
Core20 is often part in formulating, bringing together ideas, visualizing them and follow project through different stages. We have created numerous manuals and master systems for clients. Corporate communications are often an essential part of succeeding with internal initiatives.