Compass Aligned Performance System

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c_at_ps
Compass Aligned Performance System A simple one
page strategic performance process that develops
and focuses organisations and individuals
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c_at_ps
Every organisation is perfectly aligned to get
the results that it does! Let c_at_ps align your
organisation to get the results that you want!

• Compass Aligned Performance System
• Looking for a simple, effective and affordable
  strategic planning, implementation and
  performance process that aligns all the staff to
  achieving the vision?
• Then c_at_ps is the tool for you.
• c_at_ps is delivered in a two day practical
  interactive session that produces a one page
  strategic plan, together with supportive
  individual performance plans for the next six
  months and an execution process to ensure the
  system is monitored and results are achieved.
• Any existing Strategic Plan or Balanced Scorecard
  can be incorporated into the c_at_ps model with
  ease.
• Further to the two day session there are follow
  up interventions designed around the
  organisational requirements to keep the focus and
  performance measures alive. Leaders will be
  coached on how to keep the plan active and to
  make adjustments when things change.
• The people who have to perform create the c_at_ps
  plans and, as a result, the buy-in and ownership
  is enhanced.
• The c_at_ps process is easily cascaded through the
  organisation from top strategy to annual team
  plans to individual plans and performance
  criteria. This holistic approach involves all the
  people in the organisation. This enables them to
  realise the contribution they are making to the
  achievement of the vision.
• In large organisations, key people will be
  coached on how to facilitate the c_at_ps process
  through a methodology that is participative and
  motivating. This allows staff to quickly and
  effectively contribute to the success of the
  organisation.
• c_at_ps Outcomes
• A common vision
• Improves executive time management
• Creates a clear Strategic Focus at all levels in
  the organisation
• Focus on the important issues requiring greatest
  improvement
• Develops an organisational culture based on a
  collectively created set of values
• Gives an understanding of those issues that are
  critical to the achievement of the vision
• Each individual has a simple one page
  performance agreement for the next six months
• Establishes tactics and actions to support the
  business goals
• Establishes measurable performance indicators

• The 4 pillars that c_at_ps is built on
• Simplicity
• Ownership
• Flexibility
• Accountability

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c_at_ps
Compass Aligned Performance System A simple one
page strategic performance process that develops
and focuses organisations and individuals
Background The c_at_ps process was developed by
Clive Howe in 1997 having found that there was a
need to simplify strategy and develop a process
for easy implementation. He found that many
organisations had very comprehensive and complex
strategies but there was often a gap between the
strategy and the operational implementation of
this strategy. The c_at_ps process addressed this
gap and people found that they could easily
relate to the one page process.Over the years
the process has developed and matured and many
differing applications for the model have
emerged. More than 120 organisations in Southern
Africa, UK, Europe and Australia, have adopted or
used the model in one form or another and this
number is growing daily. The reason for this
growth is the partner network of accredited
facilitators who have access to the material and
have been trained to facilitate the system. In
July 2002 the book Simple Solutions to Strategic
Success was published which gives a clear
understanding of the elements of the process and
its application. 15 months after the book was
published it went into second print and continues
to sell well. In 2004 a second book was published
Simple Solutions to Balancing Your Life and
this shows how the c_at_ps process can be used to
establish a life plan. A third book Simple
Solutions to Effective Marketing was published
in 2005.
The model The model covers the main aspects of
most strategic plans namely Vision, Values,
Critical Success Factors, Key Performance
Indicators and Strategic Objectives. It
represents a 3 year plan for the organization. It
is set out in a simple way so that one can see
how all these align and are measured. The Key
Performance Indicators are in the pink arrows on
the left of the model and are the dash board
measures for the organization.
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The compass consists of the Vision, Values and
Critical Success Factors. As the word c_at_ps
suggests, everything should align and be filtered
through the compass. It is important that time is
spent creating these and wording them correctly
to ensure that they cover all aspect of the
organisation. The Strategic Objectives in the
yellow section need to be allocated to people
within the organisation to ensure that there is
somebody responsible for each one. The
implementation model sits below this with each
member of the leadership team committing to and
agreeing on their contribution in the next 6
months. Every individual in the organization can
also have a single 6 month plan based on the
overall strategic direction. The 6 month
individual plans cover the following Objectives
for the next 6 months and the supporting actions
and tactics to achieve these. Each objective is
also measured and there is space to write up how
well they were executed.The 6 month plan also
has space to show the big goal that the
organization or department is aiming for within
that period. There is a section to write up what
personal development is needed during that time
to make the individual more effective. The final
section of the 6 month plan is there to outline
the best practices needed to be a more effective
person. All of these can be measured and there is
space down the left side of the model to make
comments etc. Thus the system is able to be used
as a performance process.
PERFORMANCE AGREEMENT
CRITICAL SUCCESS FACTORS
VALUES
VISION
ObjectiveActions Tactics
MeasureBusiness PerformancePersonal
DevelopmentPlanBest Practices Feedback
The next two pages are examples of the three year
plan and a six month performance plan
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KEY PERFORMANCE INDICATORS
CRITICAL SUCCESS FACTORS
STRATEGIC OBJECTIVES
VALUES
VISION

• Comprehensive up to date data base of all
  customers globally maintained PJ
• Website to be interactive and designed for
  global use DV
• C.S.I. to be measured quarterly through
  outsourced partner PJ
• Complaints logged through web site and dealt
  with daily monthly check DV
• Three year advertising campaign to be
  established and agreed upon PM
• Open up European market PJ
• Establish a supplier list that links with the
  global requirements RM
• SLAs to be set up with all suppliers based on
  the win/win concept RM
• Involve suppliers in the business so that they
  fully understand our requirements RM
• Develop a true partner relationship with all
  suppliers RM
• Work towards an effective JIT system globally KC
• Develop a performance management process
  globally and implement
• Create a performance culture within the
  organisation
• Establish a recruiting policy that is
  internationally accepted and attracts the right
  talent
• Create an induction process for all levels of
  staff that is process based
• Ensure that Personal Development Plans for all
  staff are established meaningful

C.S.I. 92 Reduce complaints by 12
1. To identify, attract, satisfy and retain a
sound customer base.
INTEGRITY I will be open, honest and consistent
in allclient dealings. I will conduct
businessin an ethical way COMMITMENT TO
SERVICE I will keep clients informed and to give
a service and follow up that is world
class. INNOVATION LEARNING I will keep up to
date with developments in training and current
business thinking PROFESSIONALISM will take
pride in all I do and not allow work of a sub
standard to go out TEAMWORK I will Do what it
takes for my team to succeed whilst supporting
the success of the greater team RESPECT I will
treat others as I would like to betreated
2. To create mutually beneficial
relationships with selected suppliers
All regions to have SLAs in place
3. To recruit, attract, develop and retain
world class talent.
Staff T/O less than 12
4. To ensure ongoing innovation and
learning takes place
We will be a global player offering superior
service to selected customers. We will be leaders
in our field and be known for our innovation. 1008
1 MDP per reg. annually Technical
Qualifications tracked
5. To have a sustainable quality process to
reduce waste and ensure consistency of product
MDWT level 3 ISO installed
6. To continually network with local
International organisations to ensure global
footprint.
Germany 10mAustralia 8m
7. To ensure all administrative and financial
controls are rigorously adhered to.
18 PBT Debtors 37 days Stock turns 12
c_at_ps
XYZ COMPANY- 3 YEAR
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CRITICAL SUCCESS FACTORS
H2 PERFORMANCE AGREEMENT March 2005
VALUES
VISION
Objectives for the next 6 months
Feedback Measurement
Actions and Tactics
Objective
1. To identify, attract, satisfy and retain a
sound customer base.
INTEGRITY I will be open, honest and consistent
in allclient dealings. I will conduct
businessin an ethical way COMMITMENT TO
SERVICE I will keep clients informed and to give
a service and follow up that is world
class. INNOVATION LEARNING I will keep up to
date with developments in training and current
business thinking PROFESSIONALISM will take
pride in all I do and not allow work of a sub
standard to go out TEAMWORK I will Do what it
takes for my team to succeed whilst supporting
the success of the greater team RESPECT I will
treat others as I would like to be treated
2. To create mutually beneficial relationships
with selected suppliers
3. To recruit, attract , develop and retain world
class talent.
4. To ensure ongoing innovation and learning
takes place
We will be a global player offering superior
service to selected customers. We will be leaders
in our field and be known for our innovation. 1008
5. To have a sustainable quality process to
reduce waste and ensure consistency of product
6. To continually network with local
International organisations to ensure global
footprint.
7. To ensure all administrative and financial
controls are rigorously adhered to.
c_at_ps
XYZ COMPANY- July 2005
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c_at_ps
Execution Sheet
c_at_ps

Name

Period
Personal Development Plan Still need to start
with the German Business book reading is going
well. Just finished Blue Ocean Strategy by W.
Chan Kim and Renee Mauborgne Walking and diet
going well at present
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How to keep the c_at_ps process alive (The Execution
Sheet) Once the 3 year c_at_ps and the individual 6
month plans have been established, it is
important that the process is kept alive. One of
the biggest problems in business today is how to
execute on the strategy. The Execution Sheet is
an important document, that if used correctly,
will ensure that the process is monitored and
that individuals are held accountable for the
aspects that were agreed in the planning
stages. 2 days before the monthly meeting (or
weekly if this is the case) each person attending
the meeting should complete the Execution Sheet
stating how they are doing against each objective
outlined in the 6 month plan. They should also
fill in the progress that has been made to date.
If they need assistance or a decision. (this
should be filled in in the shaded section at the
bottom of the page) These should be e-mailed to
the person chairing the meeting who will do a
triage prior to the meeting and decide what is
really important. At the meeting each person
will have 3 minutes to outline the progress of
their c_at_ps objectives. Should any discussion be
required or a decision be needed this will be
taken care of in the meeting. It must be noted
that the meeting is not a platform for general
discussion or operational issues, but rather to
discuss things that need to be communicated,
require a decision or need someone to clear the
path for the person who is discussing their
Execution Sheet. The idea of this meeting is to
establish how the objectives are progressing and
where help is needed. It is critical that these
meetings are very focussed and are of a short
duration. Should anyone not complete their
Execution Sheets then their objectives will not
be discussed or mentioned. It requires
discipline to have the meetings and to complete
the forms. The same form can be used for one on
one meetings with managers that are held before
the six month c_at_ps is completed.
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Some organisations that have used the c_at_ps
process
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Clients commentsI thoroughly enjoyed and
tremendously benefited from your presentation and
the hard work you took us through. The c_at_ps
process is the most concise, coherent and
effective goal-setting procedure I have come
across. I will be applying it in many more
scenarios than just my business.Scott Marques-
Managing Director, Imtec Sales (Pvt) Ltd,
Zimbabwe Its unusual to find a process that
broadly covers all the elements of a business. I
would never have believed so much could be
achieved in such a short space of time. I can
highly recommend the process. Simon Thomas -
Managing Director, GEA Process Technology Of
all the strategic processes I have been exposed
to, c_at_ps is the most practical I have
seen. Simon Cleasby - Managing Director, Tongaat
Hulett Triangle I thought I would share some of
our achievements with you for October. We broke
all records and I firmly believe that this
success has been due to the c_at_ps process. So to
you many thanks. Doug Stubbs Director,
Omnia I wanted to give you some follow-up on
DRG Outsourcings progression. This year our
sales are up 82 over sales for the first six
months last year. We have seen growth in the
right areas, and much of our success can be
traced to our c_at_ps discussions and plans. PRO67
is well on track. Thank you and Regards,
Dave David White The c_at_ps plans have given our
area managers a great deal of focus and is
aligned with our strategic intent. Rob Clark -
Managing Director, Omnia Speciatities. I
couldnt believe that we could achieve so much in
such a short time frame. I really has helped us
focus on the critical issues. Patience Makjadi
Manager, Transnet Housing We have been using
c_at_ps now for 2 years and it has transformed the
way we do business Mark Fitzgerald Director,
Publicis Blueprint -UK
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• The 2 day c_at_ps programme
• This programme deals with the creation of a
  strategic plan and how to implement the
  strategies and inculcate the values that have
  been established. Two days will be spent in a
  workshop environment creating an overall
  strategic plan and focusing on the individual
  plans needed to sustain and achieve the overall
  vision.
• Who should attend All management staff who are
  involved in planning.
• The Programme Outline
• What are the objectives and outcomes of the
  programme.
• Exercises to develop creative thinking in
  preparation for opening the mind.
• Internal analysis of all aspects of the
  organization done using the three Cs model
  Concept, Competencies, Culture group feedback.
  From the gaps in Concept the team will create a
  clear Vision.
• External view of the organisation (Stop, Start
  and Continue exercise)
• A practical exercise that relates to the setting
  and achieving of a vision.
• The development of Critical Success Factors from
  which the strategies and tactics emanate.
• Establishing the balanced Score Card or main
  Functional areas.
• The development of a set of values and acceptable
  behaviours, which will create the culture of the
  organization.
• The building of strategic goals that support the
  Vision, Values and C.S.Fs.
• Creating Key Performance Indicators measurables
  and benchmarks.
• All this work will be documented and captured in
  the c_at_ps format.
• Much of this should be completed during the first
  day so that delegates will see the c_at_ps model at
  the start of the second day.
• Time will be spent adjusting the content and
  making changes.
• Leadership skills required to ensure
  implementation of the process.
• The living of the values and how to set personal
  tactics for the year

For more information please contact Clive
Howe 27 824545680 clive_at_caps5.com Or look on the
website www.caps5.com
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The strategy canvas of c_at_ps (What differentiates
c_at_ps from other strategic processes)
High
Other processes
c_at_ps
Low
Price
Complexity
Accountability
Executionprocess
Flexibility
Drill down
Time
Time to producefinal documentation
Ownership
Performance
Sustainability