Day 1: Diagnosing the Management System and Effectiveness

Logic of Organizational Effectiveness

• Distinguish efficiency effectiveness and ultimate impact
• Connect outputs with beneficiary value
• Identify indicators revealing management system quality
• Analyze an effectiveness gap within operations

Elements of the Management System

• Map structure, process, and decision relationships
• Identify inputs constraining organizational performance
• Expose contradictions between policy and practice
• Generate system map for recurring work

Bottlenecks and Failure Causes

• Measure waiting rework and excessive handoffs
• Separate root causes from visible symptoms
• Estimate bottleneck consequences for service recipients
• Conduct causal analysis on operational case

Day 2: Priorities, Processes, and Capacity

Administrative Priority Portfolio

• Classify work by value and urgency
• Remove commitments disconnected from required outcomes
• Limit concurrent work for each team
• Reorder an overloaded administrative workweek

Streamlining Work Flow

• Identify steps that contribute no value
• Reduce unnecessary internal approval points
• Group similar requests through common pathways
• Redesign one selected administrative process

Capacity and Resource Planning

• Compare demand volume against available capacity
• Identify critical skills behind each workload
• Balance demand across individuals and units
• propose a capacity plan for peaks

Day 3: Delegation, Empowerment, and Accountable Control

Administrative Delegation Design

• Select tasks for transfer and development
• Clarify outcome boundaries and return points
• Match authority with assigned responsibility levels
• Draft one measurable delegation agreement

Decision Authority at Source

• Locate choices closest to service recipients
• Establish rules preventing unnecessary escalation
• Provide people with information and tools
• Simulate an operational decision without referral

Review Without Micromanagement

• Choose indicators revealing progress and risk
• Set review frequency according to experience
• Use questions strengthening individual ownership
• Evaluate intervention versus trust within scenarios

Day 4: Coordination, Control, and Corrective Action

Coordination Across Units

• Identify dependencies causing preventable delivery delays
• Establish clear channels for requesting support
• Resolve priority conflict across departments
• Run a cross-functional coordination meeting

Productive Management Meetings

• Define one primary purpose per meeting
• Circulate information before deliberation begins
• Record decision owner and completion date
• Redesign a meeting producing limited value

Exception-Based Management Control

• Define acceptable performance boundaries in advance
• Separate temporary variation from persistent patterns
• Select intervention proportionate to identified deviation
• Develop an exception dashboard for management

Day 5: Management Operating Model Redesign Project

Current Operating Condition Assessment

• Gather demand flow and decision data
• Locate waste and breakdowns in ownership
• Measure complexity effects on delivery time
• Confirm improvement priorities with involved stakeholders

Target Model Construction

• Define processes roles and decision rules
• Design meeting rhythm and performance reviews
• Align resources with expected service levels
• Select measures tracking improved effectiveness

Operating Model Test

• Simulate one workweek under proposed design
• Observe unexpected bottlenecks and operating conflicts
• Adjust controls using evidence from testing
• Present a phased implementation roadmap

• Systems analyses exposing causes of administrative underperformance
• Simplification and delegation labs using real participant work
• Meeting and decision simulations testing proposed operating models
• An operating redesign project with phased implementation roadmap