17 enero, 2011

PENTA PRINCIPLES

Les paso las últimas actualizaciones del PENTA en inglés.

PENTA PRINCIPLES

1.   PENTA is a systemic cognitive tool articulated to create shareholders value.

 

 2.  The five pillars of PENTA are Strategy, Resources, Culture, Operations and Markets.

 

 3.  Each of the five pillars has “value” only in relation to the other four. A Market is attractive only in relation to a Strategy, a Resources platform, a given organizational Culture, and an Operations structure. A specific Resource, tangible or intangible,  is a “resource” only in a given configuration of the other four pillars, and perhaps it is not a “resource” in a different configuration. An organizational Culture is appropriate for a “complex human system” only in relation to the other four pillars. An Operations deployment is adequate only if it is subordinated to the Strategy execution, which is possible according to the rest of the whole PENTA configuration.

 4.  The organizational Vision Statement is the definition of a desired PENTA.

 5.  Strategy is the set of decisions of “in which Business the organizations define to compete to generate sustainable value creation”. This includes the Portfolio Strategy (Mission), the Competitive Strategy of every unit, and the strategic resource allocation among all the Portfolio units. (As One Strategy consider all these dimensions).

 6.  Strategy is how to assign an adequate configuration of Resources (people, tangible and intangible) to those Markets that the organization considers Attractive.

 7.   Culture is the subsystem of values and beliefs shared by the members of the Organization.

 8.  The Operations pillar includes the organizational structure, the information Systems and the processes required to execute the Strategy pillar.

 9.  The horizontal axis of PENTA is the Strategy Formulation perspective. The vertical axis of PENTA is the Strategy Implementation perspective.

10. The Culture pillar is the domain of shared values and guiding believes. From this sociocultural and cognitive matrix, the members of the Organization perform day to day behaviors or habits that have a positive or a negative impact on Strategy implementation. In As One Strategy this PENTA link is strongly aligned.

11. The Portfolio Strategy, the strategic resource application among the business units and product and service lines of each unit, and the Competitive Strategy of every business unit and product/service line (Productivity + Positioning) has to be translated into specific goals like

   a. Maximizing the total Portfolio ROI

   b. Minimizing the total Portfolio Risk

   c. Maximizing each product/service ROI

   d. Minimizing each product/service Risk

12.The organizational Culture has an endogenous lever oriented towards the fulfillment of the continuous requirement of Invention of new configurations of Resources and an exogenous lever oriented towards the fulfillment of the continuous requirement of Discovery of new opportunities in the Markets actually or potentially served.

 13. The Resources platform should be managed with the distinctive skills required to generate Pressure to create value. The Markets should be served with the competitive advantages required to generate Attraction to create value.

 14. The Operations pillar should be designed so as to optimize the macro processes of enhancing Productivity of the Resources pillar and enhancing Positioning in the Markets pillar.

 15. Besides the synchronic structure of PENTA, the dynamic restructuring considers the systemic cognitive thrusts required to assure sustainability in value creation.

 16. Every member of the Organization subjectively constructs a perceptual map of the whole organization. “His” or “hers” PENTA. The PENTA model is used to detect this perceptual map. This is done through an in-depth personal interview. The cognitive dispersion of the individual perceptual maps should be detected and discussed so as to generate improvement initiatives and Strategic Alignment.

 17. PENTA is the only “space” from where incremental, radical or disruptive innovations can emerge.

 18. PENTA is the only “space” where learning, learning to learn and learning to unlearn (paradigm change) can take place.

 19. PENTA requires three levels of change: a. Flexibility, which is the resilience homeostatic change of “returning to be as before”, b. Plasticity, the nonresilience homeostatic change of “being different than before”, and c. Freedom of Action, the homeostatic capacity of executing the required changes required to be really different than before.

 20. What competes is not a company against another company. What compete s is a PENTA against another PENTA.   

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