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From idea led resource management for demand-oriented performance management

As in post 28 June (Malik at a loss) is observed, one of the major social / economic developments of the next years, the transformation of the whole idea of common profit sector-led resource management to be needs-based performance management. (Read the article by Franz Auinger, hermannn Fuchs, Klaus Theuretzbacher in INOVATOR No. 16 Spring / Summer 2010 - http://www.inovato.at/subnavigation/inovator.html )

In short, the essence of the change cited in the article:

The current environment of the (common profit organizations) CPO's is characterized by increasing competition, under pressure by coming budgets and thus increased dependence on the goodwill of the cost and decision makers, and by growing
Entsolidarisierungseffekte in society.
The development, demand and reward the achievements of the CPO's are now increasingly determined by:

• determining the need for services through cost and decision makers, primarily through the government administration on the basis of normative social and political requirements. The new principle of the purchase represents a very significant paradigm shift! The cost and decision-makers is central to the customer.
• the specification of performance requirements by cost and decision
• the definition of prices and
• the selection of the services.

Under these conditions, the CPO's therefore increasingly have to present

• a clear, transparent service and product structure to secure
• the quality of these services, to guarantee (quality criteria),
• for cooperate and across organizations, customer-centered technical features and special services from different organizations to network and
• organization internally to improve efficiency: eg with the introduction of service level agreements with internal service providers, through standardization, centralization also
• and with the help of structural adjustments.
• This moves a factor in the focus of attention, for-profit organizations has long been essential: the competitiveness.

The consequence

• The cost and decision makers need a clear, recognizable by its requirements oriented and performance profile of this differ from other CPO's can.
• This profile is possibly of several homogeneous areas of expertise. A field of expertise (in the language of profit, "Strategic Business Unit") includes the costs from the perspective of decision makers and relevant skills for its needs.
• The services offered in the various fields of competence is clearly defined, quality-assured, consistently reproducible "Products".
• For cost and decision-makers decide on the quality of the product (and its price). The necessary technical, social skills of employees of the organization are important resources for it.
• Product prices must be transparent and competing products are comparable. Unless they are solitary performance, the evaluation of prices made by the payers of the plausibility of the creation process and the market review of comparable components (especially information technology, human resources, finance, facility management).
• Increasing the efficiency and competitiveness while maintaining a decentralized landscape of service provision on site will be an essential prerequisite for demand-oriented products.

This key data on the one hand, the values, history and the strengths of the CPO's on the other hand give the direction of development and their priority areas:

• developing the strategic positioning of the "business" and the main products / services in a broad consensual discussion process.
• derivative of the primary processes - the processes / activities that contribute directly to produce the service. Definition of the necessary resources (what, how much and where), especially the technical and social skills of employees.
• creation of internal organizational competence centers, which form the synergy of knowledge resources of the primary processes.
• creation of a strategic product platform development with the involvement of these centers of excellence.
• Maximum increase the performance of the service sector (information technology, human resources, finance, facility management).
• professionalization of these areas in regard to a market-based structure of the services to a transparent pricing, and to the implementation of primary processes oriented service levels (different levels of performance properties).
• conclusion of Service Level Agreements (SLA's) between the internal service providers and those responsible for the primary processes. Consequence: The Principal (responsible for the primary process) is replaced by one in the SLA's service at a fixed agreed price and the contractor (responsible for the service) guarantees that he abides by this agreement.
• continual review of the SLA's set prices on their marketability.

efficiency and competitiveness so while maintaining a decentralized landscape of service delivery can be increased locally.

, the needs and concerns of clients will continue to operate professionally and creatively from this remote alignment of the primary processes. For employees, the decentralized self-organizing on a haven for "home" and identity be.