PETER's Knowledge Sharing

IQMS- Intro- Integrated Perspectives

2009-08-24T15:49:00.000-07:00

IQMS- Intro- Process Approach

2009-08-24T15:26:00.000-07:00

Integrated Entreprise Quality Mgmt System- Introduction

2009-08-24T15:16:00.000-07:00

AS-IS Analysis : Service Maturity around IT Service Management, Company XYZ

2009-08-22T14:26:00.000-07:00

Proposed Syllabus for a Special Class in my Univ, Seoul Korea 2006

2009-08-11T10:06:00.000-07:00

서울에 있는 피터의 모교에서
잠시 한 학기 강의를 하기 위해 syllabus 를 작성한 적이 있었다.

선배인 이공대학장께서 기안하고
강의 커리큘럼을 총괄하는 교학 과장까지 OK 했는데
내용이 경영학 관련 쪽이라
경영대학장의 동의를 받는 프로세스가 남아 있었다.

그런데..
강의 개설 요청을 받은 경영대 학장은 묵묵 부답..
1주.. 3 주가 지나가도.. No Reply..로 일관하셨던바..
다음 학기 커리큘럼을 확정해야 하는 날짜는 다가오고..

'형님.. 그러다 의 상하시겠어요. 무지 삐지신 모양인데.. 관두죠. ^,~'
이래서 결국 강의는 이뤄지지 않았지만 내용 준비하는 동안..
참 재밌었당~~ ^,^

Sample Slide: Derived Initiative from the Root Causes

2009-08-10T10:27:00.000-07:00

The derived roots cause at the preliminary stage will go through verification process with interactive workshops with key customer groups. And the based on the root causes, the key initiatives need to come out. The role of consultant is to applying the adequate template as a part of methodology and facilitating the series of workshops with customers and finally getting a buy-in from the major project stakeholders for the key initiatives.

Root-Cause-Analysis over Key Issues for Final Proposal

2009-08-10T09:28:00.000-07:00

A process of searching for root cause starts from preparation of well defined common issues followed by digging down to prominent key root causes tier by tier. This process can not be done by group of consultants only with flat data & information but lots of interaction with customers & project stakeholders should be there for finding what is real issue and what is just symptom etc..

Strategic Visioning I - Reality Check : Where are we now?

2009-02-13T18:35:00.000-08:00

I used to work for global company and experienced lots of organizational changes. Specifically when I worked for Asia-Pacific region I was part of management team leading the changes across AP countries working closely with HQ team. We called the process as organizational realignment and it starts from revisiting industry dynamics/ market demand and creating big vision to achieve.

Provided with the all the toolsets & howtos and facilitation, all the content needed to be created by the workshop participants. All the high level management team around world gathered together in Marriot Hotel in Bay Area California to do the Visioning Workshop. We outsourced a company from Ohio to do the facilitation together with HQ team from Mountainview and they provided the graphic toolkits etc for the workshop. After couple of days of workshop we shared common understanding around market dynamics, core competencies we have right now and we needed to have for tomorrow aligned with new business portfolio and our go-to-market strategies.

營業戰略企劃 Enterprise Account Strategy Planning

2009-02-10T08:18:00.000-08:00

The benefit of having toolset and/or methodologies is that since it encompasses whole aspects of the content area you are safe in planning not to losing any critical things. It start from Cutomer's Business Profile, Opportunity Profile, Compelling Event, Opportunity Assessment/ Competitive Analysis, Buying Decision Criteria, Milestone in Buying Process, Solution/ Unique Business Value, Competitor Analysis, Customer Relationship Strategy, SWOT etc.

組職力量開發 Organizational Competency Development

2009-02-10T06:55:00.000-08:00

Competency development of organization starts from asking what are we going to achieve in the market? Then are we capable now? What about the capacity, can we meet the go-to-market timeline?

Do we have defined competencies in our organization?
Yes..uh.. but just gut-feeling. There is no structured definition of competencies.
..

So the organization development start from defining overall competencies of the organization to survive and thrive in the market. Then each competency set needs to be refined further down to skill set level which comprised all the detailed soft and/or hard skills with commonly communicatable definition in the related industry or market. And how much competency we need in which business unit by when? Is it possible to buy the competency from outside? This is question of acquisition. So this kind discussion on Buy, Develop of Partner with other companies need to be there. Then the portion of own development of the people in the organization will be taken into account.

Roles & Responsibility matrices in each organization need to be dynamically realigned at least annually with business strategies.

Company Policy, Process and Guidelines 규정, 지침 및 업무 프로세스 체계

2008-12-03T05:35:00.000-08:00

Peter on Lecture, Shinsungtongsang Seoul Korea Jan 3 2006

2008-12-02T16:35:00.000-08:00

Strategic Visioning-Graphic Tools

2008-12-02T09:13:00.000-08:00

다분히 회화적이고 만화스러울 것 같은

이러한 비젼닝 도구 Visioning Visuals 들은

매우 높은 값을 치르고 전문적인 비전닝 컨설팅 회사로 부터 사들인 것이다.

거대 다국적 기업에서의 비전 셑업을 위한

인원 선정, 선정된 인원들의 역할,관련 워크샵 준비 상세 내역,

어떻게 워크샵을 이끌어 가는냐에 대한 Faciliation Detail,

그리고 결과를 어떻게 정리 할 것이냐,

정리된 결과를 어떻게 Presentation 하고 공유할 것인가..

그러한 공유된 비전을 어떻게 각 참가자들이 각자의 자리로 돌아가

다시 전파할 수 있겠는가..

이러한 일련의 프로세스에 관련된 내용들이 소화되고 나서야

비전닝 워크샵을 이끌 수 있고

그 결과로 도출되는 기업의 새로운 비전을 만들갈 수 있다.

Peter 는 HP Consulting 의 조직적 변화에 따라

아시아 태평양 지역 HP Consulting의Change Agent 로써

조직의 변화 관리 프로그램를 이끄는 위치에 있었다.

당시 전 세계에서 모인 30 여명의 high level 관리자들과 피터는

Ohio에 있는 이 전문 컨설팅 기관에 모여 워크샵을 가졌었다.

그 이후, 북경에서의 거대 회합, 싱가폴에서의 회합

그리고 많은 수의 한국에서의 워크샵을 통해

국가 차원을 비롯한 단위 부서 레벨의 비전닝을 이끌었었다..

Strategic Visioning II- Invsetment Portfolio and More

2008-12-02T08:45:00.000-08:00

Strategic Visioning I

2008-12-02T08:33:00.000-08:00