With the above introduction in mind the BSE has identified the need for a holistic value offering that will support entrepreneurial organisational development.
In this regard the BSE will market, sell and implement (1) leadership and (2) organisational development programmes by offering a one-stop service in satisfying individual as well as organisational strategies. The transformation solution will be aligned closely to the company’s strategies by supporting the three main pillars of the business: Process, People and Technology.
The dartboard diagram below shows a detailed fully integrated leadership and organizational development execution model that contains all the offerings and services that will be required in becoming an innovative and successful organisation. The execution normally follows a clock-wise direction. The base of the model also shows the basic support services required: Project Management, Business Applications, Learning Management System and E-Learning System.
The above value offerings are facilitated and executed by the BSE Group and supported by appointed service and or business partners. Some examples of entrepreneurial focused offerings:
|•||Leadership Development Programmes|
|•||Women in Business Development|
|•||Social Responsibility Programmes|
|•||Skills Transfer Programmes|
|•||Blended and Action Learning|
|•||E-Learning & Digital Learning Network|
|•||Learning Management Systems|
|•||Content and Curriculum Development|
|•||Four Chamber business empowerment|
|•||Donor Projects Management|
|•||Job creation Programmes|
|•||Strategy Consulting & Development (BSC)|
|•||ICT Consulting & Strategies|
|•||Coaching and Mentorings|
|•||Economic Development Programs|
THE FOUR CHAMBER STRUCTURE OF BLACK EMPOWERMENT "The second wave of empowerment”"
The BSE has developed a unique and compelling entrepreneurial learning and transformation delivery model that is shown below. This model has been designed to align very closely with the strategic objectives of the organization and addresses the performance management of the organisation and its employees by aligning it with the Balance Scorecard and Personal Charter.
A Leadership Matrix or Career Pipeline could be compiled for each organization in order to measure competencies and to identify gaps and shortcomings. Outcomes should be linked to business performance management to ensure that everyone contributes to the strategic outcomes of the organization. This action learning approach will result in a focused transformation that will support the main strategic outcomes as listed in the model.
The execution of the programmes and services are done by service providers as shown in the diagramme. A list of current service providers has been attached as Appendix B.
A similar model has been designed for consulting and transformation projects. In this case the three main pillars of a business will be addressed: Process, People and Technology as shown in the value proposition dart board above.
The BSE has also developed engagement models that have been customised to support specific industries and vertical markets.
Each project will have a project charter that will include an implementation engagement model with the customer.
It is important to note that each project will have a Return on Investment element to ensure that training is done in supporting the concept of “just in time” against “just in case” training. In this regard the outcomes of each programme will have to be quantified in terms of supporting the four measurable strategic outcomes of:
|•||Satisfied stakeholders (sustainable profitability)|
|•||Effective business possesses|
|•||Motivated and prepared workforce|
The main purpose of this process is to build an innovative knowledge organisation that will ensure a Return of Investment on any resources invested in learning and development.