Decision processes mostly evolve as continuous reorganizations happen. Over time, decision structures and process happen by default, and often those are not well understood by the organization. This slows down decision, prevents processes to support good decisions and in general result in inefficient execution and operations.

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Structures, Processes and DECISIONS by Design
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Business Management Systems

2. Starcher Group
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Business Management System
Objective: To design the system by which the senior leadership team will make
the business level decisions that are required to run the business.
• What is being optimized:
– Required decisions and meetings to run the business
– Minimize the number of meetings that are required
– Manage the conversations around a topic
• Key questions:
– What are the set of business level decisions that need to be made to run the
business?
– In what forums are those decisions made?
– What processes are needed to support those decisions?

3. Starcher Group
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Decisions and Processes Systems View
It looks complicated but it can be broken down into discrete pieces

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Decisions and Processes
INNOVATION
Decisions
- Plan of Record
Process
- Plan of Record
- Portfolio Process
- Pre Funnel Process
- NPD Gate Process
- IP Portfolio Process
PLANNING
Decisions
- Annual Operating Plan
Processes
- Strategic Planning Process
- Annual Operating Plan Process
- Financial Planning Process
- Quota Setting Process
- Corporate Budgeting Alignment Process
OPERATIONS
Decisions
- Monthly S&OP
Processes
- Forecast accuracy process
- Manufacturing Planning Process
- Customer Input Planning Process
REPORTING
Decisions
Processes
- Financial Reporting Process
- Financial Close Process
- TCE Measurement Process
MANAGEMENT
Decisions
- AOP evaluation and adjustment
- Pricing
Processes
- Monthly Fundamental Review Process
- Pricing Review Process
- AOP Review Process
- Internal Communication Process
EXECUTIVE STAFF
Decisions
- Ad Hoc
Processes

5. Starcher Group
Plan of Record
Portfolio
Pre Funnel
IP Portfolio
Stage Gate
Strategic
Operational
Quota
Financial
Annual AOP
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Timing of processes and meetings
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Innovation
Planning
Management
AOP Review
Pricing
Annual
Quarterly
Staff Meeting
Monthly Dashboard
Communication (I)

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Innovation Review Meeting
Lead: VP, R&D
Accountable: Plan of Record VP, R&D
Portfolio VP, Finance
NPD Gate VP, R&D
Pre Funnel VP, Marketing
IP Portfolio VP, R&D
Participants: President and Staff
Process Teams
Outcome: Plan of Record. Product, Supplies, Service, Platform
Investment Decisions.
Inputs: NPD gate Process, Pre Funnel Process, IP Strategy
Process, Portfolio process,
Outputs: Decisions documented, CER Capital Committee
Requests, Plan of Record
Timing: Quarterly, Portfolio review semi-annual, IP review annual
INNOVATION
Decisions
- Plan of Record
Process
- Plan of Record
- Portfolio Process
- Pre Funnel Process
- NPD Gate Process
- IP Portfolio Process

7. Starcher Group
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Annual Operating Plan Review Meeting
Lead: VP, Finance
Accountable: Strategic Planning VP, Marketing
Operational Planning VP, Finance
Financial Planning VP, Finance
Quota Setting VP, Marketing
Corporate Budgeting VP, Finance
Participants: President and Staff
Outcome: Strategic Framework, 3 year Strategic Plan, Annual Operating
Plans, Regional Quotas, Annual budgets, Organizational Alignment
Inputs: Market Sizing, Strategic Themes, Opportunity identification,
Competitive Analysis, Financial Planning Process, Functional Plans and
Initiatives
Outputs: Approved Annual Operating Plan, Strategies by Function, Initiatives
by function
Timing: Annual, at the conclusion of the annual planning process
PLANNING
Decisions
- Annual Operating Plan
Processes
- Strategic Planning Process
- Annual Operating Plan Process
- Financial Planning Process
- Quota Setting Process
- Corporate Budgeting Alignment Process

8. Starcher Group
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Management Review Meetings
Lead: VP, Finance
Accountable: Monthly dashboard VP, Finance
AOP Review VP, Finance
Pricing Planning VP, Marketing
Int. Communication VP, Marketing
Participants: President
Staff members
Outcome: Functional review of prior quarter performance. Financial and
Operational. Monthly review of key metrics. Approved pricing plans
Inputs: Financial Reporting Output, Operational Metrics. Financial
Projections, Current Pricing by Channel, Product introductions and
obsolescence
Outputs: Ongoing business review. Feedback from President to staff.
Approved Pricing by segment by channel. Internal Communication.
Timing: Monthly (Dashboard), Quarterly (AOP review, Pricing review,
Internal Communications).
MANAGEMENT
Decisions
- AOP evaluation and adjustment
- Pricing
Processes
- Monthly Fundamental Review Process
- Pricing Review Process
- AOP Review Process
- Internal Communication Process

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S&OP Monthly Review Meeting
Owner: Supply Chain Manager
Accountable: VP marketing
VP Sales
VP Operations
Participants: Channel Managers, Sales Force Representative, Finance. VP
marketing, VP Sales and VP Ops for escalations.
Outcome: Alignment of Sales Outlook, Manu forecast and Customer Input
Inputs: Manu, Sales forecast, Demand Plan Forecast
Outputs: Manu plan, Forecast accuracy report
Timing: Monthly
OPERATIONS
Decisions
- Monthly S&OP
Processes
- Forecast accuracy process
- Manufacturing Planning Process
- Customer Input Planning Process

10. Starcher Group
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Innovation Processes
Process: Plan of Record Process
Purpose: The maintain an ongoing plan that is approved by the
management staff and is used to make operational decisions.
Process: Portfolio Process
Purpose: To integrate investment opportunities and create multiple
perspectives and analytics to optimize overall investments in people, time
and money.
Process: Pre Funnel Process
Purpose: To explore technology, consumers and markets to identify new
product, service, business opportunities.
Process: NPD Gate Process
Purpose: To manage the flow of new products through the funnel.
Process: IP Strategy Process
Purpose: To proactively manage IP development and commercialization.
INNOVATION
Decisions
- Plan of Record
Process
- Plan of Record
- Portfolio Process
- Pre Funnel Process
- NPD Gate Process
- IP Portfolio Process

11. Starcher Group
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Planning Processes
Process: Strategic Planning Process
Purpose: To lead and facilitate the development of business level
and functional objectives, strategies, tactics and initiatives. Create
the annual operating plan.
Process: Annual Operating Plan Process
Purpose: To leverage the strategic plan and establish the detailed
plan for the next year.
Process: Financial Planning Process
Purpose: To lead the process of developing financial targets that link
corporate objectives and annual operating plans
Process: Quota Process
Purpose: To bring together Sales, Marketing and Finance to negotiate top
line revenue for the next year.
Process: Corporate Budgeting Alignment Process
Purpose: To negotiate budgets between BU and Corporate
PLANNING
Decisions
- Annual Operating Plan
Processes
- Strategic Planning Process
- Annual Operating Plan Process
- Financial Planning Process
- Quota Setting Process
- Corporate Budgeting Alignment Process

12. Starcher Group
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Reporting Processes
Process: Financial Reporting Process
Purpose: To analyze the monthly financial performance and help
BU stakeholders understand that performance.
Process: Financial Close Process
Purpose: To create a legal and management financial view of BU
income statements and balance sheets that meets US GAAP, using
systematic and non systematic approaches.
Process: TCE Measurement Process
Purpose: To measure customer experience performance at all
customer touch points over time. TBD.
REPORTING
Decisions
Processes
- Financial Reporting Process
- Financial Close Process
- TCE Measurement Process

13. Starcher Group
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Management Processes
Process: Monthly Fundamentals Review
Purpose: To review key metrics on a regular basis for potential
corrective action.
Process: Pricing Review Process
Purpose: To analyze and evaluate pricing strategically to balance
profit and market share.
Process: AOP Review
Purpose: To review performance to planned initiatives and gain
alignment on next quarter’s actions.
Process: Internal Communication
Purpose: To create a forum to communicate from the staff to the
management team and from the staff directly to all employees.
MANAGEMENT
Decisions
- AOP evaluation and adjustment
- Pricing
Processes
- Monthly Fundamental Review Process
- Pricing Review Process
- AOP Review Process
- Internal Communication Process

14. Starcher Group
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Operations Processes
Process: Forecast Accuracy Process
Purpose: Understand demand and supply mismatches and
variations.
Process: Manufacturing Planning Process
Purpose: Keep the Supply Chain system optimized.
Process: Customer Input Planning Process
Purpose: Alignment between sales and procurement.
OPERATIONS
Decisions
- Monthly S&OP
Processes
- Forecast accuracy process
- Manufacturing Planning Process
- Customer Input Planning Process