In Business Model B, you are seeing a vast improvement (internally) due to the the implementation of the GAP Analysis tool.  This tools allows “objective” measurements in areas that were once only “subjective” and thus no way to really measure the difference.

Business Model D is a worst case example. Engagement-fulfillment throughout the company (plus with vendors and clients) is pretty chaotic.  Due to this environment, there is little chance that the business will be able to continue long term unless significant changes are made.

HOW THE ORGANIZATION’S FRAMEWORK DELIVERS ENGAGEMENT-FULFILLMENT
ORGANICALLY
(Blended with mechanistic for Mfg)

ORGANIZATION: ORGANIC STRUCTURAL FRAMEWORK

HAF assesses each organization’s framework and organizes a change in the business framework model to accommodate sustainable growth through engagement and human fulfillment.

Due to the market’s instability, it is best to organize an organic cultural change into the organization’s framework to stabilize and sustain workforce. Due to the current problematic workforce health safety concerns, mental stability challenges and Gen Z due to occupy a larger workforce population it is best to begin an organic cultural change process to guarantee sustainable growth in the near and further future.

HAF recommends the utilization a strong organic framework with agreed functional mechanistic framework to achieve the sustainable growth changes desired more easily.

Organizational structure is a type of framework used in businesses. Its purpose is to find the most effective way to delegate roles, power, and responsibilities to its employees and departments.

It also controls and coordinates how information flows between different departments and levels of management in an organization. Having a proper organizational structure will allow a company to implement better operating procedures, and dictate which employees help in making decisions or shaping the organization. Based on an organizations goals and objectives it may be structured in many ways

HAF begins with these questions to expand the business owner, leaders, or management awareness of the importance of the business framework model:

1. Will your business sustainable growth strategies guarantee your required business needs if the market instability continues?
2. Are you sustaining workforce needs currently and into the future?
3. How will your structure work successfully with Gen Z workforce?
4. Is your structure flexible to adapt quickly to the market rate of changes today and in the future.
5. Is the problem the structure or the way management is managing it?
6. Does the structure match out strategy?
7. Has organization design been compromised due to accommodating to personalities?

Mechanistic and Organic Design

The “mechanistic” organization’s framework

Mechanistic structures are mainly for companies that operate in a stable environment, use a centralized approach of authority, and maintain strong loyalty for management. Organizations that use a Mechanistic type of structure generally do not need to change or adapt their structure. This is mainly due to lack of innovation, creativity, and quick decision analysis not needed. Examples of organizations using Mechanistic structures include colleges and universities. If you think about it, they have long and strict registration procedures, rarely have to adapt or change in order to keep students enrolling, and most students tend to maintain high loyalty or obedience toward their instructors.
Key take-aways:
– Belief upper management is better capable of making decisions
– Management instructions must be followed
– Communication and control must proceed through hierarchical routes
– More emphasis toward completing a task opposed to achieving company goals
– Employees are more jobs specialized and placed into certain departments
– Low differentiation of tasks

Mechanistic Structures Include:

The “Organic” organizational framework

Organic structures are used in organizations facing unstable environments and must possess the ability to change accordingly. They have the ability to process, analyze, and distribute information and knowledge very quickly. This ensures that they stay competitive against other businesses. Businesses using Organic structures need to communicate effectively and quickly by spreading information. This is done by departments and different functional areas being closely integrated with one another. Also, by implementing decentralized decision making, employees of lower ranking will have the ability to make important decisions. This will help empower employees leading to greater creativity and better problem solving. Google Corporation is a great example of an Organic structure-based business.
Their employees are encouraged to use creative problem-solving skills and develop new products.

Organic Structures Include:

– Large network of authority, control, and communication
– Problem solving is encouraged by all employees
– Employees are more goals oriented than job orientated
– Employee empowerment is encouraged

The structure of an organization will dictate how people interact with each other and their relationship of roles in the organization. If a structure is outdated or not implemented correctly in a business, it will lead to many problems. These include conflict among employees or departments, confusion of employee roles, and lack of communication / coordination among departments.

In the past managers have simply tried to reorganize or work with the current structure of a business rather than addressing the necessary issues. This could lead to greater complexity rather than solving structural flaws.

Local Community

SUSTAINABILE GROWTH

SGMS metrics identifies, removes and prevents all the gaps that
obstruct the flow and between each connection

CORE FLOW: Connectivity and Alignment

Local Business and Community

CORE: Human values, purpose-driven with engagement-fulfillment

Sustainable Growth: Identify, remove and prevent gaps to achieve desired longevity of market performance

Internal-External Flow & Connectivity with people, systems, relationships, performance, engagement-fulfillment, market outcomes, or community member engagement-fulfillment

External Flow & Connectivity with market or community member relationships and market or community demand response

HAF Engagement-Fulfillment Solution Strategies:

• People-equality, human valued-core, purpose-driven
  • Diversity, equity, inclusivity, team culture-belonging, shared-decision making, autonomy-hybrid schedule options
• Health & Safety : online apps for daily Wellness and Safety practices
• Ongoing professional development (knowledge and skill sets)
• Frequent surveys(anonymous) and assessments

NEW BUSINESS STANDARDS AND PRACTICES: Require engagement-fulfillment of the current and future predominant millennials and Gen A which is human-value centered, purpose-driven and team culture-based. Post pandemic economic instability with unwilling workforce hiring-retention will not sustain the SME without a sustainable supply of workforce which thrives in an organic model structure and systems.

“CHANGE” SYSTEM PROCESSES
(click here to see samples)

These are the SGMS Tools & Processes that include but not limited to the following:

• Business Plan with past, current and future market performance sustainable growth
• Pre-change workforce and management performance per division
• Business organic framework alignment with engagement-fulfillment
• Gap matrices assessment for engagement-fulfillment change model timelines
• Review centralized vs decentralized change model
• Building an engagement-fulfillment “culture model”
• Business and leadership engagement-fulfillment commitment and execution plan
• Workforce engagement-fulfillment commitment and execution plan
• Business Engagement-fulfillment core values and purpose-driven alignments
• Engagement-fulfillment culture ongoing learning/skills and wellness apps
• Business, Local Community, suppliers and market alignments
• Business and educational institution metric alignments
• Business leadership (owner and other) Change Readiness Assessment
• Business or Local Community leadership Transition Analysis and Engagement Plan Model
• Business stakeholder(s) Transition Analysis and Engagement Plan Model
• Strategic Communications For Workforce: “Change” and Metrics Engagement Plan Model
• Gap Metrics use in Change Prioritization with Risk Analysis Completed
• Gap Metrics Usage of change business outcomes in each business division, suppliers, customer base and market needs
• Gap Metrics Usage of business in local community connectivity
• Final “change” approvals, implementations, risk factors and final execution system model initiated and completed. Performance assessments are scheduled during and after the installations are successfully completed with approval from workforce, management, leadership and stakeholders.

The “behavioral change” model incorporates the following process models:

• Change Management Pre-work
• To Change Behavior – Direct the Rider
• Case for Change Template
• Compelling Vision Interview Template
• Working with Your Sponsor Overview
• Sponsor Expectation Tool
• Stakeholder Analysis and Engagement Plan Overview
• Stakeholder Analysis and Engagement Plan Template
• Change Readiness Assessment (baseline)
• Behavioral Change Plan
• Team Communication Overview
• Team Communication Plan
• Change Management Toolkit

Solutions for “resistance to change” focus areas that include:

• inwardly focused cultures
• paralyzing bureaucracy
• parochial politics
• low level of trust
• lack of teamwork
• arrogant attitudes
• lack of leadership
• general human fear of the unknown

Sustainable growth for realized benefits are ensured with people and processes are in place for long term stability. Ensuring the alignments require ongoing surveys, sharing resources, facilitating problem-solving and coaching support.

New ongoing educational and wellness apps are provided for review and installation for career development and health-fitness daily practices.

ORGANIC CHANGE FULFILLMENT SYSTEMS

DRIVING RESULTS IN PERFORMANCE INTO ENGAGEMENT-FULFILLMENT

We need to review and edit the website content with the above description which precisely presents how we produce results.

HAF “change” processes focus on the solving the gaps the variety of internal and external processes of each local business and community service function to drive “connective efficient functionality” with local business, workforce and community needs-fulfillment (connectivity).

HAF comprehensive and organic system models yield evidence-based program fulfillment through a step-by-step process of systematic tools for “full alignment with local business and community vision-purpose missions that prove results-driven connectedness with each local community sector (internally and externally).

LOCAL BUSINESS MODEL

continuous improvement with passion-driven focus on the “daily” quality of workplace performance, learning and wellness to engage-fulfill every local business member

using both a science base and practical guidance organic system of processes to engage and fulfill leaders, management, owners and workforce stakeholders into a results-driven engagement and sustainable fulfillment performance

in the HAF “change system process” every person is engaged to contribute as authors and receive the full benefits of their authored engagement

HAF Business Advisors organize and implement various systems that include :

• • Employ surveys to gain insight and clarification on workforce performance-engagement needs (KPI) for fulfillment
    • Multi-generational workforce needs and planning for Gen Z
  • Utilize core-alignment processes and gap analysis-solutions (history-current-future needs)
    • vision-mission (purpose-driven) alignment
    • human core-values and code of ethic daily practices
    • learning engagement-fulfillment needs
    • wellness engagement-fulfillment needs
    • workforce inclusion and diversity (equality) engagement-fulfillment needs
    • team culture and belonging engagement-fulfillment needs
    • management as coach for performance improvement
    • entrepreneur role to replace management performance measurement role while adding innovation for performance improvement in various areas
    • measured autonomy for performance improvement
    • workforce and management shared decision-making
    • family support
    • local community connectedness & support (internal-external)
    • current and future trends business performance assessments and strategies
    • business sectors aligned with performance, connectedness and fulfillment
  • Design various communication media platforms to maintain “a finger on the workforce pulse”
    • apps for daily “optimized” performance practice
    • online anonymous surveys on the gap solutions
    • promotional campaigns-newsletters and events
    • incentives-rewards for measured autonomy, shared-decision accountability
  • Organize and integrate management role into “advisor and coach” through coaching knowledge and skills-training to improve workforce performance and fulfillment
  • Optimize intrapreneurs and integrate with management for workforce learning, compensation (HR interface) and wellness
  • Business (internal-external) connectedness training for every business division/sector
    • Increased local community engagement-fulfillment
    • Increased engagement with local educational institutions – student internships and continued workforce resource flow
    • Increased customer loyalty/retention
    • Increased business market (product-service) fulfillment
    • Increased business sustainable growth
    • Increased advisory capacity for local community security and sustainable growth
    • Increased supply chain connectedness and sustainable growth
    • Increased market awareness with incentive-oriented surveys to improve customer product-service value
    • Increased market trend analysis training for customer fulfillment
  • Establish AR local-regional business community platforms for creative think tanks, collaborative problem-solving (supply-resources), entrepreneur and intern sharing for mutual benefit.
  • Share HAF compiled business and gap data with orientation and trainings for relevant leaders and workforce.
  • Schedule frequent “pulse and insight feedback” through newsletters, events, apps, surveys and performance (gap) systems

(click here for business models)

HAF SGMS TOOLS

HAF SGMS : SUSTAINABLE GROWTH MANAGEMENT SYSTEMS

HAF SGMS provides businesses and local communities maximum sustainable growth insight.

HAF ensures business and local communities have the right knowledge, data, education, training and support to help local businesses and communities growth sustainability, faster and make smarter decisions.

HAF SGMS uses business performance methodology requires an organic and full metric performance assessments to determine whether the performance merit of the current business system is sustainably viable prior to the goal/outcomes of any “change” to its framework and functionality.

CHANGE MODEL: A “change” system requires an organic approach based on the “human model” and will add mechanistic tracking and results measurements for planning sustainable  growth.

Using an “organic” metric evaluation process the current business state is identified as running poor to high with sustainable growth confirmation. A mechanistic process can be used as long as the task unit flow process is limited to 1 connection.

HAF SGMS Alignment Systems are employed with all business performance units measured to a confirmed market performance model and its vision, purpose-driven mission and human-centered focus “core” that is both internal and externally connected to the local community. (option to state and regional)

HAF SGMS Methodology

HAF methodology and commitment “assures” desired outcomes thoroughly and quickly using new education standards, practices and measurements for continuous “collective” fulfillment and well-being in both businesses and local communities

Progress is the process; prosperity is the destination

Local businesses and communities thrive and grow sustainably faster with smarter decisions, HAF ensures business and communities have:

• • the right knowledge, measurements, and data insights
  • removing gaps through internal and external connectivity
  • best human-values incentivized practices and support
  • new education standards (learning/teaching goals) & practices (quality) to excite, lead and incentivize
  • ongoing self-learning/training daily sources with apps, events, courses
  • ongoing feedback loop surveys
  • coach supported apps

HAF organically empowers humanity to experience well-being and living its full potential daily at work, home and in community. The “realized” empowerment outcomes are measured with the success of HAF vision, purpose, and missions. HAF “unlocks the power to develop and skills to improve prosperity and well-being”

HAF Board Advisors offer “metric spotlights” to identify sustainable growth challenges and highlight solutions to local businesses and communities. HAF

any decision made without data is just a shot in the dark

HAF “spotlights” challenges and highlight solutions freely to our members and communities. Using more comprehensive organic systems the metrics offer precise and transparent insights to “change” into resilient sustainable growth of business and community desired outcomes.

HAF BUSINESS & LOCAL COMMUNITY SUSTAINABLE GROWTH
HAF SGMS : SUSTAINABILE GROWTH MANAGEMENT SYSTEMS

HAF provides Board Advisors to businesses for maximum sustainable growth insight.

HAF ensures business has the right knowledge, data, education, training and support to help local businesses and communities growth sustainability, faster and make smarter decisions.

HAF business performance methodology requires an organic and full metric performance assessments to determine whether the performance merit of the current business system is sustainable growth viable prior to the goal/outcomes of any “change” to its framework and functionality.

CHANGE MODEL: A “change” system requires an organic approach based on the “human model” and will add mechanistic tracking and results measurements for planning sustainable growth.

Using an “organic” metric evaluation process the current business state is identified as running poor to high with sustainable growth confirmation. A mechanistic process can be used as long as the task unit flow process is limited to 1 connection.

HAF Alignment Systems are employed with all business performance units measured to a confirmed market performance model and its vision, purpose-driven mission and human-centered focus “core” that is both internal and externally connected to the local community. (option to state and regional)

HAF SGMS: SUSTAINABILE GROWTH MANAGEMENT SYSTEMS

(SGMS Incorporates Alignment, Performance-Engagement & Fulfillment)

HAF SGMS: ORGANIC FULFILLMENT & METRICS (KPI, SWOT, OKR +)

BUSINESS AND MARKET: VISION, PURPOSE & MISSION

BUSINESS AND WORKFORCE

PERFORMANCE ENGAGEMENT-FULFILLMENT

CULTURAL FULFILLMENT

MARKET SUSTAINABLE GROWTH

STAKEHOLDER INTEGRATION

LOCAL COMMUNITY + (STATE & REGIONS)

A. BUSINESS WITH MARKET METRICS (data literacy required for all business leadership)

• • BUSINESS KNOWLEDGE & SKILL SETS METRICS (upgrade to proficient data literacy)
  • BUSINESS WITH MARKET DEMAND/SUPPLY ALIGNMENT
  • BUSINESS VISION-PURPOSE-MISSION ALIGNMENT WITH MARKET DEMANDS
  • ORGANIZATIONAL FRAMEWORK – Organic – Mechanistic – Blending
  • CURRENT-FUTURE GOAL PERFORMANCE FORECASTING
  • SUSTAINABLE GROWTH ALIGNMENT – MARKET DEMANDS & LOCAL (+) RESOURCES
    • Research
    • Development
    • Connectivity – Internal & External
  • LOCAL BUSINESS CONNECTIVITY WITH LOCAL COMMUNITY
    • LOCAL COMMUNITY WORKFORCE SUPPLY TO BUSINESS SUCCESS PERFORMANCE
    • NATURAL RESOURCES SUPPLY TO BUSINESS PERF SUCCESS (LOCAL, STATE AND REGIONAL)
    • STATE COMMUNITY NATURAL RESOURCES SUPPLY TO BUSINESS PERF SUCCESS
    • REGIONAL COMMUNITY NATURAL RESOURCES SUPPLY TO BUSINESS PERF SUCCESS
  • LOCAL SUPPLY PLANNING –LOCAL TOP PRIORITY
    • Local preferred
    • Sustainable growth planning with local community
  • REVENUE AND OPERATIONAL COST SUSTAINABLE GROWTH
    • Market Stats comparisons & viability
  • PROFIT/LOSS FORECASTING SUSTAINABLE GROWTH
    • SUSTAINABLE GROWTH PERFORMANCE FORECASTING
  • GAP REDUCTIONS AND PREVENTIONS FORMULATIONS
    • Manufacturing
      • Weekly, monthly, quarterly, annually
    • Non Manufacturing
      • Ongoing quarterly – Year 1 Required upon “onboarding”
      • Ongoing semi-annually Year 2
      • Ongoing annually
    • If Market instability – Monthly
  • WORKFORCE SUSTAINABLE GROWTH: KNOWLEDGE AND SKILL SETS ALIGNMENT POLICIES AND PROCEDURES
    • Workforce term expanded role – “stakeholder”
    • Workforce asset stewardship
    • Local – State supply viability
    • Business connectivity with Jr -Sr High School and all colleges
    • Maintain educational board advisory position – secure resources

B. BUSINESS WORKFORCE PERFORMANCE METRICS – organic & gap analytics (all)

• • ENGAGEMENT-FULFILLMENT ALIGNMENT
    • Administration
    • Organic Team -Connectivity Culture
    • People Engagement-Fulfillment
      • Human-centeredness and values driven
      • Diversity, inclusion and belonging
      • Shared decision incentives
      • Team culture
      • Mgmt – Advisor & Coach (re-alignment)
    • Workforce Mgmt Performance (add – New Position – Intrapreneur)
    • Workforce Mgmt Performance – Coaching and Advisory
    • Health and Site Safety
    • Engaging Market Compensation
    • Ongoing learning systems (upgrading& measure knowledge and skill sets)
    • Wellness programs (mind & body fitness)
    • Compassionate Leadership-Mgmt
    • Gap reductions and preventions
  • KNOWLEDGE AND SKILL SETS
    • MGMT – onboarding at hiring and with continued performance metrics
      • Part A (agreed relevant or connected areas)
      • Compassionate Leadership Training & Performance data
      • HR & Mgmt Alignment, Process Analytics and Upgrading
        • Supply Planning
          • Local – State – Regional
        • Market Trending Relationship Data
        • Multi-Generational Gap Education & Performance Alignment
          • Local community connectivity – education upgrading
        • Communications Mastery – ongoing program course training/practice
    • OPERATIONS
      • Autonomy Segmentations (Process Analytics, Risk Testing -Onboarded)
      • Task Flow Process for each “position title and tasks”
      • Performance metrics
      • Sustainable growth performance forecasting
      • Organic & Mechanistic Framework – both required
      • Data reports to HR and for each business segment
    • FINANCE
      • CPA – ACCOUNTANT – Bookkeeper knowledge & skill sets required for self or for mgmt. use
      • Performance metrics
      • Forecasting metrics
      • Sustainable growth metrics
    • MARKETING – Communications Mastery
      • PR
      • Sales-Negotiation
      • Customer Loyalty-Retention
      • Product-Service – Current (historical option, to future market performance)
      • Product-Service – sustainable growth based on market supply/demand
    • HR & COMMUNICATIONS MASTERY
      • HR performance management reporting
      • All business divisions are required to attend, perform and maintain high level success
      • High performance success in relevant specialty areas
  • ONGOING SUSTAINABLE GROWTH PLANNING & STRATEGIES
  • MARKET RATE COMPENSATION
  • SHARED BUSINESS VISION-PURPOSE-MISSION TRAINING
  • SHARED BUSINESS AND LOCAL COMMUNITY CONNECTIVITY
  • CUSTOMER LOYALTY PR TRAINING
    • Communications Mastery

LOCAL COMMUNITY : Extended-Family Support Building Economic and Community Stability PROGRAM

1. Every family Alignment: Extended Family
   1. Family unit is strained due to both parents required to work leaving children with strangers in nursery and through primary education
   2. Moral degradation and vice pre-occupation to escape emotional scars of poor or no family unit strength resulting in high depression, drug abuse and suicide as well as criminal mischief
   3. #b : this cost to repair or recover or even hold in prison is a cost to the local, state and federal govt. This is an unnecessary cost and will be significantly reduced through the extended family support system in local communities
2. Retired Elderly: Matching with extended family needs and extended family support retired elderly needs
   1. The elderly have been abandoned in nursing homes or are living alone and required outside support.
   2. The family elders will no longer be shunned or requested to attend nursing homes as the original family unit will provide the duty of care.
3. Local community educational needs for pre-kindergarten and primary as well as portion of secondary will be supported through the “extended-family” local community program. This will assure a more emotionally balanced generation for human and natural resource posterity.
4. The extended family system: will be used for civic duty throughout the local community public services support and natural resource stewardship.

HAF ORGANIC CORE MODELS

KPI OVERVIEW -HAF metrics systems include KPI (tracking progress of the goals)

OKR OVERVIEW – HAF metric systems include OKR. The “Objectives and Key Results” application provides a standardized platform across business teams.

SWOT OVERVIEW (Strategic-Mgmt-Risk Planning Metrics)