BMA Lite® Objectives & Attributes

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I. Key Objectives of BMA Lite®:

Business success is achieved when the following seven areas of business focus are
addressed simultaneously (Ref. Baldrige Award):

  1. How leadership is exercised
  2. How Strategy is developed and deployed
  3. How focus is maintained on key Markets and Customers
  4. How staff is developed and how an environment is created for them that
    fosters excellence
  5. How processes are developed and used consistently to both lead as well as to
    work, and how these processes are continually improved
  6. How information is designed, gathered and analyzed to make fact-based
  7. How a strategic performance measurement system is designed and used to
    manage the company, its functions and its services.

Common Issues that hinder organizations from achieving lasting business success:

  1. Leadership direction not clearly articulated and cascaded.
  2. Vision, Mission, Strategies, Processes and Metrics not linked at all levels.
  3. Processes for both Leadership and work not defined and linked.
  4. Framework to ensure fact-based decision-making not established
  5. Approach for systematic continuous improvement not defined.

BMA Lite® addresses the seven business areas as well as solves these common
business issues.

II. Key Attributes of BMA Lite®:

  1. Leadership has to be planned to be effective. Every function needs clear
    direction. Clear direction means a clear Mission, Vision, Strategies and associated
    measures. Achieving this clarity is an effective and simple way to ensure focus and
  2. Functions and Services: Every function needs clarity on how to achieve its
    purpose in alignment with the company’s Mission, Vision and Strategies. This
    cannot be an activity-based process. That is why in BMA Lite®, work is referred to
    as a set of ‘Services’, and the question is asked: “What Services does a function
    deliver?” This allows the following set of simple questions to be asked:
    “What is the tangible output of this work? Is it of value in achieving the company’s
    strategy? Who benefits from it and are they satisfied with the way it is delivered?
    What process is used to deliver this output and is it continually improved? And,
    finally, what skills are needed to deliver this output and is there a program for the
    development and/or acquisition of enough of these skills to achieve future
  3. Strategic Focus: Strategy needs to be developed and quickly cascaded
    throughout the organization. The BMA Lite® framework speedily assesses which
    Functions and which Services need to take action in response to the strategy.
    However, one can’t do this without investing the time to develop the Function and
    Service ‘Stories’. So, careful balance is needed between responding to immediate
    priorities and making the time to develop the Leadership framework that enables
    the speed and focus needed to deploy strategy. Experience shows that organizations
    never have ‘natural’ time to plan. Priority has to be given to future planning. This is
    a Leadership Prerogative.
  4. Generic versus Specific Strategy: There are ‘generic’ strategic expectations
    by the Shareholders, Clients and Employees. The Company and its Functions have
    to be aligned to deliver on these expectations. BMA Lite® offers a framework that
    addresses ALL these generic expectations at the function level. However, specific
    strategies need to be developed for the company and cascaded to each function to
    take advantage of market conditions and seize the opportunities the business case
    assumes. These conditions are dynamic and volatile and the organization has to
    quickly respond with clear strategies. Regular strategy review sessions need to take
    place to develop these strategies and cascade them to each function.
  5. Performance Measurement and the Balanced Scorecard: Leadership has a
    dual focus. One is Strategic and the other Operational. The strategic focus needs to
    address requirements in four critical areas: Financial, Customer, Process and
    Learning (From the Balanced Scorecard). The Strategic focus derives from the
    business proposition and the ever-changing market conditions and continually
    develops future direction. The Operational focus derives from the Strategic focus
    and ensures that the Strategic direction is implemented. Unless leaders force the
    attention on the strategic focus, the operational focus, which only satisfies current
    requirements, will consume all the attention.
  6. BMA Lite® Critical Success Factors: Once the company’s Balanced
    Scorecards, with their Strategic and Operational focus, are designed, all metrics
    have to be collected by each function and Service, trended and regularly used for:
    1. Company, Function and Service Performance review
    2. Personal Objectives setting, evaluation and rewards
    3. Allocating Resources by Service value and performance (People and costs)

Building and using a lasting Leadership Framework is vital for achieving a
company’s expectations of success. BMA Lite® offers an answer to this need.