Regulatory excellence involves both regulators and licensees, whether the licensee is a corporation, a partnership or an individual. Regulators cannot achieve excellence on their own. Collectively the regulator and their licensees form the regulatory system. In effect, the regulator is delegating responsibility for the licensee to act in the public interest. The regulator holds the licensee accountable. Each entity must measure their performance and deliver on public interest outcomes defined in legislation.
We offer a rigorous, sustainable governance model where your regulatory policy development and execution is integral to the way you work. Our Regulatory Excellence Model (REM™), is an application of our Goal Alignment Program.
We provide evidence to your Board and stakeholders that as a regulator you demonstrate the five attributes of excellence: governance, competence, alignment, engagement and public interest focus.
With the attributes for excellence defined, you are ready to take the next steps in turning your aspiration for regulatory excellence into tangible actions. To embody organizational excellence, your Board, management, and employees work together to establish:
The result is an organization that continually improves its work, builds healthy relationships, and leads to the next era in regulation. Excellence is the means that creates a stable, fair, transparent and inclusive entity that delivers measurable outcomes for the public.
We facilitate dialogue around the attributes of excellence within your organization and with your stakeholders. We gather a frank assessment of performance gaps and stakeholders’ priorities. One size fits all does not work. REM™ adapts to your unique circumstances. We facilitate meaningful customization to create a process of ongoing improvement and strategy execution for you.
Our analytics allows you to inform the public and your stakeholder of your role and demonstrate your regulatory excellence.
Take our Regulatory Excellence Self-Assessment and see how you stack up.
We believe that your success growth is mutually beneficial. We offer strategic insights and process to jointly determine what needs to be done. Unlike many consultants who will tell you what to do, we work with you to show you how to do it. While we are happy to undertake the complete implementation of a project, we prefer to transfer knowledge, coach and teach your team how to do it.
From filling a short-term executive gap to the implementation of a major program of organizational structural change — hire Allenvision. We provide valuable expertise and insights to help you achieve your goals and execute a strategy.
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Overall, Allenvision brings a wealth of strengths to your business and can deliver a full range of services. So, if you are seeking a solution to a particular business problem, developing your employees, creating succession plans, undergoing organizational change or can see new market opportunities but lack the resources to follow them up, Allenvision may be the answer you need.
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Attributes of Regulatory Excellence – Metrics that Matter
What makes a regulator excellent is answered in several distinct ways, each of which gives rise to distinct types of attributes. What makes a regulator excellent? Applying the attributes of regulatory attributes and having a process of assessing the regulator’s outcomes versus the attributes.
When defining excellence in terms of characteristics, adjectives will be used to describe the qualities or capacities of the regulator as an organization: e.g., “knowledgeable,” “well-funded,” “adequately staffed,” “credible,” “honest,” “legitimate,” and so forth.
These characteristics do not describe specific actions or outcomes, although they may well be affected by (or in turn affect) actions and outcomes. Rather, they describe a general “state” of the regulator, a standing set of resources upon which it has to draw or a general posture that it holds in conducting its day-to-day operations and affecting outcomes in the world.
Another way to define excellence lies in the type of actions the regulator takes in the course of regulating. Attributes as actions might be articulated in general terms, describing the regulator’s actions in the course of regulating. Perhaps using adjectives such as “vigilant,” “serious,” “reasonable,” “transparent,” and so forth.
Or excellence as action might be articulated in terms of specific types of best practices.
Ultimately the characteristics that define an excellent regulator lead to desired outcomes. The actions that it takes also have to align with the desirable outcomes. These outcomes, then, might be what gets used to define regulatory excellence.
Many outcomes, when used as attributes of regulatory excellence, will describe substantive states of the world. For example:
For example:
All of these examples focus on substantive outcomes. But other outcomes that define regulatory excellence need to be thought of in process- oriented terms. For example, the key attributes of an excellent regulator’s stakeholder engagement process might be defined in terms of legitimacy or trust by the public. If a regulatory process leaves members of the public feeling they were listened to and respected, that is a kind of process outcome that might define regulatory excellence.
Whether substantive or process-based outcomes – will presumably have some connection with a regulator’s characteristics and actions. Sometimes this connection will be instrumental, in that a regulator possessing certain characteristics, or a regulator that takes certain kinds of actions, will be more likely to achieve excellent outcomes. For example, a regulator that is highly knowledgeable (a characteristic) will be more likely to achieve effective outcomes. Or as another example, a regulator that adopts flexible rules (action) will be more likely to achieve cost-effective or efficient outcomes. And of course, outcomes may well feedback to shape a regulator’s characteristics or actions too.
Our approach combines five processes, 25 years of achieving strategy as a CEO and the advance teaching of the Rotman School of Business. into our Achieving Strategy method. The methodologies are:
In his Harvard Business Review article Five Questions to Build a Strategy former Rotman Dean Roger Martin outlines his preferred approach. He treats strategy — making as developing a set of answers to five interlinked questions. The questions — which cascade logically from the first to the last — are as follows:
The Theory of Constraints (TOC) is a management model that views any manageable system as being limited in achieving more of its goals by a very small number of constraints. There is always at least one constraint. TOC uses a focusing process to find the constraint and restructure the rest of the organization around it. TOC adopts the common idiom “a chain is no stronger than its weakest link.” This means that processes, organizations, etc., are vulnerable because the weakest person or part can always damage or break them or at least adversely affect the outcome. TOC views that all organizations exist to create shareholder value. There are two necessary conditions satisfied customers and satisfied staff. In our approach we expand the view to encompass the entire workforce. Organizations rely on the entire workforce to deliver value to customers.
Strategic Doing teaches people how to form collaborations quickly, move them toward measurable outcomes and make adjustments along the way. In today’s world, collaboration is essential to meet the complex challenges we face. Strategic Doing enables leaders to design and guide new networks that generate creative solutions. It is a new strategy discipline that is lean, agile and fast—just what organizations, communities and regions need to survive and thrive.
The diagram below combines TOC and Strategic Doing for a dynamic process of strategic execution.
Allenvision Approach to Executing Strategy
For not-for-profit organizations defining shareholder value is often more challenge. In Associations, members may be the shareholders, workforce and customers all at the same time. Thus knowing who the shareholders, workforce and customers is essential to effectively achieving strategy.
The Goal Alignment Program is a rigorous, sustainable governance model where regulatory policy development is integral to the way organization does work. This model ensured that every human, organizational, technical, and financial resource supports and contributes to achieving the objects of the purpose of the organization in a way that is demonstrable, transparent, measurable, efficient, effective, and comply with its principles, policy directives, and constraints.
Starts with Why – Simon Sinek → The idea that great leaders inspire others by putting:
These revolutionary philosophies on leadership can easily be used in any professional and personal situation that calls for inspiration and influence.
Lean Startup provides a scientific approach to creating and managing startups and get a desired product to customers’ hands faster. This method teaches you how to drive a startup-how to steer, when to turn, and when to persevere-and grow a business with greatest acceleration. It is a principled approach to new product development.
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Kim Allen brings clients a big-picture view that balances innovative thinking with the practical mindset that can only be gained by leading organizations. He draws on his 25+ years of accomplishment as a chief executive in the public, private, regulatory, and association sectors and experience across all major business functional areas. As an agile leader, Kim works with business leaders around the world to build and strengthen governance, strategy, organizational alignment, and operational excellence. Also, he works with clients to find and develop exceptional leaders. Kim cares about the people and understands the bottom line.
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