professional organizations such as Service Performance Insight (SPI) and IBISWorld – and the now-defunct Association of Management Consulting Firms (AMCF) – provide limited data on the consulting industry, which is used when applicable. We have also used data from Baldrige Award recipients that provide similar services. For data outside of our industry, we use Great Place to Work (GPTW) and CompData, among others. P.2b Strategic Context IPM’s foremost strategic challenges are: SC1) continuing to scale the business while maintaining a priority for culture and high quality SC2) developing higher-value consultative services to compete with larger firms while better differentiating the Company from the independent, small, and medium firms SC3) recruiting and retaining talented employees SC4) continuing to diversify our industry and base SC5) expanding brand recognition. IPM’s strategic advantages are: SA1) our values-based culture (work environment) SA2) low to no debt and high cash reserves financial position SA3) clear and continually evolving PM processes SA4) a disciplined approach to strategic planning SA5) flexibility of our business model to pursue a large variety of consultative engagements SA6) sophisticated and scalable infrastructure SA7) longevity, reputation, long-term perspective, and track record of strong, organic growth. P.2c Performance Improvement System IPM’s well-defined and ever-evolving BPP acts as a yearly cycle of improvement and has a specific component focused on identifying Opportunities for Improvement (OFIs). While this is a crucial component of our process, it is no more important than the day-to-day tactical focus on quality assurance and continuous improvement. In addition to the annual cycle of improvement that is the BPP, since 2014, we have had six additional cycles of fact-based improvement related to our Baldrige journey: 1. Our initial self-assessment before our first Illinois Performance Excellence (ILPEx) Recognition Program application (2014) 2. The completion of our first ILPEx application (2015) 3. The feedback report from the 2015 ILPEx application (2016) 4. Our second ILPEx application (2017) 5. The feedback report from our second application (2018) 6. Our 2018 Baldrige application (which you are now reading)
Throughout the application that follows, the results of these cycles of improvement will be tagged with this icon: . It is critical to IPM’s culture and business success to foster continuous improvement, learning, and innovation, and to be more competitive; the identification of OFIs is central to that endeavor. Sources of OFIs are outlined in Figure P.2-1 . Performance Improvement, Innovation, and Learning: Sources of OFIs Baldrige improvements Employee survey ET meetings Greenhouse (innovation) Ideation sessions Individual employee ideas Lessons learned Managers meetings
Observations & Trends One-on-One meetings Strategic Initiatives Team meetings Technology planning
Figure P.2-1 Performance Improvement, Innovation, and Learning Once an OFI has been identified and defined, it is assigned a priority as well as a champion, and high-level metrics are then determined along with an execution team. IPM utilizes the PDCA process outlined in Figure P.2-2 .
Figure P.2-2 PDCA Process While in the execution (Do) phase, each OFI is tracked to ensure progress and confirm that it addresses the identified need. While OFIs address specific performance gaps, IPM’s BPP assures that the Company’s strategy, model, organizational structure, and capabilities remain relevant as market conditions and competitive influences change and new opportunities are discovered. IPM is proud of our organization and we are excited to share more about our business. The following application represents our commitment to continue our journey, one that aligns with IPM’s passion to defy complacency through continuous improvement.
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