Dr. Ghassan Alabdollah

CEO

Change Management Program (CMP)

2

Topaz International is a market leader in providing a

comprehensive change management program built on

actual changes influence organizations and staff in every

aspect of life as:

- Life style

- Psychological constraint

- Physical changes

- Social conditions

- Work environment , government’s rules and etc.

To cope with all of the above and more a serious step

toward setting an Enterprise Risk Management (ERM) as

an End-to-End solution for Sustainable Growth (SG) &

Continues Development(CD) to fit the needs & wants of

small, medium to large organizations is a must.

3

Improvement and/or outcomes will appear as:

Higher level of customer satisfaction and enthusiasm

Higher level of loyalty and team achievements

Successful implementation of Supply chain management, ERP and CRM applications

Mix best practice & applicable methodologies with local needs and wants

Increase operational efficiency and enable secure operations

Built proper benchmarks that fits future trend

Integrating systems – technical , financial, sales, procurement and etc

Integrate business Identity & Access Management , ((Governance, Risk & Compliance (GRC)) and System Security to deliver superior value

Consulting

SMA – Strategic Management Auditing

ERM – Enterprise Risk Management

TQM – Total Quality management

IT applications & Security

Implementing Supply Chain Management, ERP and CRM applications (SAP, Oracle and others)

ITIL – Information Technology Infrastructure Library

Security for Single User, Business and Enterprise

Training

Topaz provides training for all of the above

Training is customized according to Scoping outcomes

Training is customized according to feedback from specific questionnaires

The following products/services/tools for TQM:

Topaz have a world-wide partners and customer base with

offices in the USA and in the Middle East.

For more information, please visit our web sites:

www.topazbus.com

www.Topazigroup.com

Global Partners & associates of Topaz International

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Kuwait, Kuwait

Dubai, UAE

Kentucky ,

USA

Beijing, China

Seattle, USA

Barcelona, Spain

Toronto, Canada

Tokyo, Japan

Dallas, USA

HQ , Amman

Jordan

Walldorf, Germany

Zurich , Switzerland

Chennai, India

…some of our consortium customers…

…and professional partners…

… technological partners

Marketing & sales

Financial /Resources/ materials

HR / facilities / partners /associates

IT & Technology infrastructure

(+) Strength vs.

Weakness (-)

(-) Weakness vs.

Strength (+)

Opportunities CORE BUSINESS Threats

Finished

Goods &

Services

The MARKET

To customers

After sales services

Strategic Management Auditing (SMA) big picture

- Set detailed Deliverables and identify outcomes , set Prioritization for all phases.

- Prepare change management program

- Set knowledge management frame work

- Define portfolio components & Project Definition, following items should be defined:

- Legal Units

- Business Units

a. Financial

b. Administration

c. Procurement

d. Warehouse

e. Etc.

- Functions

- Working Process

- Attributions

Strategic Management Auditing (SMA) steps :

Management by Objectives (MBO):

- Define Vision, mission, Goals & objectives, plan of action and governance

- Define benchmarks according to owners/top management and set objectives measured by such benchmarks- KPIs & CSFs.

- Define project’s stakeholders, functions, working process and attributions

- Analysis and blue prints

- Set solution

- Implement

- Test

- Go Live

- Continuous improvement and development

Change management is the start and Knowledge Management is the final destination

Strategic Management Auditing (SMA) components:

Strategic Management Auditing (SMA) methodology:

- Define the Big Picture

- Define GAP list

- Set Deliverables and Prioritization for next phases.

• Financial Cash Flow

Accounts Receivables

Accounts Payables

Expenditures

Bank Facilities

Salaries

• Administration

Organizational Set-up

Systems and Procedures / Employee Handbook

Job Descriptions and Coding

1-10 wks

$

$

Change Management

Kno

wle

dge

Man

agem

ent

ERM Phase

Scoping

Project Definition

Blue Print

Analysis

SMA Phase

Implementation

Test

Go Live

Continuous Improvement and Development

2-4 Mos 4-12 Mos 1-2 Yrs

Strategic Management Auditing (SMA) implementation:

$

$

$

$

$

Urgent

Important Not Important

Not Urgent

10

5

1

10 1 -1

-5

-10

-1 -5 -10

5

Project /task that time

is essential and

requires quick

response and work

Project that is MOST

IMPORTANT but

DOESN’T require

quick RESPONSE

Project /task is not

that urgent but

requires action

Project /task time

is essential but

requires some

action

Project /task that is

NOT IMPORTANT

and DOESN’T

require that

RESPONSE

Project /task is not

so IMPORTANT

but requires

RESPONSE

Strategic Management Auditing (SMA) criteria :

• IT tools

flow charts

Hardware/Software

TCP/IP

Disastrous Receovered

• Standard tools

Sales Order System

production System

Procurement System

Financial system

HR system

Strategic Management Auditing (SMA) tools:

• Governance

Benchmarks

Objectives

Parameters/Criterias

Authorities

• Third-Party Involvement

Suppliers

Associates

Partners

Government

Banks

Enterprise Risk Management (ERM) tools:

• Other tools

STEEPLE – (Social, Technical, Economical, Environmental/Ecological , Political, Legal, Ethical)

Quality assurance/ Quality control

Implement SCM, ERP and CRM

HR training and development

Market Research Strategies

Social media and ecommerce

Security standards to control enterprise resources

Set Risk management technique & Benchmarks

SWOT

Anticipate Change in Technology

Implement the proper applications and other related solutions

Enterprise Risk Management (ERM) tools:

Back office

- ERP- Government

Suppliers

Banks

Customers/

Clients

Associates

CRM

CRM

C

R

M

C

R

M

Extranet

Intranet

Partners

Knowledge Management & Supply Chain

Management (SCM)

Internet

Branches CRM