At some point in the life cycle of an organization, there is a need to set a new destination.

One of the primary reasons for resetting is a deliberate intention to make the organization more competitive amidst an increasingly demanding business landscape.

The usual starting point of this process is the revisiting of the organization’s vision mission assessing if the organization has achieved its mission and vision and if so, validating if it is still relevant.

Checking for competitiveness and relevance, one must know what the market is looking for and what the market values to win the organization’s products and services satisfaction. The organization is benchmarked against other performing organizations like market leaders and preferred business partners.

 Standard approaches to assess the organization are  assessment tools such as SWOT and 7-S models of hard and soft elements as strategy, structure, system, skills, style, staff and shared value.

 With the information available, the organization is ready to formulate transformational programs to bridge the gaps to the desired level of the 7-S and SWOT.

 Once action steps are defined gauged against the SMART check, they are integrated with change and performance management to track progress towards the new destination.

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Chito is an accomplished enabler in transforming established and start up business functions to a high performing unit as a Sales Force Effectiveness Manager in an FMCG industry. For close to a decade, he is relied upon as an authority in competency building through knowledge of performance management system and effective use of training and coaching applied to sales associates, support groups and management teams.

Chito is an observer of the unfolding social events and taps the social network to bring across his message of travel, the outdoors, service levels of various private and government institutions that matter to a private citizen.