Elevate Your Career: Master ISO Standards and Financial Acumen
Unlock your path to the C Suite with our specialized online training program designed for Management System professionals and aspiring leaders
Why choose our program?
Align strategies with best practices: Learn to integrate ISO Standards into your strategic framework for enhanced operational efficiency
Drive Business Value: Develop financial decision-making skills and use of our configurator, that lead to measurable improvements in profitability and performance.
Communicate with Executives: Articulate the connection between operational excellence and fiscal responsibility
What makes us unique?
Our program features are based on research and insights, which demonstrate the outcomes when training is lacking and the conditions needed for success.
Take action now:
Follow our research below to understand the need for ISO Standards and financial savvy for transforming your career. Sign-up today and start your journey towards executive leadership
All ISO manufacturing companies worldwide welcome
US Manufacturing Companies –
Click the link below to apply for training funds in your state https://www.nist.gov/mep/centers/map
ISO Management System Standards
A Roadmap to Strategic Alignment.
The Online training workshop consists of two programs are based on the requirements of ANSI/IACET Standard. IACET is an internationally recognized body, which places providers through a rigorous preparation to gain provider status and to satisfy the conditions on an ongoing basis.
There are three parts to an IACET accredited provider’s course:
- Content
- Test with 70% pass.
- Practicum
Gene Russell
Board Member NIST/MEP National & California Network – the person signing off on the recommendation
Jeffrey Lewis has been a partner of Manex since 2004. Jeff’s expertise in ISO Management Systems and his ability to implement and develop internal auditing training on behalf of Manex has been effective and critical for Manex’s clients. Jeff is a seasoned and effective ISO Expert and has the ability to deliver effective ISO Services has been important to ensuring the sustainable success of our clients. Jeff adapts to provide solutions for meeting the needs of a wide cross section of our clients. Clients are impressed by Jeff’s grasp of their specific issues and how their challenges are favorably resolved.
The State of play with Strategic Alignment
In Elsevier Volume 49, Issue 4, August 2016, Pages 491-506 -, On the Road to Disaster: Strategic Misalignments and Corporate Failure by Dr. Loizos Heracleous, Professor of Strategy and Organization at the Warwick Business School, and Head of the Strategy Group and Katrin Werres, states ‘the link between strategic alignment and competitive advantage (and conversely misalignment and failure) has been recognized (Beer et al, 2005, Miles, Snow, 1984a, Powell, 1992)’
Seemingly after 20 plus years, the means to achieve alignment has not been widely achieved, although Kaplan and Norton’s Balanced Scorecord was introduced in 1992 to advance Strategic Alignment. The Balance scorecard institute considers it the technique to achieve strategic alignment to avoid the consequences of misalignment i.e. failure and lack of competitiveness. However, companies have not benefited from the awareness of Strategic Alignment, as the means to achieve the intended results, as the means to survive and thrive.
Evidence of Misalignment Across All industries
Evidence of company failure is found in the US Bureau of Labor Statistics Data,. According to Dr Heracleous failure is caused by Strategic Misalignment. Following the failure trend graphs, all industry failures follow the same curve shape. There are no industrial sector exceptions. The curve remains the same whether it is ten years after start up or 27 years. If even, the case of misalignment is not valid, it is incumbent that companies eliminate strategic alignment as a cause of failure, by ensuring that they remain in a state of alignment throughout their life cycle, so that any other cause, is revealed.
Side by side Comparative charts show no change in the trends over a 27-year period.
Bureau of Labor Statistics
Strategic Alignment Management Knowledge
The failure statistics must be understood in the context of Knowledge to determine if managers are au courant with Strategic Alignment. Depending on the level of knowledge surveys, one can be informed on whether a lack of knowledge of strategic alignment contributed to the company failures. If knowledge is not adequate, training on Strategic Alignment is needed.
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The surveys indicate that knowledge of Strategic Alignment technique is inadequate. Without the knowledge, company failure is a likely scenario. For companies that are ISO already certified, transitioning to gain Strategic Alignment can be achieved through training to establish the mechanics of the system to support Strategic Alignment.
A case is made for Integrated Management System Standards to be the tool of choice to achieve Strategic Alignment for companies to avoid failure.
Which group do you belong to
The questions are – Do you know how long your company will last? How can you tell if it will continue to be competitive or fail? Is your company in Strategic Alignment?
The Fix – ISO Integrated Management Systems Standards
The diagram on the left – shows the structure of present day ISO Standards as containing both Strategy and Operations – both within a system of integration of disciplines to form a single management system, Strategic alignment is the bridge between the Operations and the Strategy.
The Case for ISO Integrated Management System Standards as a Roadmap for Strategic Alignment
- The general lack of training on Strategic Alignment mechanics as evidenced by the Alignment survey. Our online course provides the training.
- The current practice re ISO Management Systems implementation, internal and surveillance audits focus on the Operations; generally no attention is paid to strategic alignment or the requirement for change in strategic direction. See praxiom ISO 9001:2015 Infographic
- The company failure graph for manufacturing companies follows the same trend as non-manufacturing companies – evidence that company failure is based on the Operational focus without consideration for Strategic Alignment.
- The ISO Management System is configurable (www.strategic-alignment- configurator) to a verification threshold to establish the status of a company’s Strategic Alignment based on the selection of an appropriate option.
- Balance Scorecard, Baldridge Excellence Framework and Current ISO Management System practices were not effective or significant enough to reduce the failure incidence of companies – the graph has not spiked to demonstrate that outcomes from their present application format prevented failure; hence a new paradigm is offered.
- Balance Scorecard and Baldridge Excellence Framework does not identify a verification threshold to determine whether the Strategic Alignment status is achieved and verified. ISO does!
- ISO Management System Standards in 9.3 at Management Review (Check) requires Alignment to demonstrate the status of the company’s Strategic Alignment
ISO Integrated Management System Standard the applicable clauses for Strategy is as follows:
Risk
6.1.1 When planning for the quality management system, the organization shall consider the issues.
referred to in 4.1 and the requirements referred to in 4.2 and figure out the risks and opportunities that need to be addressed.
6.1.2 The organization shall plan:
a) actions to address these risks and opportunities.
Plan
6.2.1 The organization shall prove quality objectives at relevant functions, levels and processes. needed for the quality management system.
6.2.2 When planning how to achieve its quality goals, the organization shall determine:
a) what will be done;
b) what resources will be required;
c) who will be responsible;
d) when it will be completed;
e) how the results will be evaluated
Do
5.1.1 (b) ensuring that the quality policy (comes before strategy) and quality objectives are established for the quality management system and are compatible with the context and strategic direction of the organization;
Check
9.3 Management review
9.3.1 General
Top management shall review the organization’s quality management system, at planned intervals, to ensure its continuing suitability, adequacy, effectiveness and alignment with the strategic direction of the organization.
Act
10.3 Continual Improvement
The organization shall consider the results of analysis and evaluation, and the outputs from management review, to figure out if there are needs or opportunities that shall be addressed as part of continual improvement.
Financials
On the surface a company’s finances does not appear to be connected to the ISO Management System Standard. However, the failure of a company is decided by its financial status.
The provided training shows the link between ISO Management System and the financial structure. The relevant strategic options from the configurator is analysed. User is enabled to take action to avoid failure and to remain competitive
Planning for Strategic Alignment
The causes of strategic misalignment pointed out by Dr. Heracleous are addressed within the ISO Management System Standards. it is clear that training and knowledge is required to attain the techniques for Strategic Alignment.
Single Management System LLC training workshop provides.
- Strategic Alignment training based on ISO Integrated management System Standards, which are all generally structured and worded the same except for clause 8.
- The Construct of ISO Integrated Standard format to enable Alignment between Strategy and Operations
- the determination of the financial linkages applied across the organization to show the interconnectivity.
- The interdependence of the respective disciplines
- the triggers for change in strategic direction know-how, and
- The Strategic Alignment Tool – the configurator
The configurator is a practical tool to deliver strategic alignment
In the final analysis – companies fail because managers are not trained on how to accomplish Strategic Alignment or are not provided with the tools to do so. However, there is evidence from the Researchgate survey, which informs that those companies which gain strategic alignment perform better than those without strategic alignment
Stakeholders learn how to accomplish strategic alignment through an ISO Management System format and a SaaS Management Configurator, which allows users to determine their best options for Strategic Alignment.
Learning Objectives
- To identify an Enterprise's purpose
- Tonsist go Strates and Speratiostandards as a Single Management System consisting of Strategy and Operations
- To establish the critical financial metrics of Strategy, as it is determined by the Operations
- To address criteria for changes in strategic direction from a decision tree
- To integrate the operational disciplines of the ISO Management System Standards for more effective control
- To demonstrate the Strategy / Operations alignment options for the continued viability of the organization.
Top Managers and Internal Auditors should take this course
ISO Management System Standards A path to Strategic Alignmentand
Training Cost:
$1500
/Person
Perquisite:Company ISO Certified
- Top, Senior Managers and Internal Auditors should take this course.
- Implement Strategic Alignment through a ISO Management System Methodology
- Enable your ISO driven Strategy Map from your existing ISO Format
- Gain an understanding of the role of ‘strategic direction’.
- Distinguish the Strategy metrics from the Operations metrics
- Identify the alignment of the operations with the strategy
- Integrate the operational disciplines
Risk-based Internal Audit Training -19011:2018
A completed audit is required prior to certification
Training Cost:
$1500
/Person
- Conduct internal risk-based audits
- Manage internal risk-based audit programs
- Write the mandatory audit reports
- Plan risk-based audits
- Have access to risk based internal audit format
ISO Management System Standards A path to Strategic Alignmentand
Training Cost:
$1500
/Person
Perquisite:Company ISO Certified
- Top, Senior Managers and Internal Auditors should take this course.
- Implement Strategic Alignment through a ISO Management System Methodology
- Enable your ISO driven Strategy Map from your existing ISO Format
- Gain an understanding of the role of ‘strategic direction’.
- Distinguish the Strategy metrics from the Operations metrics
- Identify the alignment of the operations with the strategy
- Integrate the operational disciplines
A roadmap to Strategic Alignment
Strategic Alignment Adds Value to the organization. Reduces the risk of failure through monitoring of its Alignment Status, as well as the Opportunity to enhance competitiveness.
Having confirmed that strategy is a requirement to be audited – Internal and external auditors need to conduct the audit to demonstrate all requirements met – including strategy. One of the required reports to be presented at the end of the audit states as follows:
19011:2018 states 5.5.2 e) evaluation of the suitability and adequacy of the management system with respect to the context and strategic direction of the auditee;
An ‘evaluation of suitability and adequacy’ is done by assessing the value and significance – to determine the status of the organization’s strategic alignment.
Auditor training is required to the latest ISO 19011:2018 to satisfy the reporting requirements.