Abstract:
This invention generally relates to models and methods pertaining to strengthening the competitiveness of a business enterprise by transforming the efficiency and effectiveness of its SG&amp;A (Selling, General&amp; Administrative) functions like Information Technology, Finance &amp; Accounting, Human Resources, Procurement and Supply Chain Operations, such transformation called ‘Enterprise Performance Transformation’. In particular, it relates to a ‘system’ for Enterprise Performance Transformation, consisting of (1) A scripted process to guide and govern all aspects of the Transformation and (2) A prescriptive Framework-of-Frameworks to orchestrate the process.

Description:
CROSS-REFERENCE TO RELATED APPLICATION 
       [0001]    This application claims priority of provisional application Ser. No. 60/763,938 filed Jan. 31, 2006, currently pending, the entire contents of which are incorporated herein by reference. 
     
    
     TECHNICAL FIELD 
       [0002]    The present invention relates to methods to advance the performance efficiency of a business enterprise. More particularly it applies to organizing and implementing a unique system, consisting of an integrated arrangement of prescriptive frameworks in association with a process, to enable a business enterprise to undertake systematic improvements to its operational capabilities and processes related to Selling, General and Administrative (SG&amp;A) functions. 
       BACKGROUND OF THE INVENTION 
       [0003]    Businesses routinely undertake initiatives to improve SG&amp;A operational capabilities to further their ability to compete, increase revenues and profit margins, expand into new markets, re-align their business structure, among many other reasons. 
         [0004]    To achieve these goals, they perform, either utilizing their own staff or third party experts, or a combination of both, and utilizing manual efforts or automation, or a combination of both, a variety of actions, generally entailing:
       a) Identifying business-reasons to alter Operational (i.e., SG&amp;A) Capabilities, including processes, and the desired Operational Capability end-state   b) Assessing the current condition of one or more SG&amp;A functions related to such Operational Capability   c) Determining a future-state for such SG&amp;A functions to drive the desired Operational Capability end-state   d) Developing a plan-of-action to achieve the future-state for such SG&amp;A functions   e) Utilizing one or more methods to measure, qualitatively and/or quantitatively, the Key Performance Indicators (KPI) of such SG&amp;A functions during various stages of being altered   f) Implementing one or more initiatives and programs to execute the plan-of-action   g) Utilizing one or more methods to measure results from time-to-time and to implement further adjustments to the plan-of-action       
 
         [0012]    Given the size of the global economy, the number of business enterprises in the industry and the criticality of SG&amp;A robustness to the success of each business enterprise, there is much demand for services relating to items (a) through (g) above and consequently there are many providers of these services. 
         [0013]    While the state-of-the-art continues to evolve, the services, expertise and the means of delivery currently available to business enterprises to align SG&amp;A performance with changing business-needs suffer from one or more of the following limitations:
       i. Designed as a point-solution and addresses a narrowly defined area or just one SG&amp;A Function.   ii. Designed as a one-off remedy and can not accommodate changing conditions or criteria.   iii. Delivered in an ad-hoc manner utilizing the experiential knowledge of the individual(s) delivering the service and is therefore not repeatable, at least not easily.   iv. Does not scale to accommodate scenarios that were not envisioned at the time it was implemented or deployed.   v. Is very proprietary and can not be utilized without continued intervention by certain individuals or entities.   vi. Is limited in its ability to be integrated with supplementary and/or complementary services to achieve a more complete solution.   vii. Does not allow for strategic drivers to adjust the course and speed of changes underway.       
 
         [0021]    These limitations often force business enterprises to settle for sub-optimal means and one-off Enterprise Performance Quick-fixes rather than pursue a more encompassing Enterprise Performance Transformation. 
         [0022]    Enterprise Performance Transformation refers to ongoing adjustments to SG&amp;A functions and associated capabilities such as Information Technology, Human Resources, Finance &amp; Accounting and Supply Chain Management within business enterprises, to consistently ensure their ability to drive the larger business goals of the enterprise, such as Speed-to-market, rate-of-revenue-increase, size of market-share gain, and increase in profit-margins. 
         [0023]    Enterprise Performance Transformation entails continuous improvements to the quality of an SG&amp;A capability as typically measured by a variety of qualitative and quantitative indicators like unit costs, service levels, maturity levels, compliance accuracy, cycle-time quality and staff productivity. 
         [0024]    Enterprise Performance Transformation necessitates a purposeful, systematic, programmatic, methodical, prescriptive, and integrated approach to adjusting the SG&amp;A capabilities within a business enterprise. 
         [0025]    The current invention overcomes several of the limitations presently preventing the achievement of Enterprise Performance Transformation in business enterprises. It does so by uniquely organizing a System for Enterprise Performance Transformation, consisting of a combination of an integrated arrangement of prescriptive Frameworks and a Process for Enterprise Performance Transformation. 
       SUMMARY OF THE INVENTION 
       [0026]    Provided is a unique system to achieve “Enterprise Performance Transformation” in business enterprises. The system consists of and derives from the integration of two components, (a) A Framework-of-Frameworks and (b) A Performance Transformation Process. 
         [0027]    The preferred embodiment of the solution (i) requires the presence of both components of the system in the SG&amp;A domain being the subject of Enterprise Performance Transformation. (ii) Also, the solution requires the necessary presence and use of the ‘Keystone Framework’ of the Framework-of-Frameworks suite. (iii) Also, the solution requires the necessary presence and use of one or more Extension Frameworks to achieve Domain Decomposition, Performance Calibration, Transformation Maturity and Performance Optimization. (iv) Further, the solution requires the presence and necessary use of the Performance Transformation Process in conjunction with the Framework-of-Frameworks. Finally, (iv) the solution may require customization and alteration of one or both components of the system prior to or during utilization, to accommodate the specific nature and needs of the Enterprise Performance Transformation being undertaken, including alteration of the methods, characterization of data, analysis and interpretation employed within one or more of the Frameworks in the Framework-of-Frameworks and/or the Performance Transformation Process. Such embodiment of the combination of prescriptive Frameworks and Process:
       1. Establishes the means and mechanisms within the SG&amp;A domain of the business enterprise to employ a programmatic approach for undertaking Enterprise Performance Transformation in that domain.   2. Enables standardization of one or several SG&amp;A processes and functions which in turn reduces overheads associated with subsequent Enterprise Performance Transformation.   3. Provides the flexibility to integrate best-of-breed functional-capabilities from any number of in-house or external sources into the solution at any point in time, at minimal risk to the Enterprise Performance Transformation under way.   4. Accommodates use of business-strategy related measures, indicators and metrics to calibrate and govern the course and speed of changes to SG&amp;A functions related to them.   5. Enables utilization of both qualitative and quantitative data and factors during the Enterprise Performance Transformation process.   6. Allows for use of technological capabilities to automate, streamline and structure one or more aspects of the Enterprise Performance Transformation effort.   7. Preserves for the business enterprise, options to continually alter the construction and arrangement of sub-components within the solution to keep the overall solution aligned with changes in the business.       
 
     
    
     
       BRIEF DESCRIPTION OF DRAWINGS 
         [0035]      FIG. 50  is an illustration of the conceptual Performance Model for a business enterprise wherein the overall performance of the enterprise is the aggregate of Business Performance item  56 , the Enterprise Performance item  55  and the Process Performance item  54 . Of particular relevance to the current invention for purposes of describing various embodiments is Operations, item  52 , wherein all the SG&amp;A functions of the enterprise are assumed to be physically orchestrated and the wherein the current invention is assumed to be organizationally deployed. 
           [0036]      FIG. 100  is an illustration of the various ‘SG&amp;A domains’ in the business enterprise and previously associated with item  52 , item  59 , item  60  and item  62  in  FIG. 50 . 
           [0037]      FIG. 200  is an illustration of several embodiments of SG&amp;A domains in a business enterprise and previously associated with item  52  in  FIG. 50  and item  110 , item  120 , item  130 , item  140 , item  150  and item  160  in  FIG. 100 . 
           [0038]      FIG. 225  is an illustration of the primary components of the Enterprise Performance Transformation system, with item  226  being the illustration for the prescriptive Framework-of-Frameworks and item  227  being the illustration for the governing Process for Enterprise Performance Transformation. Item  227  embodies a Primary-Process and one or more secondary-processes; each process in turn accommodates methods to execute its process steps. 
           [0039]      FIG. 250  is an illustration of the structure of Framework-of-Frameworks and previously associated with item  226  in  FIG. 225 , with item  253  as the embodiment of the Keystone Framework, and item  251 , item  252 , item  254  and item  255  as embodiments of Extension Frameworks. Further, item  258 , item  259 , item  260  and item  261  are embodiments of linkages between and amongst the Frameworks and item  256  and item  257  are embodiments of linkages between the Strategy of the business enterprise to the Keystone Framework and an Extension Framework for purposes of providing direction and receiving results. 
           [0040]      FIG. 275  is an illustration of the structure of a keystone Framework previously associated with item  253  in  FIG. 250 , the structure illustrating a multi-tier nested arrangement of elements starting with topmost elements embodied individually by item  276 , the Dimension of the Framework, in turn consisting of elements embodied individually by item  277 , an Utility, in turn consisting of elements embodied individually by item  278 , the Stage, in turn consisting of elements embodied individually by item  279 , Capability Category, in turn consisting of elements embodied individually by item  280 , the Function-component. 
           [0041]      FIG. 300  is an illustration of a preferred embodiment of the prescriptive Framework-of-Frameworks Component of the Performance Transformation System previously associated with item  226  in  FIG. 225  and embodying a specific instance of the structure embodied in  FIG. 250 , with the Keystone Framework illustrated as the Transformation Acceleration Framework item  330 , the associated Extension Framework illustrating the Domain Decomposition Framework embodied as item  310 , The associated Extension Framework illustrating the Performance Calibration Framework embodied as item  320 , the associated Extension Framework illustrating the Transformation Maturity Framework embodied as item  340  and the associated Extension Framework illustrating the Performance Optimization Framework embodied as item  350  respectively, the Strategy input embodied by item  51  and linkages to Strategy embodied by item  351  and item  352  respectively. 
           [0042]      FIG. 400  is an illustration of several embodiments of dimensions associated with a Framework in general with a specific embodiment of the dimensions associated with the Transformation Acceleration Framework in item  253  in  FIG. 250 . 
           [0043]      FIG. 450  is an illustration of four embodiments of dimensions of a Transformation Acceleration Framework associated with item  330  in  FIG. 300 . 
           [0044]      FIG. 470  is an illustration of several embodiments of Keystone Framework Utilities associated with a Framework dimension item  276  in  FIG. 275 . 
           [0045]      FIG. 500  is an illustration of an embodiment of four Utilities as in item  501 , item  502 , item  503 , and item  504  respectively, associated with the Current State Assessment Dimension item  451  in  FIG. 450 . 
           [0046]      FIG. 510  is an illustration of an embodiment of three Utilities as in item  511 , item  512  and item  513  respectively, associated with the Internal Capability Deployment Dimension item  452  in  FIG. 450 . 
           [0047]      FIG. 520  is an illustration of an embodiment of four Utilities as in item  521 , item  522 , item  523 , and item  524  respectively, associated with the External Capability Deployment Dimension item  453  in  FIG. 450 . 
           [0048]      FIG. 530  is an illustration of an embodiment of three Utilities as in item  531 , item  532 , and item  533  respectively, associated with the Knowledge And Skills Integration Dimension item  454  in  FIG. 450 . 
           [0049]      FIG. 540  is an illustration of several Keystone Framework Roll-Out Stages associated with the embodiment of a Utility item  277  in  FIG. 275 . 
           [0050]      FIG. 550  is an illustration of an embodiment of five Roll-out Stages as in item  551 , item  552 , item  553 , item  554  and item  555  respectively, associated with the Transformation Maturity Audit Utility item  501  in  FIG. 500 . 
           [0051]      FIG. 560  is an illustration of an embodiment of several Keystone Framework Capability Categories associated with an illustration of a Roll-Out Stage item  278  in  FIG. 275 . 
           [0052]      FIG. 570  is an illustration of an embodiment of four Roll-Out Stage Capability Categories as in item  571 , item  572 , item  573 , and item  574  respectively, associated with the PLAN Roll-Out Stage item  551  in  FIG. 550 . 
           [0053]      FIG. 580  is an illustration of an embodiment of several Keystone Framework components associated with an illustration of a Capability Category item  280  in  FIG. 275 . 
           [0054]      FIG. 590  is an illustration of an embodiment of four Capability Category Components as in item  591 , item  592 , item  593  and item  594  respectively, associated with the INTELLECTUAL PROPERTY Category item  572  in  FIG. 570 . 
           [0055]      FIG. 2000  is an illustration of an embodiment of several levels of an SG&amp;A Domain Decomposition Taxonomy of the Domain Decomposition Framework item  310  in  FIG. 300 , with item  2010  being the embodiment of the Root Level of the Taxonomy, item  2040  being the embodiment of the Second Level, item  2070  being the embodiment of the Third Level and item  2090  being the embodiment of the Fourth Level, respectively. 
           [0056]      FIG. 2500  is an illustration of a Domain Decomposition Framework Taxonomy for a specific embodiment of an SG&amp;A Domain, namely Human Resources Domain, the illustration serving as an example of the Taxonomy embodied in  FIG. 2000 . 
           [0057]      FIG. 3000  is an illustration of an embodiment of several Performance Categories and several Key Performance Indicators (KPI) associated with the Performance Calibration Framework item  320  in  FIG. 300 , with item  3150  being the embodiment of a Performance Category and element ‘A 1 ’ in column item  3010  being the embodiment of a Key Performance Indicator (KPI) respectively. 
           [0058]      FIG. 3500  is an illustration of a Performance Calibration Framework for a specific embodiment of the illustration in  FIG. 3000 . 
           [0059]      FIG. 3700  is an illustration of an embodiment of several derivations of Performance Metrics for Performance Category ‘A’ in item  3150  in  FIG. 3000 , with Metric ‘Aa’ in item  3820  derived via calculation Method illustrated in item  3730 . 
           [0060]      FIG. 3900  is an illustration of an embodiment of several derivations of Performance Metrics for Staff Productivity Performance category, item  3650  in  FIG. 3500 . 
           [0061]      FIG. 4000  is an illustration of an embodiment of levels  1  through n of Transformation Capability Maturity for Maturity Dimensions  1  through n of the Transformation Maturity Framework item  350  in  FIG. 300 , with item  4070  being the embodiment of a ‘Maturity Level’, item  4010  being the embodiment of characterizations of Maturity Levels for ‘Maturity Dimension # 1 ’, item  4060  being the illustration of an embodiment of ‘traits’ associated with a Maturity Level for a Maturity Dimension. 
           [0062]      FIG. 5000  is an illustration of several embodiments of Performance Optimization Framework Scorecards for the Performance Optimization Framework, item  340  in  FIG. 300 . 
           [0063]      FIG. 5500  is an illustration of six embodiments of Performance Scorecards for the Performance Optimization Framework  340  in  FIG. 300 , with item  5510  being the embodiment of the Scorecard for Staff Productivity, item  5520  being the embodiment of the Scorecard for Cost Effectiveness, item  5530  being the embodiment of the scorecard for Process Efficiency, item  5560  being the embodiment of the scorecard for Sourcing Governance, item  5550  being the embodiment of Scorecard for Service Delivery and item  5540  being the embodiment of the scorecard for SOX Compliance. 
           [0064]      FIG. 6000  is an illustration of an embodiment of the Process For Enterprise Performance Transformation, the embodiment integrating and utilizing various methods and also items associated with figures covered earlier in this section. 
           [0065]      FIG. 7000  is an illustration of one Method among several, in the Process For Enterprise Performance Transformation in  FIG. 6000 , the ‘Establish Current State’ step in item  6310 , the embodiment utilizing and integrating items previously associated with figures covered earlier in this section. 
       
    
    
     DETAILED DESCRIPTION 
       [0066]    The detailed description herein along with references to drawings will be an attempt to fully describe the best mode of practicing the invention at this time. While it will be described in connection with presently preferred embodiments, it will be understood that it is not intended to limit the invention to those embodiments. On the contrary, it is intended to cover all alternatives, modifications, means of delivery and equivalents included within the spirit of the invention. 
         [0067]    For ease of illustration, assume that the invention is employed within a ‘UNIT’ of business enterprise, one that is not restricted by necessary size in revenue, geographical dispersion or staff strength, and embodies the conditions and characteristics required to beneficially utilize the current invention. Some examples of such an enterprise ‘UNIT’ are Merrill Lynch, a financial services institution; American Airlines, a transportation services company; General Motors, an Automobile company; Starbucks, a Consumer Products company; Clarke American, a small specialty services company; and Dow Jones, a publishing company. Smaller business-divisions within a business enterprise also qualify as a ‘UNIT’.
       Also, for ease of illustration, assume that the UNIT, wherein the invention is deployed, is internally organized with the following implicit or explicit structure:       
 
         [0069]    People, procedures and functions representing and responsible for Business Strategy planning and execution.
       People, procedures and functions representing and responsible for Operations planning and execution.   People, procedures and functions representing and responsible for Systems planning and execution.       
 
         [0072]      FIG. 50  embodies the illustration wherein item  51  represents the ‘Strategy’ structure, item  52  represents the ‘Operations’ structure and item  53  represents the ‘Systems’ structure. 
         [0073]    Also, for ease of illustration, assume that:
       The ‘Strategy’ structure of the UNIT is further comprised of some form of a Business-Performance-Management competency, either formalized or informal, the purpose of which is to ensure that the business enterprise achieves its goals, and is aligned with Business Strategy. This is also embodied as item  51  in  FIG. 50 .   The ‘Operations’ structure of the UNIT is further comprised of collections-of-functions, familiar to those knowledgeable in the art as SG&amp;A (Selling, General &amp; Administrative) functions and domains. These include but are not limited to people, resources, procedures, decision-making and performance of areas such as Information Technology (IT), Finance, Accounting, Human Resources (HR), Supply Chain, Procurement and Customer Support. This is also embodied as item  52  in  FIG. 50  and illustrated in a general embodiment as item  101 , item  102 , item  103 , item  104 , item  105  and item  106  in  FIG. 100 . Further, this is also illustrated as specific embodiments in item  201 , item  202 , item  203 , item  204 , item  205  and item  206  in  FIG. 200 .   The ‘Systems’ structure of the UNIT is further comprised of technology, computer systems, telecommunications, connections, software, algorithms and such, required to establish, operate and achieve ‘Process Performance’—i.e., end-to-end results for the various processes that in total make up the SG&amp;A capability of the business enterprise. This is also embodied as item  53  in  FIG. 50 .       
 
         [0077]    Also, for ease of illustration, assume that:
       The efficiency and effectiveness of the ‘Strategy’ structure, item  51 , is conceptually viewed in aggregate as constituting ‘Business Performance’, is associated with item  56  and is coupled via various mechanisms represented by item  61  to the people, procedures and functions representing and responsible for Business Strategy Planning and Execution, item  51  in  FIG. 50 .   The efficiency and effectiveness of the ‘Operations’ structure, item  52 , is conceptually viewed in aggregate as constituting ‘Enterprise Performance’, is associated with item  55  and is coupled via various mechanisms represented by item  62  to the people, procedures and functions representing and responsible for Operations Planning and Execution, item  52  in  FIG. 50 .   The efficiency and effectiveness of the ‘Systems’ structure, item  53 , is conceptually viewed in aggregate as constituting ‘Process Performance’, is associated with item  54  and is coupled via various mechanisms represented by item  63  to the people, procedures and functions representing and responsible for Systems Planning and Execution, item  53  in  FIG. 50 .       
 
         [0081]    Also, for ease of illustration, assume that, in an optimal working state, of the UNIT:
       The ‘Systems’ structure of the UNIT is aligned with the ‘Operations’ structure it needs to manifest and support.   The ‘Operations’ structure of the UNIT is aligned with the ‘Strategy’ structure it needs to manifest and support.       
 
         [0084]    The context for the best mode of practicing the invention can be further established by assuming that:
       The ‘Strategy’ structure of the UNIT, associated with item  51  in  FIG. 50 , has determined that Business Performance item  56 , articulated via appropriate mechanisms associated with item  61  in  FIG. 50 , is not in-line with expectations and that a change in status-quo is warranted.   The ‘Operations’ structure of the UNIT, associated with item  52  in  FIG. 50 , in turn determines that, in order to achieve the desired change in status-quo in ‘Strategy’ item  51  in  FIG. 50 , ‘Enterprise Performance’, item  55  in  FIG. 50  articulated via appropriate mechanisms associated with item  62  in  FIG. 50  also needs to change, and further that these changes are warranted in the ‘domains’ constituting the individual and collective representation of capabilities of the ‘Operations’ structure, i.e., the SG&amp;A functions/domains.   Subsequent to, consequent to, and commensurate with initiation of changes, collectively represented as initiation of Enterprise Performance Transformation, the UNIT may initiate changes to ‘systems’ associated with item  53 , as manifested, via appropriate mechanisms associated with item  63  in  FIG. 50 , as ‘Process Performance’ associated with item  54  in  FIG. 50 .   A set of appropriate mechanisms associated with item  57 , item  58 , item  59  and item  60  in  FIG. 50  will be utilized to disseminate information and content related to the events associated with Enterprise Performance Transformation so as to Create a Feedback System.       
 
         [0089]    Following is a description of the System For Enterprise Performance Transformation. 
         [0090]    An illustration of the preferred embodiment of The System For Enterprise Performance Transformation is shown in  FIG. 225 . Such system consists of two primary components—A prescriptive Framework-of-Frameworks and a Process for Enterprise Performance Transformation. 
         [0091]    The Framework-of-Frameworks associated with item  226  in  FIG. 225  and  FIG. 250  is a suite of individual Transformation Frameworks, each Framework in the suite representing and performing different specialized operations to achieve a whole that is greater than the sum of the individual operations of individual Frameworks. 
         [0092]    A preferred embodiment of the structure of Framework-of-Frameworks is illustrated in  FIG. 250 :
       At minimum it consists of a Keystone Framework. The keystone Framework manifests the centrality of artifacts, intellectual-property, algorithms, calculations, models, methods, tools, etc. to achieve the required transformation under the control and direction of the governing ‘Process For Enterprise Performance Transformation’ associated with item  227  in  FIG. 225 .   Additionally, unless the Keystone Framework or another Framework has been alter to equip it with equivalent or substitute capabilities, it must also include the Extension Frameworks associated with item  251 , item  252 , item  254  and item  255 . These Frameworks perform specialized roles and operations such as organizing a taxonomy for the various functions in an SG&amp;A domain, establishing industry-standard indicators and metrics for various performance categories, enabling the structure and guidelines to improve the maturity of a business process or SG&amp;A domain, facilitating the creation of various scorecards and dashboards to organize, and to view and share a variety of performance data.   Further, it must include mechanisms associated with item  258 , item  259 , item  260  and item  261  or their equivalents, for connection and communication between and amongst the various Frameworks in  FIG. 250 .   Also, it must include a mechanism associated with the embodiment of item  256  and item  257 , to receive inputs from and deliver outputs to, the Strategy structure of the UNIT.       
 
         [0097]    The Keystone Framework associated with item  253  in  FIG. 250  is further organized with a preferred embodiment illustrated in  FIG. 275 , and illustrated further in embodiments in  FIG. 300 ,  FIG. 400 ,  FIG. 450 ,  FIG. 470 ,  FIG. 500 ,  FIG. 510 ,  FIG. 520 ,  FIG. 530 ,  FIG. 540 ,  FIG. 550 ,  FIG. 560 ,  FIG. 570 ,  FIG. 580  and  FIG. 590 :
       The Framework consists of any number of Dimensions, associated individually with item  276 , item  410  in  FIG. 400  and item  451  in  FIG. 450 . A Dimension is analogous to one leg of a travel journey, one segment of an airline travel etc. and provides the major building blocks for the entire Enterprise Performance Transformation Journey.   Each Dimension involves any number of Utilities, associated individually with item  277 , item  471  in  FIG. 470 , items in  FIG. 500 ,  FIG. 510 ,  FIG. 520  and  FIG. 530 . A utility is analogous to a procedural capability to measure distance between two cities during a journey or the precise flight path within a travel leg or flight segment.   Each Utility consists of any number of Roll-out Stages, associated individually with item  278 , item  541  in  FIG. 540 , and items in  FIG. 550 . An example of a stage is the PLANNING stage for the journey or the INITIATE stage for a flight plan.   Each Utility requires the use of any number of capability categories, associated individually with item  279 , item  561  in  FIG. 560 , and item  571  in  FIG. 570  to achieve its goals. An example of a capability category is the TOOLS capability exemplified by either a road-GPS system or a sophisticated cockpit navigation system.   Finally, each Capability category for each Roll-out Stage employs the use of any number of Function-Components, associated individually with item  280 , item  581  in  FIG. 580  and item  591  in  FIG. 590 . An example of a Function-Component for the PLANNING Stage of a journey is database of distances between cities.       
 
         [0103]      FIG. 300  also illustrates the preferred embodiment of the Framework-of-Frameworks with the utilization of the Keystone Framework embodied by the Transformation Acceleration Framework, associated with item  330 . The preferred structure:
       Employs the Transformation Acceleration Framework item  330  to provide the capabilities and responsibilities expected of the Keystone Framework for Enterprise Performance Transformation in SG&amp;A domains.   Employs the Domain Decomposition Framework item  310  as an Extension Framework, to provide the capabilities to establish a ‘taxonomy’ for the various functions and processes in a particular SG&amp;A domain.   Employs the Performance Calibration Framework item  320  as an Extension framework, to derive the performance indicators and Metrics associated with various SG&amp;A functions and processes.   Employs the Transformation Maturity Framework item  350  as an Extension Framework to enable one or more Maturity Models to diagnose and guide the maturity of one or more SG&amp;A functions and processes.   Employs the Performance Optimization Framework item  340  as an Extension Framework to organize, present, analyze, disseminate and report various parameters and derivations pertaining to the ongoing state of the Enterprise Performance Transformation journey of SG&amp;A functions and processes. This Framework may also participate in a system which is ‘enabling’ the various life-cycle stages of pertinent SG&amp;A functions and processes, may exchange inputs and responses during various enablement-life-cycle stages, eventually incorporating these within scorecards and dashboards embodied in  FIG. 5000 .   Employs inputs from and provides ongoing feedback to the ‘Strategy’ structure item  51  of  FIG. 50 .   Employs various connection and communication mechanisms embodied by the illustrations associated with item  351 , item  352 , item  353 , item  354 , item  355  and item  356 .         
         [0111]      FIG. 2000  illustrates an embodiment of an Extension Framework, previously associated with item  251  in  FIG. 250 . Further, it illustrates a specific preferred embodiment associated with item  310  in  FIG. 300  wherein it provides the taxonomy for decomposition of an SG&amp;A function/domain into its constituent parts as is recognized by those with familiarity in the art and which is further associated with the Keystone Framework embodied by the Transformation Acceleration Framework item  330  via the mechanisms embodied by the illustrations of item  356 . 
         [0112]      FIG. 2500  illustrates an example of the embodiment of the Framework illustrated in  FIG. 2000  and described earlier. 
         [0113]      FIG. 3000  illustrates an embodiment of an Extension Framework, previously associated with item  320  in  FIG. 300  wherein it provides a template format for organizing key Performance Indicators (KPI) associated individually with representative item  3010  for various Performance Categories associated individually with representative item  3150 . 
         [0114]      FIG. 3500  illustrates an embodiment of the Framework illustrated in  FIG. 3000  and described earlier. 
         [0115]      FIG. 3700  illustrates an embodiment of the mechanism to calculate specific Performance Metrics within the embodiment of the Extension Framework associate with  FIG. 3000 , wherein item  3710  is an embodiment of the Performance Metric Category, item  3720  is an embodiment of the Calculation method for such Metrics, item  3820  is an embodiment of an individual Metric and item  3730  is an embodiment of the calculation approach for said metric. 
         [0116]      FIG. 3900  illustrates an embodiment of  FIG. 3700  with additional specificity provided for the embodiments of the illustrations for each Metric item in  FIG. 3700 . 
         [0117]      FIG. 4000  illustrates an embodiment of an Extension Framework, previously associated with item  254  in  FIG. 250 . Further, it illustrates a specific preferred embodiment associated with item  350  in  FIG. 300  wherein it presents a Transformation Maturity Scorecard with dimensions of maturity illustrated by representative embodiment in item  4010  and with Maturity levels illustrated by representative embodiment in item  4100 . 
         [0118]      FIG. 5000  illustrates an embodiment of an Extension Framework, previously associated with item  255  in  FIG. 250 . Further, it illustrates a specific preferred embodiment associated with item  340  in  FIG. 300  wherein it organizes a suite of Performance Scorecards as illustrated by representative embodiment in item  5010 . 
         [0119]      FIG. 5500  illustrates an embodiment of  FIG. 5000  with additional specificity provided for the embodiments of the illustrations for each scorecard item in  FIG. 5000 . 
         [0120]    With the need for Enterprise Performance Transformation established in a UNIT earlier herein, the preferred mode of practicing the invention at this time requires that, as the very first step, the Process For Enterprise Performance Transformation is invoked as embodied in item  227  in  FIG. 225  and as illustrated by a preferred embodiment in  FIG. 6000 . Immediately next, this Primary-Process summons the Keystone Framework which in addition to applying its own capabilities, summons the capabilities of the individual Frameworks in the Framework-of-Frameworks to accomplish results. The Primary-Process-flow is illustrated as embodied by constituent steps and methods associated with item  6100 . The Primary-Process-flow invokes the participation of and contributions from the involved Extension Frameworks under the governance and supervision of the Keystone Framework as illustrated by a preferred embodiment in item  6200 . The Primary-Process-flow:
       Invokes the Keystone Framework which immediately utilizes its own capabilities as illustrated by embodiments in  FIG. 275  to:   Establish the Current State of the in-scope SG&amp;A function/domain through the use of its constituent Dimensions, Utilities, Stages, Capability categories and Function-Components as well as through the invocation of Extension Frameworks as appropriate, as embodied by item  6310  in  FIG. 6000 .  FIG. 7000  illustrates an embodiment of a method or secondary-process, utilized by the Primary-Process to establish the Current State:
           The method is invoked by the Primary-Process step embodied by item  6310  in  FIG. 6000 .   The method selects the appropriate Utilities to undertake the task as embodied by item  7310  in  FIG. 7000  from a collection of Utilities intended for the purpose and available, as illustrated by item  500  in item  7200  in  FIG. 7000 .   The method selects the Roll-Out stages for each of the selected utilities as embodied by item  7320  in  FIG. 7000  from a collection of Stages intended for the purpose and available, as illustrated by item  550  in item  7200  in  FIG. 7000 .   The method selects The Roll-Out Capability categories for each Stage as embodied by item  7330  in  FIG. 7000  from a collection of Roll-Out Stage Capability Categories intended for the purpose and available, as illustrated by item  570  in item  7200  in  FIG. 7000 .   The method organizes Components for each capability category for each stage as embodied by item  7340  in  FIG. 7000  from a collection of Capability Category Components intended for the purpose and available, as illustrated by item  580  in item  7200  in  FIG. 7000 .   With the required intellectual-property content and tools at its disposal, the method then facilitates the performance of the actual process actions as embodied in item  7350  in  FIG. 7000 . These actions could be performed by individuals either manually or by use of technology or other means as applicable to the circumstance.   The method then facilitates the generation of outputs as illustrated in item  7360  in  FIG. 7000 .   The method then compares the output against pre-determined or periodically determined profile to either continue the process as embodied by item  7370  or, upon successful completion, return control back to the Primary-Process item  6310  in  FIG. 6000 .   
           Establish the Target State of the in-scope SG&amp;A function/domain through the use of its constituent Dimensions, Utilities, Stages, Capability categories and Function-Components as well as through the invocation of Extension Frameworks as appropriate, as embodied by item  6320  in  FIG. 6000 .   Establish Performance Gaps between the Current State and Target State of the in-scope SG&amp;A function/domain through the use of its constituent Dimensions, Utilities, Stages, Capability categories and Function-Components as well as through the invocation of Extension Frameworks as appropriate, as embodied by item  6330  in  FIG. 6000 .   Develop a new Enterprise Performance Transformation Roadmap for the SG&amp;A function/domain or alternately update one that is currently being used, through the use of its constituent Dimensions, Utilities, Stages, Capability categories and Function-Components as well as through the invocation of Extension Frameworks as appropriate, as embodied by item  6340  in  FIG. 6000 .   Deploy Internal Capabilities such as a Performance Transformation Maturity Model and related competencies, to improve the maturity of the SG&amp;A function or domain to accelerate its performance transformation competency through the use of its constituent Dimensions, Utilities, Stages, Capability categories and Function-Components as well as through the invocation of Extension Frameworks as appropriate, as embodied by item  6350  in  FIG. 6000 .   Deploy External Capabilities such as through outsourcing partnerships to improve the maturity of the SG&amp;A function or domain to accelerate its performance transformation competency through the use of its constituent Dimensions, Utilities, Stages, Capability categories and Function-Components as well as through the invocation of Extension Frameworks as appropriate, as embodied by item  6360  in  FIG. 6000 .   Deploy various capabilities to enhance and assimilate knowledge and skills within the UNIT and or the SG&amp;A domain through the use of its constituent Dimensions, Utilities, Stages, Capability categories and Function-Components as well as through the invocation of Extension Frameworks as appropriate, as embodied by item  6370  in  FIG. 6000 .   Measure the State Of Performance of the process and of the various parameters utilized for such purposes, such as scorecards, through the use of its constituent Dimensions, Utilities, Stages, Capability categories and Function-Components as well as through the invocation of Extension Frameworks as appropriate, as embodied by item  6380  in  FIG. 6000 .   Compare the State Of Performance with pre-determined or periodically determined targets to use the feedback to adjust the course and speed of the process underway via a mechanism embodied by item  6410  in  FIG. 6000  and also to calibrate against the ‘Strategy’ requirements embodied by item  51  in  FIG. 50 , through the use of its constituent Dimensions, Utilities, Stages, Capability categories and Function-Components as well as through the invocation of Extension Frameworks as appropriate.       
 
         [0139]    The Primary-Process-flow continues to lead the end-to-end Enterprise Performance Transformation of the UNIT SG&amp;A Function/domain. 
         [0140]    The activities associated with the process covered herein can consume between a few days to a few months to several years to reach completion, depending on the nature and complexity of UNIT, the SG&amp;A function/domain and the Enterprise Performance Transformation involved.