Policies and Resources

ORGANISATIONAL SYSTEMS STRATEGY

Our organisational systems are comprised of a collection of contiguous organisational processes connecting the flow of operations together to provide a value proposition that delivers the broader purpose of the foundation . Our organisational systems are frequently identified by their department names, such as Procurement or Finance. We have twelve standard organisational systems applied to define our enterprise. The eleven standard organisational systems are briefly introduced here

1. The Enterprise Management System delivers our foundation’s strategies, establishes our scorecard, implements mergers and acquisition activities, and monitors organisation performance via structured management review.
2. The Financial Management System manages and monitors the flow of capital through the foundation, including financial transactions, accounting, and financial metrics.
3. The Equipment Management System specifies, installs, calibrates, and maintains equipment employed to deliver our value proposition.
4. The Facilities Management System acquires, develops, constructs, and maintains facilities to provide a suitable operating environment.
5. The Personnel Management System qualifies, hires, monitors, develops, and dismisses personnel to provide capable personnel that deliver their assigned organisation responsibilities.
6. The Information Management System monitors information, security, and data related to the sphere requirements including hardcopy, electronic, and web.
7. The Client Management System manages the client experience, from first contact with the new prospect or lead through the first order of products or investments, with ongoing account management and maintenance.
8. The Product Management System conceives, plans, develops, tests, and delivers new products, investments, and services, as well as obsoleting previously active products, investments, and services.
9. The Supplier Management System manages and monitors suppliers of materials and services to the foundation, covering the complete supplier life cycle, from qualifying, setup, contact, development, and management through disqualification.
10. The Operations Management System implements, delivers, and manages the creation of stakeholder value, including products and services quality, responsiveness, and economic value.
11. The Risk Management System identifies and manages risks that could impact the business, including financial risks, operational risks, and legal risks.
12. The Improvement Management System organises, manages, and monitors enterprise performance improvement, including products, facilities and processes, stakeholder response, opportunity analysis, and corrective action.

At the Kayndrex Foundation, we have continued to apply this definition of organisational flow to a wide range of novel situations. This gives us a distinct advantage in being able to compare organisational systems across all industries and identify common principles for best practices. We start the strategy phase of organisational systems by comprehending our current needs and future vision. This phase creates a solid foundation for our current and future operations.

We explore creative, novel, and sometimes unexpected options to fit future organistional plans. Our strategic processes are thoughtful and thorough. By being knowledgeable of our progress and discussing our flow of data, information, and processes, we gain a clearer picture of where we want to be in the future.

The strategy phase includes a thorough comprehension of the above systems and how they are interrelated. We also involve our IT department in discussions of new technology and procedures, which is a vital support for new organisational systems. In getting to know our personnel, systems, and processes, we can plan for any future integrations or modifications as our foundation grows.