HAF ORGANIC BUSINESS AND LOCAL COMMUNITY SYSTEMS, PROCESSES AND MODELS.
HAF uses a spherical system organizational chart (see it here):
All types of businesses are assessed for optimal performance using processes to minimize gap and maximize sustainable proficiency. Maximum gap is at 5% with slight deviation across other business or community departments.
- Start-up
- Small businesses
- Medium businesses
Local communities
Note! Both start-ups and local communities are equipped to perform self-sufficiently. (not totally automated)
HAF performs both a pre-liminary and comprehensive assessment. As a public service Board Advisor to businesses and local communities we offer HAF pre-liminary assessment scholarships to leaders, CEO, executives and entrepreneurs to across Arkansas. This assessment will provide a “finger-on-the-pulse” on your business or entity overviewing business gaps, systems and processes for resilient sustainability and growth. Please follow this link to access your complimentary pre-liminary business assessment. (click here)
Once HAF receives your submission your assessment evaluation will be scheduled for online zoom conference time. The market value of this is $1500 offered as a free public service. (Note! We can use the questioning model (gap) that I sent you early on and include the CEO one as well)
CIRCULAR – SPHERICAL
The center of this sphere will be the core human values. These values are purpose-driven to fulfill all members throughout the sphere applied through a meritocratic system.
There are 2 models that include the basic start-up, entrepreneurial and small business and the second model is dedicated to medium and large businesses. This model will also serve as a continuous “filtering” process which prevents stagnation and achieves maximum proficiency, growth, resiliency and sustainability.
Sphere Direction:
Level one: The workforce arc is next to the center and moves outward. This flow system maintains the integrity of the core human values as well as the vision and mission of the Company which will interface with the local community.
Level Two: The manager arc is organically transformed into a mentor-coach to fulfill the needs of both the workforce and company. This fills the generational Z gap workforce performance gaps. The manager will provide orientation, education, training and assessments to the workforce and interface with both community interns and Level Three.
Level Three: A Systems Analyst will take over the manager’s tasks on performance-fulfillment gap assessments as well as apply required education and skill set training data sets relative to workforce performance gaps into an educational fulfillment program for the manager to execute.
Level Four: Business or Community Board Advisor – The function of this position will inspire solutions, innovations, insights and strategies with continuous review, mentor-coaching and planning with the Level Three and Two as well as interface with Level 5.
Level Five: Company Board of Directors - The Directors functions in various capacities of all Levels. The most important value is to maintain the core human-values and community values on a daily-basis. As compassionate visionary leaders their greatest value is to protect the solidarity of both the company and workforce as part of the whole community.
Their proficiency lies in being able to foresee the future trends, identify the critical paths with both risk mitigation and build trusting relationships which will support the life and vision of the Company and its community. Expansion and mergers to thrive are part of this strong planning and forecasting function.
Finally, policies and procedures are reviewed from all levels with special focus in Level Five which may include updating and adding those that are relevant to thrive and fulfill all members.
HAF business system and model are applied to all business models.
HAF “organic change” model is designed, constructed and executed once the current model performance gaps are evaluated in all areas. Systems are designed with processes to remove current gaps and prevent future gaps.
Gaps appear in business systems and processes both internally and externally. Gaps are created when the current business condition does not meet the agreed goals or outcomes. They grow higher when left unchecked. During current economic instability the gaps must be measured frequently to avoid critical thresholds which threatens the life blood of the business.
These are just a sample of gaps that include the following:
- Workforce peers
- Workforce teams
- Workforce performance and business capabilities for sustainability/growth
- Workforce and management
- Management and operations
- Business operation and revenue-net profits
- Business and its customers
- Business and its suppliers
- Business and its resources
- Business and its market standing (brand)
- Business and community
- Business purpose and mission
- Business purpose and vision
- Leadership and workforce
- Leadership and management
HAF performs gap analyses across all business sectors.