Page 12 - Test

The business processes perspective addresses the development and execution of the Council’s core product and services along its value chain. The strategy is to engage in a structured system of transformation, incorporating artificial intelligence, research and development, and the digitalisation of systems and processes. These strategic interventions are geared towards improved product and service quality, increased operational efficiency and enhanced corporate performance management (SO6, SO7, and SO8). The optimised business processes will create the conditions suitable to achieve financial sustainability and prudent corporate stewardship.
In light of the prevailing economic challenges facing the region and the associated repercussion on the finances of regional institutions, the strategic approach involves redesigning the current funding model, and targeted expansion into other markets both globally and regionally. The financial perspective has identified strategic initiatives that are intended to increase revenue and reduce cost (SO4 and SO5). To enhance stewardship of the Council’s resources a comprehensive enterprise risk management framework will be developed and implemented. Achieving financial stability and exercising excellent stewardship will facilitate the provision of quality stakeholder experiences.
It is envisioned that with a robust and capable organisational capacity, efficient and effective business processes, coupled with prudent financial stewardship, the stakeholders’ perspective is poised to guarantee excellence in quality product and service delivery. The stakeholder perspective thus consolidates the outputs of the other performance perspectives in ensuring enhanced brand awareness, improved stakeholder satisfaction, and improved customer satisfaction (SO1, SO2, and SO3). These strategic objectives and performance perspectives are intentionally integrated in formulating a compelling and deliberate approach for the seamless execution of initiatives and projects to drive the success of the strategy.
Recognising that staff are critical to the attainment of the Council’s strategy the core values are emphasised as one of the key strategy components. These values form the basis for staff recognition and appreciation through an initiative dubbed ResPECT. This initiative is aimed at developing an organisational culture of valuing people.
The strategic imperative is CXC® repositioning for greater regional impact!
In light of the prevailing economic challenges facing the region and the associated repercussion on the finances of regional institutions, the strategic approach involves redesigning the current funding model, and targeted expansion into other markets both globally and regionally.
CXC® STRATEGIC PLAN | 2021–2025
9