CHALLENGES THREATENING A GOLDEN NATION COUNCIL - PROFILE GUIDELINES
OF A TYPICAL COUNCILLOR
Nine councillors will be appointed
4 councilors can be nominated by government and
5 councilors will be nominated by Meribah Deployment acting on behalf of the Sovereign Royal Portfolio (SRP)
SOME CHALLENGES
The very nature of business and organizational challenge is the volatility, uncertainty, complexity, and ambiguity of the business/social/political landscape. According to the Complexity Index (developed by The Boston Consulting Group Institute) business complexity has multiplied six-fold since 1955 and organizations have become over 35 times more complicated over the same period.
Business complexity will increase since it arises from the multiple requirements that enterprises must meet to create value for diverse stakeholders. Requirements to satisfy all stakeholders have become more numerous. They are changing faster and often are mutually conflicting.
In the past organizations/business had to meet between 4 and 7 performance imperatives. Today they need to satisfy between 25 and 40, half of which may be contradictory, such as to (1) attract customers and (2) keep customers, (3) build competitive advantage, (4) provide greater speed and (5) reliability, (6) innovation and (7) efficiency, (8) global consistency and (9) local responsiveness, (10) lower cost, (11) higher quality and (12) engage into continuous improvement through skills development.
PROFILE GUIDELINES
In its Standard Industrial Classification of All Economic Activities the United Nations has identified 88 main industry divisions. All of them are critically important for the successful functioning of a nation. It is humanly impossible for nine councillors to lead 88 diverse divisions. It is not even possible for one human being to be an authoritative expert on any one of the nine functions listed above.
Therefore, to each of the 88 divisions a special development programme will be applied to meet the overwhelming challenges facing decisionmakers today. It is in the form of an Accelerated Corporate Development Programme (ACDP). In each organization it starts at one point (of need), and because of interdependent business processes it soon leads to forming virtuous circles positively impacting the whole organization.
A dynamic 3-tier strategy lets the methodology jump to several seemingly unrelated industries. The same kind of virtuous circle is created in each of those industries and because of the interdependence of businesses and industries, soon a vortex of development follows positively impacting the whole nation and eventually the globe.
PRINCIPLES
The fate of a nation lies in the hands of the Golden Nation Councillors. Councillors can make or break what the SRP envisage to do. Therefore, as outlined in another supporting document, candidates will be correctly identified for eligibility and from this pool of qualifying candidates a vigorous psychometric driven process will eventually lead to the appointment of a councillor for a probation period of 3 months, leading to a contractual appointment of 9 months.
During this period, councillors will be performance indexed based on an individual Service Level Agreement (SLA) with benchmarked Key Performance Indicators. Comprehensive training with high pass barriers will prepare councillors for their important tasks. Regular Performance Improvement Proposals will guide the development of their personal and organizational skills with a confidential face-to-face discussion.
Therefore, councillors must be prepared to act with transparency because they will be held accountable and must commit to restitution (fix their mistakes) as and when necessary.
COUNCILLOR PORTFOLIOS
1. Protection of sovereignty including safety and security for law & Order (Gov nomination)
2. Infrastructure development (Gov nomination)
3. Economic development (SRP nomination)
4. International interactivity for peaceful co-existence and cooperation (Gov nomination)
5. Business development (SRP nomination)
6. Judicial services (equal before the law) and correctional services (rehabilitation) (Gov nomination)
7. Cultural development for nation building (SRP nomination)
8. Community development – housing and food security (SRP nomination)
9. Community development – education and health (SRP nomination)
10. Centre of Excellence for Accelerated Organizational Development and GNC secretariat
Please Note: Nine deputy councillors will be appointed for succession when necessary
CONCLUSION
Our development strategy is fueled by Performance Improvement Proposals containing Fundamental Management Information with strategic, tactical, and operational remedial guidelines of high impact. As a result of the above a Customized Decision Support System is built for each organization ensuring the retention of institutional wisdom. Clearly, knowledge and experience in a particular field are inadequate criteria.
More important are wisdom, proven record of accomplishments, integrity, and numerous other character traits and personality qualities. Furthermore, councillors will be selected to fulfil the requirements of whole-brain management and must be able to function according to team-performance principles.
The SRP can fulfil its vision and stay true to its commitment to the Royals if Councillors adhere to the services of Meribah Deployment – a Cluster of Strategically Aligned Specialist Service Providers.