Unit 6.2 FINAL ASSESSMENT OB 1

“Complete assessment using the assessment

tools of (McKinsey 7-S framework, Balanced

Scorecard, SWOT to provide a complete

assessment of the ICRC delegation in Sudan.

Giving recommendations to adapt and change

applying the organizational structure”.

MBA – Leadership and Sustainability

By, Amir Elagab Abdulgadir

Unit 6.2 FINAL ASSESSMENT OB 2

To the LADY who stood by my side at the

very difficult time, the one who stood by

me and I stood tall, the LADY who taught

me to stand up right, I dedicate this

paper with gratitude.

Unit 6.2 FINAL ASSESSMENT OB 3

Student ID No: (1412971)

Module: OB

Unit 6.2 Final Assessment

Q1.Using the Assessment tools we have discussed in unit 6, (McKinsey 7-S framework, Balanced

Scorecard, SWOT Analysis etc) provide a complete assessment of the company you are currently

working for. If you were CEO what would you change and why - provide your recommendation with a

before and After Organizational chart. - If you are not working at this time - use a past employer.

Unit 6.2 FINAL ASSESSMENT OB 4

In order to understand the complexity, advantages and use the assessment tools which we have

discussed in this module of OB under unit 6 which are McKinsey 7-S framework, Balanced Scorecard ,

SWOT analysis to the organization which I work for one must first examine the history of the this

organization.

I work of a non-profitable international organization – International Committee of the Red cross- ICRC

in a delegation based in Sudan.

Origins and History:

The ICRC owes its origins to the vision and determination of a Swiss businessman: Henry Dunant who

witnessed the carnage of war and vowed to limit future sufferers of war. The date was June 1859 place

was Solferino a town in northern Italy the Austrian and French armies were locked in bitter battle and

after 16 hours of fighting, the ground was strewn with 40,000 dead and wounded. That same evening

Dunant passed through the area on business trip. He was horrified by the sight of thousands of soldiers

from both armies left to suffer for want of medical care. He appealed to the local people to help him

tend the wounded, insisting that soldiers on both sides should be treated equally (ICRC Integration

Program booklet)

After his return to Geneva Dunant published his book a Memory of Solferino, he proposed two

strategies:

1. The formation of national relief societies.

2. Development of an international convention to protect the sick and wounded in combat.

( Deresky, 2011).

In 1863 the International Committee of the Red Crossed is founded.

Legal Status and Mandate:

For the purpose of the analysis this study will state the legal status, mission and mandate of the ICRC

in brief.

“Since its creation in 1863, the ICRC's sole objective has been to ensure protection and

assistance for victims of armed conflict and strife. It does so through its direct action

around the world, as well as by encouraging the development of international

humanitarian law (IHL) and promoting respect for it by governments and all weapon

bearers. Its story is about the development of humanitarian action, the Geneva

Conventions and the Red Cross and Red Crescent Movement.” ( The ICRC Official web

site).

ICRC as an international organization working with over 13,000 staff from deferent nationalities and

operating in around 85 countries worldwide, this obviously puts tuff challenges for the ICRC to apply

its main fundamental principles which are “ an impartial , neutral and independent organization who

exclusively humanitarian mission to protect the lives and dignity of victims of war and internal violence

and to provide them with assistance in cooperation with the partners in the movement members (The

federation and the national societies of the Red Cross and Red Crescent).

Unit 6.2 FINAL ASSESSMENT OB 5

ICRC Sudan delegation:

The ICRC interred Sudan at the end of 1970th exactly 78 to protect and give assistance to the victims

of the armed conflict which was taking place between Eretria and Ethiopia that time, the challenge

was tracing displaced people , keeping the correct records and maintaining the relation with the

Sudan government as a host country and the relation between the tow parties of the conflict. Not

long a go from that time , the ICRC changed it position to work for the Sudan IDPS – Internally

Displaced People- this was in 1983-84 after the civil was started between the Sudan authority and

the SPLM – Sudan People Liberation Movement which was standing for the rights of the Southern

Sudanese people where the movement representing the northern side, this from a very political side

of the two parties of the conflict where we found the civilian have different believes and indies might

be completely different from the two parties. The setup was just for the South Sudan operation,

soon heavy fighting and another bloody civil war took place in Darfur where ICRC faced with a very

sudden huge humanitarian needs with many wounded, millions of IDPS and much more missing. This

was in 2004 , the ICRC took the challenge and began to respond to the urging needs keeping in

consideration all the assessment and evaluating tools of such disaster, all that build on the huge

experience of 150 years in the field of humanitarian activities.

This study will try to shade light using the three tools of assessment internally and externally to

evaluate the strong points and points needs to improve with a recommendations, in order to

understand the complexity, evaluate the performance of the systems , process finical analysis ,

measure the customers ( beneficiaries ) satisfaction and fully understand the organization in the

delegation structure and also from the other hand compatibility with the ICRC as a large

international organization working in Sudan with an international delegation and mandate.

To have a closer look of evaluation and assessment one must use the assessment tools which have

been much developed in the last 20 years to help the organization understands and forecast the

rapid change which is taking place in the field of staffing internal administration allowing agility and

maintaining the bottom line of the mandate, these tools for sure will help the organization in general

to align their thinking with the tense market place challenges and also will give a clear picture of

when and where to take the right decision.

This study will comprehensively carry analysis of the ICRC delegation in Sudan, as stated above here

into the introduction the ICRC is an International Humanitarian organization working to elevate the

suffering, protect and assist the victims of the armed conflicts, the head quarter of the ICRC is in

Geneva working with delegation set up in other countries where needed, here we will talk about the

Sudan delegation applying the McKinney’s 7S model, Balanced Scorecard, and SWOT analysis with

recommendations.

ICRC in Sudan Closer look :

The ICRC delegation in Sudan working to protect and assist the victims (customers) of the armed

conflict in Darfur ICRC works with Head office in capital Khartoum with other structure at the field

level where located next to the needed places , this will be discussed into details hereafter in this

paper as the organizational chart, touching the potential needs as well.

Moving on to carry and conduct real complete analysis of the ICRC in Sudan this takes into account

the analysis of the organization level of productivity, efficiency and success, here its important and

essential to draw clear line of strategy (mandate) and the operational aspect, between all that the

administration and staffing is the key of the success to be highly on-boarded here in this study.

Unit 6.2 FINAL ASSESSMENT OB 6

McKinsey 7S Model:

McKinsey 7S model developed in the early 1980 by Tom Peters and Robert Waterman , two

consultants working at the McKinsey and Company consulting firm, the main understanding of this

model of assessment that of how the organization is a achieving its objectives, this takes 7 aspects

according to this model which will study in details in the line of ICRC delegation in Sudan, these seven

aspects mostly have an internal nature with two main classification which is Hard elements and Soft

elements, listed as here under and clarified most with the hereunder diagram ( 1.1) and table 1.1) ,

Hard Elements Soft Elements

Strategy Shared Values

Structure Skills

Systems Style

Staff

Table ( 1.1)

Diagram

(1.1)

Hard Ss Elements

Soft Ss Elements

Unit 6.2 FINAL ASSESSMENT OB 7

These seven elements of this model of are useful in this framework of the McKinsey 7S model which

are divided according to the above mentioned diagram 1.1 and table 1.1 to hard and soft elements ,

hard elements include strategy , structure and system and these can easily been influenced by the

managerial directives. From other direction when we look into the soft elements we found that they

are much complex and less tangible and can directly negatively or positively influenced by the culture

perspective the culture of the staff member or the organizational culture and the surrounding

environment. To conduct this model we have to equally take the importance of the two elements into

considerations and with carful analysis if the company aims to achieve successful practice and result.

(Weber,1998).

ICCRC in Sudan delegation works with a capacity of staffing more than 800 residence staff and 80

mobile staff (expatriates), this collectively brings different ethnicities , different educational

backgrounds , believes, nationalities , etc together in one place serving one mandate , therefore ICRC

applies the organizational culture in different ways even in organizational structure and functions,

hence this model of 7S in details will give a closer look to the ICRC in Sudan with recommendations :

1. Strategy :

The ICRC strategy to maintain the balance between how agile the organization could be in the

response to the increasing humanitarian needs and also apply the scrutiny measures to protect

their staff from kidnaping and attacks. And also to respect the culture of the country where its

working in.

2. Structure:

The ICRC in Sudan works with full structure as the HOD head office at the capital Khartoum

and with other 4 sub delegations and 2 offices. The structure is stating that each sub delegation

should have a head of sub delegation which is the head of structure reporting to the head of

delegation which the responsible for the activity in the country there might be more than

heads of sub delegation but must be one head of delegation, these positions strictly filled with

expatriates to maintain neutrality and off course from a security point of view it proves

impartiality that they are not a part of the conflict. Those heads of sub delegations supported

with deputy head of sub as a residence or national staff for networking and context analysis ,

even further from an administrative point of view at this structure you find the administration

responsible in all sub legations , office is filled with mobile staff ( expat ) to maintain what we

have mentioned here above. In the below table we will see the positive side of this structure

and negative one as context analysis and also for the operational set up.

3. System,

The ICRC normally carries its operation in needs evaluations , this takes place after carful needs

assessment visits to the affected sites and comprehensive report will be sent to the head of

sub delegation and collectively will be transmitted to the coordinators of operation at the

capital , coordinators normally have a weekly coordinators meetings will the decision makers

board and also security advisors , different departments have coordinator which senior

position responsible for the activity of the certain department, together they will look into the

joint report and according to the budget and the resources the organization respond to that

needs.

4. Shared Values :

The mandate and mission statement of stand as a shared value to the ICRC staff and delegates

“ The International Committee of the Red Cross ( ICRC) is an impartial, neutral and independent

Unit 6.2 FINAL ASSESSMENT OB 8

organization whose exclusively humanitarian mission is to protect the lives and dignity of the

victims of armed conflict and other situations of violence and to provide them with assistance.

The ICRC also endeavors to prevent suffering by promoting and strengthening humanitarian

law and universal humanitarian principles. The ICRC's Mission Statement (ICRC 2008).

This mission statement is underlining all the shared values of the ICRC world wide with respect

to the practice of the operation in each delegation according to the context, like in Sudan also

these shared values framed with the Headquarter Agreement with singed by the Sudan

government and the ICRC which delegate the ICRC to officially caries operation in Sudan, here

under this model of 7S the implementation of the operations challenged with the local context

and to which limit the ICRC is success in applying the shared values in its place.

5. Style :

Facts:

The style of the ICRC in Sudan is the remote management style where mobile (expat) stays

back at the office and the residence staff (national) do the operation, this modality came into

power after the ICRC did the security and risk analysis and came out to reduce the visibility of

the mobile staff in front line of operation by which apply the security of the staff which is the

highly underlined matter to the ICRC avoiding kidnapping and any other risk of hijacking.

(+) This modality or we call it style drastically reduce the security incidence to the ICRC field

teams and also gave the national staff the trust and motivation to independently carry on

ground operation, also cost wise reduce the staffing of mobile which cost much more than

national staff.

(-) This modality or style is perceived as point needs to be improved that national staff carrying

the operation on the real field endangering themselves and also loosing one principle of the

ICRC which international when a team of same nationally doing the operation also this

modality brought into power for a certain time and certain situation which is not existing any

more.

Recommendations:

This modality of Remote management should be at least revised if not changed

completely with a modality or style goes in parallel with the current changes on

ground.

National staff should have more training in this modality.

Frequent security analysis and should be shared with other sub delegations and

offices.

6. Skills :

The ICRC recruit its staff in the basis of set of professional skills in the normal time, but in the

areas like where its operating in Sudan recruitment takes place either in very rapid deployment

or in areas where there is a shortage in skilled staff. Even there is a clear HR set of skills and

qualifications for each position. In general the ICRC in Sudan have the required skills of the

personnel to do the operation more over to align the personnel with the required skills there

is a continues training program so called CPDP Career Path Development Program , this

program to sharpen the skills and build the capacity of the staff.

(+) The ICRC has a clear set of skills technically and administrative wise and also continues build

the staff capacity by counties training.

(-) The ICRC in the rapid deployment recruit staff with less qualifications and poor skills for the

reason of skilled laboring shortage and sometimes for perception reason.

Recommendations:

Attract skilled staff by good offers, and conducive environment.

Unit 6.2 FINAL ASSESSMENT OB 9

Prepare pool staff in the conflict potential areas. Or in the around the regional

delegations.

Keeping developing the internal learning programs and offering financial support for

development.

7. Staff:

Staffing is the personnel power of the organization which is the real heart of the engine. The

diversity of employees in the organization such as age, gender etc. (Weber 1998).

(+) Staff with different nationalities with diversity in culture still singing one song which is ICRC

mandate.

(-) Culture complication and diversity sometimes brings marginalization.

Recommendation:

Apply the organizational culture and retain the local culture.

Shadow management style internal of the HR readiness.

The Balanced Scorecard Model

“The Balanced Scorecard Model as a carefully selected set of quantifiable measures derived from an

organizations strategy. The measures selected for Scorecard represents a tool for leaders to use in

communicating to employees and external stakeholders the outcomes and performance drivers by

which organization will achieve its mission and strategic objectives “ (Niven 2006).

The Balanced Scorecard Model is a strategic and management tool that used to align the organization

with its mandate and to improve the internal and external communication and monitor the

performance against the strategic goals. Its brought to reality by Dr. Robert Kaplan and Dr. David

Norton, (Balanced Scorecard Institute publications)

This model assume that the organization should be evaluated through four perspectives:

1. The Learning and growth perspective:

Fact: To bring the staff understand the vision and mission statement of the organization

ICRC is highly investing in learning and development in what called the institutional

trainings which go in harmony with the current institution strategy and also there is a huge

program of iDvelop which deals with the personal development of the personnel and

finance it.

(+) This perspective helps the ICRC to retain the staff and helping them to help themselves

and the organization in the other way round.

(-) The staff take the reading for granted and they don’t pay much attention to it. Also

workload will not allow the staff to follow their studies, age wise etc.

Recommendations:

Reserve developmental days off for development.

Growth and development should connect with the annual performance appraisal.

2. Business Process Perspective:

This refers to the internal business process, which highly maintained in the ICRC

particularly in Sudan by which managers will be having a close look into the process and

also satisfy the stakeholders, donors by planning for result (pfr) reporting.

3. The Customer Perspective:

Unit 6.2 FINAL ASSESSMENT OB 10

This perspective much more focusing in customer satisfaction , here in the organization I

work for ICRC there is no profitable trend here our customers are the victims of the armed

conflicts but again they receive services and this needs to be evaluated to their needs and

their feedback in the services and assistance ICRC provides to them. If not to the

expectation this will scratch the image of the institution and might lose humanitarian

ground of service.

4. The Financial Perspective :

Kaplan and Norton gives the this perspective the importance it deserves, financial data is

needed to keep the sustainability of the organization even if its non-profitable

organization, ICRC strictly managed its financial data with the Head of Finance office in

Manila and fled finance administrators.

Diagram (1.2)

Unit 6.2 FINAL ASSESSMENT OB 11

SWOT Analysis

“ A SWOT analysis ( alternatively SWOT matrix) is a structured planning method used to evaluate the

Strength, Weaknesses, Opportunities and Threats involved in a project or in a business venture” (

Wikipedia).

In 1960 s Abert Humphrey became the father of the SWOT analysis tool, its aim to identify the internal

and external factors which will help or hinders the organization to achieve its main objectives.

Internal Factors External Factors

The Strength The Opportunities

Weakness The Threats

The strengths:

ICRC is rooted organization in the field of humanitarian with 150 years.

ICRC has clear mandate with 7 fundamental principles which underlined all the activities.

Very clear structure and skilled staff.

The Weakness:

Lack of skilled staff when needed in remote areas.

Fundamental principals can not work as weapon when not understood.

Slow in responding to the needs.

The Opportunities:

The affected people are still much more to assist and protect.

War and clashes became the sound of expressing the frustration in Africa.

Unit 6.2 FINAL ASSESSMENT OB 12

The Threat:

Kidnapping and Hijacking of the humanitarian workers is in increase.

The humanitarian fund is shrinking.

Bad weather, insects, wild animals in the remote areas.

Looting and banditries.

ICRC SUDAN ORGANIZATIONAL CHART - 2011

Ad=Administrator Ao=AirOps Manager As=Assistant C=Com Delegate Co=Coop Delegate D=Delegate Do=Doctor E=EcoSec Delegate H=Health Delegate HoD- Head of Delegation DHoD- Deputy HoD HoSD- Head of Subdlegation In=Interpreter It=IT Engineer L=Logistician M=Mechanic N=Nutritionist O=Ortho-Prosthetist P=Physiotherapist VFM=Vehicle Fleet Manager W=WatHab Engineer WM=Workshop Manager Manager

Unit 6.2 FINAL ASSESSMENT OB 13

Reference,

https://www.icrc.org/eng/resources/documents/audiovisuals/video/01041b-sudan-lost-in-darfur-

video-2009.htm

www.icrc.org/en/who-we-are/history - The ICRC Official web site https

( Balances Scorecard Institute publications )

(Niven 2006).

http://en.wikipedia.org/wiki/SWOT_analysis

http://business-docs.co.uk/downloads/swot-analysis-template-pack/