Praxis approach for Permanent Residency DSU

1. Build
a. Baselining

i. Assess current organizational structure to identify existing processes and structures

ii. Gather feedback from stakeholders on the overall vision, strategy, and guiding
principles along with the need for DSU and expected outcomes from the unit
iii. Define strategic goals: Define the organization's core values that will guide the
operating model

b. Benchmarking

i. Identify benchmarking partners: Select appropriate benchmarking partners that are

comparable to the organization in terms of size, industry, etc
ii. Conduct benchmarking research: Gather and analyze data on the performance of
benchmarking partners' operating models and functioning
iii. List down industry best practices

c. Design Principles

i. Establish guiding principles: Define a set of guiding principles that will inform the
design of the new operating model
ii. Incorporate industry best practices and proven methodologies into the operating
model design

d. High-Level Options

i. Develop high-level operating model options: Generate distinct operating model

options that represent different approaches to achieving the organization's goals
ii. Evaluate options against predefined criteria: Assess against predefined criteria, such
as efficiency, effectiveness, cost, alignment with strategy, and adaptability
iii. Analyze pros and cons: Identify the pros and cons of each option, considering the
trade-offs between different criteria

e. Operating Model Design and Detailing

i. Identify core functions: Define the organization's core functions, which are the
essential activities that contribute to the creation and delivery of value to customers
ii. Align functions with strategy: Ensure that the organization's functions are aligned
with its strategic goals and objectives
 iii. Design organizational structure: Design the organizational structure that will support
the implementation of the new operating model, including departments, reporting
relationships, and decision-making hierarchies
iv. Define job descriptions (JDs): Develop detailed job descriptions for each role within
the new operating model, specifying responsibilities, skills, and qualifications
v. Develop detailed process flows for each key business process, including
steps, inputs, outputs, and decision points
vi. Define performance metrics that align with the organization's strategic goals and
measure the effectiveness
vii. Establish decision-making hierarchies and reporting relationships to ensure
accountability and alignment

f. Interactions

i. Map process interactions: Identify and map the interactions between different
processes within the organization
ii. Analyze interdependencies: Assess the interdependencies between processes to
identify potential bottlenecks or areas for improvement
iii. Optimize interaction points: Streamline and optimize interactions between processes
to enhance efficiency and reduce handoffs

2. Operate

a. Create Process Optimization: Collaborate with existing teams to review and optimize current
processes for efficiency
b. Standardization: Develop and maintain comprehensive documentation for consistency
c. Change Management: Address concerns and facilitate a smooth transition

3. Transfer

a. Create SOPs and conduct training sessions for employees to introduce them to the new
processes, systems, and expectations
b. Provide ongoing support and guidance to employees as they adapt to the new operating
model