![]() For example, a call center has the KPI to respond to customers within two minutes, a sales team's KPI is to focus on new and lucrative customers, while the production team KPI is to shorten lead times. Expect to spend 6-9 days in total to define the challenge and create a strategy around it.Īcknowledge flaws in current systems 99% of the time, the vicious cycle is rooted in the current strategy, KPIs, or process rules. Work with the leadership team to pinpoint one fault or bottleneck that is creating a vicious cycle and preventing optimal performance. Take time to "zoom out" After zooming in on the business process with daily end-to-end planning, it's time to "zoom out" and identify the weaknesses in the system. Part Three: The Do's And Don'ts For Days 60-90 Related: Doing Your Fair Share: Why Leaders Need To Know The Difference Between Delegation And Abdication ![]() ![]() Leaders must be accountable for ensuring the interconnectedness across functions. Rely on organizational structure The traditional business organization chart should be discarded, as it does not reflect the interdependencies needed to function effectively and deliver value to the customer.īuild the accountability from the shop floor Reporting responsibilities should reflect the fact that success is achieved horizontally across an organization. Don't ask the leadership team to focus on efficiency they will only work on their own area and create more waste in the form of queuing orders, lower overall throughput etc. This insight brings a radical change for the first time, leaders understand the need to work horizontally across the business rather than protecting their own vertical functions.įocus on lagging key performance indicators (KPIs) Traditional KPIs can't help to foresee and navigate daily business risks. The visual representation allows managers to see how performance is built upon the interdependencies between functions, rather than a top-down management approach. Implement daily end-to-end performance planning and accountability Conduct a daily 15-30 minutes (virtual or physical) stand-up team meeting around a visual display of the end-to-end business process. Related: Building An Executive Management Team: The How-To This will create the collective knowledge and urgency to change old managerial habits that may have been obstructing optimal performance. Listen to customer calls, read customer messages, and together study the promise-giving moments and the fulfillment milestones. Involve managers in identifying system flaws Invite the leadership team to spend three or four days together in those same settings. Does the team evaluate delivery capacity, its constraints and bottlenecks? Or do they set expectations blindly, because departments work in silos, and don't have full end-to-end information in real time?Įstablish the current customer experience metrics from end-to-end Spend a week gathering data to understand how many customers are waiting for the company to deliver their promises, and how much money is outstanding from unpaid, overdue invoices- for example, late remittances of five days, 15 days, or 30-60 days. Understand how customer promises are delivered Spend another two days exploring what information and criteria are used to deliver customers promises. This should be done in collaboration with the department head, so that they are part of the process, and see the new CEO's interest in creating end-to-end value. Identify where the customers' voice is first heard, and listen to it Whether it's customer services, sales, or the quality department, it's important to start by spending two full days listening to customer calls, reading their emails, and observing sales meetings.
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