That team needs to meet 3-4 hours weekly to work hands-on to execute the plan. The plan should have a maximum of 1-2 strategic objectives annually, 3-5 cross-functional initiatives quarterly, with a clear owner and team. Everybody is busy and doing their best separately, but mediocre results are being delivered– all because the KPIs of the different departments are disconnected from the end-to-end process.ĭismantle failing and outdated approaches Work with the leadership team to identify the cause of the vicious cycle, and create a strategic plan to break through it horizontally. 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 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. 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. This helps to improve performance throughout the whole process, rather than individual functional areas. Identify milestones that the whole organization can monitor Monitor daily milestones across the end-to-end process so the entire organization can understand where the challenges and bottlenecks lie. Split these days over the period of a month. Part Two: The Do's And Don'ts For Days 30-60Ĭollaborate and communicate with managers Gather the leadership team for 5-7 days. If they are only concentrating on delivering in their own area, they are unlikely to know how the enterprise works as a system from end-to-end. Go out and study the end-to-end system for yourself.Īssume knowledge Don't overestimate the understanding of the leadership team. 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.Īct authoritarian Don't ask your leadership team to simply report to you. 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. Part One: The Do's And Don'ts For The First 30 Days
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