Business Process Technology: Creating and Sustaining a High Performance Organization through Accountability. Paul Campbell Wednesday, March 29, 2017

Transcription

1 Business Process Technology: Creating and Sustaining a High Performance Organization through Accountability Paul Campbell Wednesday, March 29, 2017

2 International consulting firm specializing in driving Business Acumen and Execution Systems through Team and Leadership Development Curriculums Industry Leader of Dashboard/Scorecard Business Intelligence Software and Training

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4 CURRENT STATE OF BUSINESS: 30% of employees are engaged 50% of employees are not engaged 20% of employees are actively disengaged 95% of typical workforce does not understand its organizations' strategy 49% of business leaders do not understand the level of employee engagement *Source: Balance Scorecard Collaborative & MidllandHR and Q12 Gallup Survey

5 WHY IS EMPLOYEE ENGAGEMENT IMPORTANT? Studies show: highly engaged employees outperform their peers by as much as 28 percent. highly engaged employees have 50 percent fewer accidents, 41 percent fewer quality defects and incur less healthcare costs. organizations with low employee engagement saw an average decline in operating income of more than 32 percent. *Source - Towers Perrin Global Workforce Study High Engagement = High Performance

6 What is Powering Performance in Your Organization Today?

7 Most leaders feel overwhelmingly accountable for results, yet struggle with driving the same degree of engagement throughout the team Metrics created in silos, plastered on bulletin boards and populated by nonstakeholders Leaders tend to drive engagement and interest, through Proximity, Position, and powers of Persuasion

8 You might be a Three P Leader if 1. You spend 40% of your time Running the Business and 60% of your time Fighting Fires within the Business 2. You PUSH OUT Continuous Improvement (CI) Tools and then find yourself saying Now, go find a problem so you can use the tools! 3. You are on vacation, traveling, attending a conference and your team cancels your weekly staff and business meetings 4. You love to put the red cape on and save the day after all, isn t that why you got the job?!? 5. Your town hall meetings feel like a monologue, not a dialogue

9 NON-NEGOTIABLE PROCESSES Until we as leaders create the necessary acumen and execution systems required to Run the Business, we will never be able to truly spend the time required to Transform the Business

10 Building the foundation for change BUSINESS WORK LEVEL

11 CONNECTIVITY PROCESS A BUSINESS SCORECARD SYSTEM

12 A Business Scorecard = Connectivity BUSINESS SCORECARD: A simple and concise tracking tool designed to create a common business language throughout an organization: ARE WE WINNING OR LOSING?

13 A culture of Sustainable Connectivity must have the following: 1. Scorecards are used to Educate, Facilitate, and Motivate 2. Scorecards are Active Positioning Devices not Passive Reports 3. Scorecards are electronically linked through a visible and auditable process Single Source of Truth 4. Every team has the capacity to answer the question of Are we Winning or Losing?

14 CONSISTENCY PROCESS AN ACCOUNTABILITY SYSTEM

15 Business Process Technology: Creating and Sustaining An Action Register = Consistency ACTION REGISTER: An accountability tool designed to document critical tasks, ownership responsibilities, and target dates. HOW ARE YOU MOVING THE BUSINESS FORWARD?

16 Accountability Analysis NAME # of Actions Taken # of Actions Completed Value of Actions to the Business Frank Anna Debra Adam Patricia Gwen John Past Due Upcoming Future Closed Past Due Upcoming Future Closed Overall Metric Performance Linda Value Key: 1 - Low; 2 - Medium; 3 - High Red Yellow Green

17 A culture of Sustainable Consistency must have the following: 1. Accountability is Visible and Personal, not Conceptual 2. Accountability is defined as Doing versus Feeling 3. A process exists to Measure Engagement 4. Collective Accountability versus Selective Engagement powers the business 5. Serves as the foundation to transforming a culture by honoring our commitments

18 CLARITY PROCESS A COMMUNICATION SYSTEM

19 WHAT DOES YOUR COMMUNICATION BOARD SAY? OPPORTUNITYISNOWHERE!! OPPORTUNITY IS NOWHERE!! Or OPPORTUNITY IS NOW HERE!!

20 A culture of Sustainable Clarity must have the following: 1. An organization that understands the difference between Advertising vs. Communicating 2. Meetings are viewed as the Enabler of, rather than an Addition to the business 3. A robust process, powered by the Scorecard, that serves to move the business forward on a seven day cycle and shares information across the organization on a consistent basis.

21 Summary To what degree does Proximity, Persuasion, and Positional authority power your business? Passive Reports or Active Positioning Devices Which best describes your metrics and goals? Selective Engagement or Collective Accountability Have you engaged your collective organization? Communication vs. Advertising Which is more prevalent in your enterprise? What will your Leadership Legacy look like? Dependency or Accountability? Can people within your organization answer the question of Are we winning or losing?

22 Questions

23 For more information on developing a Business Process System: Visit us at: Contact us at: info@csipbl.com

24 Thank You!