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Blog 10: Do you also steer on 3 levels?
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Blog 10: Do you also steer on 3 levels?

This week, the chain meeting was scheduled for the first time. New since the implementation of iPM. There was a lot of enthusiasm for this start. The first session was on Monday morning at 8:30. The need became clear during the introductions. All links in the chain were represented, and during the first round, the internal sales representative said to the planner, “You’re the one doing the planning, right? I’ve been working here for 2 years, and I know you from email.”

Can you imagine it in soccer when the striker says to the left fielder, ”I know you from TV. Just shoot that ball and I’ll see if I can do something with it”. And yet this does happen in organizations. Links in chains that must deliver the performance together are not automatically talking with each other. With the establishment of iPM it is therefore essential that the design of the meeting structure / management is adjusted accordingly. Successful cooperation in customer chains is done by evaluating and learning from performance together, in order to continuously improve the tactics and/or cooperation.

Therefore, the layout of the control is derived from the figure below.

Hierarchy is subordinate to the chain. In this regard, the following factors are relevant:

  • A chain meeting is added to the meeting structure. Most organizations have a meeting structure that is derived from the organizational structure and consists of 2 levels: departmental meetings and management team meetings. In an iPM-driven organization, the chain meeting is added in between.
  • All links in the chain are represented in a chain conversation where the focus lies on customer value, internal value and looking with each other at how collaboration and performance can be improved.
  • All meetings, which we usually call performance dialogues, are connected. So no loose meetings in MS Teams, but really connected because (1) the KPI structure by its cause-effect relationships enforces this coherence and (2) participants at every level are connected via a linking pin principle.
  • The frequency of performance dialogues depends on the rhythm of the process / chain.

Performance dialogues follow a certain structure / agenda, where we don’t look at charts but rather how the team works together around business relevant questions. In the next blog we will explain how that works. Within iPM we can track the progress of these performance dialogues in APPeL. Even if you are not a participant, you know what is going on in other teams, oversee the performance and it is clear what improvement actions or projects are ongoing.

The iPM implementation approach

We would like to take you along in the coming weeks with the questions and changes we encounter in practice during the implementation. Want to learn more about how to manage KPIs across different organizational levels? Read about it in our next blog.

Introduction of iPM

  1. From planning & control to iPM
  2. Ready for take-off
  3. Setting the right targets
  4. Which customer chains does my organisation have
  5. Division of roles: hierarchy versus chain
  6. Tactics of the chain in focus
  7. Customer journey versus customer
  8. How to determine the right KPIs
  9. Getting your KPIs right in 10 days
  10. Consultation structure in iPM organization
  11. Effective performance dialogue and the usefulness of BRV
  12. Leader and team development
  13. Encouragement as a style to get more out of teams
  14. iPM in complex organizations
  15. Tips for implementation

Curious? Get in touch with us!

We outline what we often see in the traditionally driven organization and outline what that looks like when you apply iPM. Want to know more about healthy performance management? We lard that with situations and examples we find in practice. Contact us and we will help your organization move forward!

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