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Blog 2: Ready for take-off!
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Blog 2: Ready for take-off!

I still have to do my groceries and the dirty laundry later. I want my hair to be green, but that can only happen tomorrow. So much to do, I still have so much to do. Perhaps you’re familiar with it. The song by Toontje Lager from the 1980s. It remains relevant even today. The tyranny of the urgent prevails. Even at work. The consequence: attention is focused on short-term matters. The long-term solution fades into the background.

This delusion of the day is largely caused by poor cooperation in the chain. Transfers go wrong and a lot of time is lost because of extra actions or recovery time. Is this intentional? Certainly not. The control system is set up in such a way that every department has to go for its own results. Decisions, processes and behaviour are thus geared to departmental interests. The result is poor cooperation between all the links in the chain.

Fortunately, more and more organizations are becoming aware of the fact that the way in which the management is set up is to blame for ‘the delusion of the day’, and they are prepared to invest in a different way of working (together): Integrated Performance Management (iPM). iPM is a structural solution. A solution that allows organizations to work together better through the eyes of their customers. The delusion of the day decreases and room is created for other things, which increases innovation and creativity. iPM is not a quick fix, but a structural solution. It is a new way of working that is reflected in how KPIs are set up, how a meeting structure is set up and how leaders manage their teams.

Put on your green glasses for a change!

An important step in the preparation is to consciously look at yourself and your surroundings in a positive and appreciative way. And that includes identifying things that you already see going well. So: put on your green glasses. It helps enormously if you look at yourself and your surroundings with appreciation. It recharges you, opens your mind, makes you more self-aware and allows your creativity to flourish. Having management teams or a leading coalition name passions and pride gives a boost!

Intrinsic motivation is much more durable than extrinsic motivation. Therefore, right from the preparation stage, it is crucial to undertake action on the basis of shared wishes, values and enthusiasm. This increases the mutual connection and also the likelihood of persevering.

For every organization, there are different aspects that require attention in the preparation. The more project-related questions such as scope, participants and planning are of course important. But there is more. Our experience shows that it pays to ask questions that make managers and employees more aware of the why and that strengthen the mutual connection. This enables them to say with force: we are ready!

The knowledge and competences gained will be continuously utilized and enriched.

Peter Geelen – iPM Partners

The 5 basic questions

Can any organization just start using iPM? We are asked this question regularly. We have 5 important questions which test whether you are ready to start:

1. What are your organization’s ambitions?

You have set objectives for your organization. Often, these objectives are based on the results of the previous year, on the basis of which you look ahead to the coming year. The objectives, both quantitative and qualitative, are derived from the strategy. But how is this strategy linked to the very highest level, your ambitions? If you and your organization think about pursuing those ambitions, what dream is behind them? And if you then translate this into strategy and objectives, are these in line with this dream? Will you use them to create impact for your employees and your customers? These are the basic questions that represent the foundation of your organization. After all, you want to distinguish yourself from other companies, be more agile as an organization and at the same time do the very best for your customers. By answering these questions, you lay the foundation for realizing your ambitions.

2. How strong is your organization’s narrative?

Why? This is an important question to explore together. What narrative is attached to it and does it help you understand what you want to achieve and why? A narrative in which everyone can explain in their own words what the organisation stands for, where it wants to go and how the ambitions will be achieved.

Do you see the coming period as a kind of sailing trip, in which you gradually make discoveries and adjust your course to find the best way to the final goal? Or do you see it more as a journey, where everything is predetermined, translated into a planning, milestones and role division? Both roads can lead to Rome, but it is nice if it is clear to every employee how the final destination will be reached.

3. In which learning mode does your organization find itself?

A conscious choice for chain control and chain cooperation is a choice for a renewed and sustainable way of cooperating through the eyes of your customer. It is a learning process. The knowledge and competences acquired will be continuously used and enriched. It is a good idea to make choices right from the start about how you can secure and continue to develop all that you have learned.

The key here is, on the one hand, to stimulate learning within your organization. This can be achieved by exchanging experiences and best practices, but certainly also with others outside your organization. On the other hand, knowledge management is crucial, with well-documented materials and efficient accessibility.

4. How aware is your organization of potentially major “distractions”?

Focus and prioritize. Through smart programming, other planned organizational developments can be strengthened. Your organization knows better where it stands and what it can expect. It creates a collective focus and discipline to finish things well before starting on the next initiative. An appropriate and flexible implementation plan takes into account the context of your organization and how it can most effectively organise its journey. In it, the inner compass is made clear and elaborated in a mission, guiding principles and core values. These are reference points that help you to continuously assess whether your organization is on course to achieve the desired end result.

5. Can your MT say YES?

Take the time to stand together at the starting line. Share images and stories about how everyone envisions the desired situation and what role the management will play in it. Create full commitment from the Management Team, whereby wishes are expressed and concerns are turned into conditions for success.

These 5 questions help to consciously assess whether your organization is ready for iPM.

iPM Readiness

Are you ready for iPM? Ready to take off?

To get answers to these questions, we take the time to connect and become aware of what your organisation really values and what is needed for success. Through a number of inspiring sessions, the wearing of green glasses and an iPM readiness scan, we help organisations in their preparation to ultimately be able to jointly and consciously say: we are ready!   

In the coming weeks, we will take you through the questions and changes that we encounter in practice during the implementation of iPM at our clients. Questions about the design and set-up of iPM, but also about the best implementation approach. Next time, the focus will be on ”setting the right targets”:

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 chains
  8. How to determine the right KPIs
  9. Getting your KPIs right in 10 days
  10. Consultation structure in iPM organisation
  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 observe in the traditionally managed organization and illustrate how it looks when applying iPM. We lard that with situations and examples we encounter in practice. Every week we post the next part. Don’t want to miss anything? Follow us on LinkedIn and Facebook.

Back to the overview

Winning with the right KPIs

From strategy to execution: how performance indicators can help your company.

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