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Blog 6: Tactics determine success

Blog 6: Tactics determine success

Are faulty tactics the cause of the Dutch national team’s early elimination at a final tournament? 17 million coaches have their take on that. Tactics are super important. Do we play with the point forward? When do we put pressure? How do you play the ball in and will it be 4-3-3 or 5-3-2. Looking closer at tactics, it’s actually a set of agreements within the team about how to play together. Looking at the scoreboard doesn’t win the game. Playing well together does.

How good is your tactic?

In organisations, it is no different. But how good are your tactics? We hear you thinking about tactics. Yes indeed tactics. Every organisation has tactics. We just call it something else: processes. How have you set up your processes? Half of the organisation often quits. Processes are boring, bureaucratic and complex. And this is certainly true in part. Organisations lay out these processes with unnecessary complexity. Swimming-lanes, flow charts and an unnecessary number of symbols mean that many employees do not bother to make sense of processes. A common comment is, “I’ll just ask a colleague, who also knows eighty percent of it.” Or in soccer terms, “I’ll see how we’re going to play the game.”

Organisations invest a lot in capturing processes. The above reasons indicate that usage can and even should be more optimal. Sometimes we even see that the same processes are recorded more than once for different reasons. For ISO we do it this way and for IFRS it should be this way. That does not seem logical.

Most organisations capture processes from the function. This is easy to find out by asking what processes are captured. If the answer is ”sales processes”, ”purchasing processes” or ”production processes”, then you immediately know what time it is. We call this compartmentalized thinking, including processes.

Employees do their best, but give their own interpretation to what is going to be delivered.

Peter Geelen – IPM Partners

Customer chains as the basis for your tactics

Our advice is to start from the same iPM customer chains. In the previous blog, we explained what customer chains are. These customer chains contain all the handover moments. This is important because eighty percent goes wrong in these handover moments. This is no different in soccer. Most ball loss happens during the transfer. It is the same in organisations. What exactly gets transferred to the next link in the chain? That is often not clear. The result: employees do their best, but give their own interpretation of what is delivered. ‘It’s in the system, so the next department can get on with this, I guess’.

How great would it be if the tactics (processes) in your organization were clear and integral? This would ensure that the customer’s request is fully covered. By displaying the processes in a simple and playful manner, where everyone can indicate whether they understand and master the tactics, the circle is complete. Even newcomers can quickly demonstrate their ability to contribute and understand how things work within your organization.

The language and the tool of tactic

To achieve this, it is important to have your tool and language for your processes clear. But how do you make your tactics easily communicable? Within iPM, we keep it simple. We give you some highlights. For language, we bring customer chains into view at different levels of abstraction. At the highest level, we have the customer chain, which can be broken down into three levels. This is similar to Google Maps, where you can zoom in from countries to cities and roads. On these three levels, we use arrows and blocks to visualize the process. We draw diagrams from left to right, (as we also read a book). In fact, the collaboration becomes visible within these three levels. All transfer moments become clear and it is evident what a department does to deliver the (partial) products or services. At the fourth and lowest level, the actual action becomes visible. The preferred way to communicate instructions and work agreements is through film. Especially the new generation finds this more enjoyable than reading extensive documents or printscreens. Present this by using videos. 

Drawing up an organization’s tactics in this way creates a set of agreements on how the organization works in the chain. It is up to the participants who operates in this chain to get the tactics to Champions Leaque level, possibly under the guidance of a coach. We will explain in follow-up blogs what set-up of a KPI structure and performance dialogue you need to make it work well.

Now that the tactics are known, it is desirable that they are easily accessible (tool). This is where the shoe pinches. Loose documents on a hard disk will not achieve the desired effect that is needed. The same applies for many BPM tools that are available. The iPM tool APPeL will bring your processes to life. Information is personalized, employees receive a notification when something has changed, and they indicate whether they have read and understood these changes. This includes, among other things, work instructions, templates, price lists, work agreements, or customer interaction documents. Using the right tool and language to visualize customer chains helps organizations move forward. We have now reached a point with iPM where the organization has clearly chosen iPM. The limited set of goals creates focus. Customer chains and ownership have been determined and there are clear tactics on how the chain can be implemented.  It’s time for a scoreboard (KPIs) to know if the tactics are working and the goals are being met. Before we do that, we would like to explain the difference between customer chains and customer journeys in the next blog. 

The 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 of iPM with our clients. Questions about the setup and organization of iPM, as well as the best implementation approach, will be addressed. The following topics will be covered:

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? Contact us!

We outline what we often see in the traditionally driven organisation 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 further!

Back to the overview

Winning with the right KPIs

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

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