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Introduction of iPM Partners
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Introduction of iPM Partners

In the early 1980s, large multinational companies were equipped with impressive computer centers. Philips, too, had such a remarkable computer center set up. Upon entering, you immediately got the feeling as if a rocket launch could take place at any moment. Hundreds of screens at different heights were used to monitor and control the automated processes of this giant, which had over 450,000 employees at that time. Large IBM mainframe systems with operating systems such as MVS370, VM370, or UNIX were deployed. These operating systems ensured that all applications could execute their processes by fairly distributing computer time and memory.

The performance management structure for effective collaboration

The same applies to organizations. The management devises an operating system (or performance management structure) to ensure effective collaboration among all employees and departments and to achieve organizational goals. For most organizations, the organizational chart is central to this management approach. It is a “vehicle” that was conceived even before IBM mainframes and is still considered the “holy grail” for almost all managers when it comes to organizing organizations, clarifying accountability, assigning tasks, monitoring performance, and making necessary adjustments.

Integral performance management – The iPM Method

But is the organizational chart truly the best operating system for organizations? We can give you a direct answer: no. Performance is not delivered within boxes. Performance is delivered by enabling excellent collaboration among the boxes (or departments). That’s how you create the most value for your customers and yourself. So why introduce an operating system that places so much importance on departments? That’s a question we at iPM Partners have always asked ourselves.

This has been the reason why we developed a different method (operating system) for organizations: Integrated Performance Management (iPM). In this method, we prioritize customer chains instead of the organizational chart. Customer chains are processes that start with the customer’s needs and end once those needs are fulfilled. It connects all departments and aligns them with the expectations of both customers and the organization. The customer can take various forms: consumer, client, student, resident, patient, etc. Every organization has customer chains, but they often go unnoticed. As a consequence, they are not integrated into the management of organizations, even though everyone knows that performance truly improves when all departments collaborate effectively within the customer chain.

iPM for all types of organizations

The iPM method has been in existence for over 15 years now, and many organizations have already been benefiting from its advantages. Examples include organizations in the public domain such as government institutions, healthcare, educational institutions, social services, housing corporations, as well as companies ranging from scale-ups to large multinational corporations, family businesses, and publicly listed organizations, both nationally and internationally. The iPM method is applied to enhance collaboration within organizational chains, even in societal challenges where a network of organizations delivers value. The world’s most successful organizations utilize our performance management method.

The goal of iPM

We continue to strive to make the iPM method known to more and more organizations! Our mission is to enable organizations to collaborate better through the eyes of their customers. How wonderful would it be if all organizations that truly prioritize the customer place customer chains at the center of their management. This would mean the end of strategy deployment where goals from the management team are cascaded functionally, following the organizational chart, down to the work floor. It also means putting an end to the most common undesirable effect: silo mentality. Departments no longer blame each other when things go wrong. On the contrary, the service level to customers increases. The principles behind our iPM method are so powerful that, as far as we are concerned, every organization should make use of them. We would be happy to connect you with the organizations that have embraced our approach if you are curious. Alternatively, you can read on our website about the experiences of our customers. They have learned to subordinate hierarchy to customer chains. So, not only does the customer come first on their website, but also in their management practices. This means a different approach to strategy deployment, process design, task and responsibility allocation, KPI development, visualization, and utilization, meeting structure, performance dialogues, encouraging collaboration among leaders and teams, continuous learning and development of the organization, and more.

With an inspiration session, you will make progress

During our inspiration sessions for performance management, the management team becomes enthusiastic and is willing to embrace this new approach. “When you explain it like that, I get incredibly excited about the opportunities I see to better serve the customer!” “I recognize the silo mentality, and I can easily think of several examples within our organization.” What a beautiful and fresh way to look at our performance! These are just some of the comments regularly made by members of the management team during such initial introductions. Indeed, the method is not complex. That is also the strength of the method. However, we also observe that during the implementation, various questions arise in order to truly embrace the new thinking and way of working. Making hierarchy subordinate to customer chains is not just a matter of changing structure but also requires the development of different competencies and a change in behavior. It is a learning journey that, with proper guidance, leads to lasting change in performance management.

The implementation approach of iPM

In the coming weeks, we would like to take you through the questions and changes we encounter in practice during the implementation of iPM at our clients. Questions about the design and layout of iPM, but also about the best implementation approach. To be discussed:

  1. From Planning and Control to iPM
  2. Ready for take-off
  3. Setting the right targets
  4. Which customer chains does my organization 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. Consultation structure in iPM organization
  10. Effective performance dialogue and the usefulness of business relevant questions (BRQ)
  11. Leader and team development
  12. Encouragement as a style to get more out of teams
  13. The power of encouragement
  14. iPM in complex organizations
  15. Tips for implementation

Curious? Get in touch with us!

We outline what we often see in the traditionally controlled organization and indicate what that looks like when you apply iPM. Want to know more about healthy performance management? We illustrate this with situations and examples we encounter in daily practice. Contact us and we will assist your organization further!

Back to the overview

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