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5 reasons to align goals and objectives across teams with a single view

image credit: Paid for by Dusk Mobile, sourced from Shutterstock

To achieve operational excellence and deliver benefits to your business, aligning the goals and objectives of your teams is a fundamental foundation. Your business likely already has Core Values, a Mission Statement and Vision. Perhaps your customer service department run regular events to remind your teams of these or you have company merchandise regularly distributed.

 

This is a great start but how can you provide your teams with the tools and capabilities they need to execute on these goals and objectives? Here I look at 5 areas to execute on this for your organisation.

 

1. Understand your business process end to end

 

Select a simple process and map the journey. What are the touch points with external parties including customers and suppliers? Then look at the internal departments that are involved in the process. Look at the interactions including people and technology. Starting with a simple process increases the likelihood of achieving the objective, which in turn breeds momentum.

 

2. Break down organizational silos

 

This can be easier said than done and is why achieving step 1 is so important. What other work is performed by each department or business unit identified previously. Knowing this and the priority of the mapped process, will have an influence on the outcome. Having the visibility of work across the business process is important to aligning goals and objectives.

 

How are your organizational KPI’s defined for each department and are there are any potential conflicts within those departments or with their leadership?

 

Different examples could include:

  • Measurement on resolution of the item
  • Measurement on NPS
  • Measurement on expanding your broader business offering to the customer
  • Measurement on availability or uptime

 

Real example – A Dusk Mobile customer received requests for infrastructure installations from their customer. This represented net new revenue, a KPI for the team receiving the request and their Business Development Managers. However, the process interacted with Finance, Design and the Engineering department also. Finance had this process as a priority but Design and Engineering did not. Digging deeper, Design and Engineering had KPI’s on availability and uptime, which drove the priorities of their work. This made sense many years ago but in a more competitive landscape, these need to be adjusted, which in turn they were.

 

3. Make technology part of the process

 

Once the process and the people part has been understood and aligned, introducing change through technology comes into play. Selecting a platform that can be rolled out as each new process is mapped, understood and aligned is the next stage. A collaborative work management platform provides a single pane of glass view into your existing systems.

 

A platform that is intuitive for your users including internal staff, suppliers and customers will all the momentum to continue. A platform that provides each party with the information they need with minimal training should be selected. A platform that adapts to your business processes and not a vendor dictated roadmap that restricts your business.

 

A technology solution that unites provides visibility into each area of the process and ensures your staff members can take time off unencumbered. In the past paper may have sat on a staff members desk or with a supplier, causing hours of chasing or rework. By using technology as the enabler, other team members or parties have the visibility and can take action accordingly.

 

4. Continuous improvement

 

With any process and technology change, there is opportunity to continuously improve. Your customers may expect more and your internal teams may have better ideas. Perhaps your suppliers want to deliver greater value to your business by interfacing to their systems.

 

To allow for this, provide feedback mechanisms such as including short customer surveys that are mobile rendered and incorporate that feedback. A good way to do this is by providing the opportunity for improvements to be voted up or down and bring your end to end process community together through collaboration.

 

Delivering on this continuous improvement feedback must be emphasized to keep engagement up and momentum across your business.

 

5. Improved Service Delivery and Business Performance

 

When business units and teams are aligned, service delivery improves. This in turn has a multiplier effect on business performance. Moral is lifted with more people having a voice and being heard. Favourable conversations are had about what is working and not just what is not working.

 

In a large organisation it can be challenging to unite the many moving parts across business processes. If each role can see how they are shaping the business and the effect of their work, no matter how small it goes a long way to creating a culture of “can do”.

 

We advocate incremental change and partnering with a vendor who is going to walk the journey with your business to deliver on aligning your goals and objectives. As processes are tackled that are more challenging, the pace may need to be adjusted accordingly, which a good collaborative work management vendor will do for you.

Alan King's picture

Thank Alan for the Post!

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Discussions

Matt Chester's picture
Matt Chester on Feb 10, 2020 1:50 pm GMT

A platform that is intuitive for your users including internal staff, suppliers and customers will all the momentum to continue. A platform that provides each party with the information they need with minimal training should be selected. A platform that adapts to your business processes and not a vendor dictated roadmap that restricts your business.

This point seems poignant. In particular, it seems important to think of the technology side of things from the beginning rather than as an afterthought-- shoehorning tech solutions into processes already set up for customers, workforces, etc. can be a struggle, but when those processes were created with the technology in mind then a lot more benefits can be gained through that seamless integration. 

Alan King's picture
Alan King on Feb 10, 2020 8:45 pm GMT

Agree with your thoughts Matt and thanks for the comment! Reviewing, re-engineering and optimising processes ahead of introducing technology should certainly still be undertaken but adversely impacting business processes is a big no. It's a trap many unknowlingly commit to when introducing a new technology solution as it may not appear for 6-12 months after the technology introduction, when the business tries to modify the process again and is constrained by the technology.

In today's age, there are choices out there for organisations with more flexible technology solutions in the market. 

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