Achieving Growth with Goals
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Transcript of Achieving Growth with Goals
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The journey to achieving operational excellence
Achieving Growth with Goals
Matthew Hart @matthewj_hart@betterworks
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70% of today’s workforce is failing to reach their full potential every day. Ideas are relatively easy, but it’s execution that is everything. You need to get the team aligned and ensure they’re working together on the priorities that really matter to the larger goals of the business.
John DoerrGeneral Partner at KPCB
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Business Changes are Heightening Goal Importance
1. Business environments are evolving rapidly
2. Organizations are increasingly transparent
3. Employees are increasingly autonomous
4. Employees are increasingly working in teams
5. Employee engagement is extremely low
6. There is a movement toward quantifying performance
Source: “High-Impact Performance Management Using Goals to Focus the 21st-Century Workforce,” Stacia Sherman Garr / Bersin by Deloitte, December 2014.
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Board of Directors / CEO
Executive Team / Senior Leaders
Business Leaders
Team Managers
Team Leaders
Individual Contributors
An Overview of Traditional Goal Cascading
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SVP
VP
Director
Director
VP
Director
Director
VP
Director
Director
Underlying Assumption of Traditional Approach
Network is much more aligned to the reality of how work is done
Hierarchy… …Not Network
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Senior LeadersRevise their goals throughout the
year
ManagersRevise their goals throughout the
year
EmployeesRevise their goals
in a given year
1 in 2 1 in 3 1 in 5
Employees Fail to Revise Goals at Same Rate that Goals Change
Source: “High-Impact Performance Management Using Goals to Focus the 21st-Century Workforce,” Stacia Sherman Garr / Bersin by Deloitte, December 2014.
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Challenges to Operational Excellence and Employee Engagement
Executives
• Lack of alignment and accountability
• Teams wasting up to 25% on non-critical projects
• Hard to get visibility on problem areas
Individuals
• Feel disengaged and unmotivated
• Busy yet working on the wrong things
• Desire more feedback and recognition
Managers
• Reactive, putting out fires, constant distraction
• Costly communication overhead with Excel, Word, Google Docs
• Lack of tools to drive performance
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Our goal is to drive companies to become operationally excellent and provide powerful
insights about how work gets done.®
7 Steps to Achieving Operational Excellence
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Accountability• Strategic goals set• Goals are
documented
Clarity• Communication• Company goals• Team goals
Alignment• Connectedness• Dashboards
Engagement• Monthly check-ins• Quarterly• Optimize with Goal
Science
Execution & Results• Real-time updates• Progress tracking
Agility• Develop Goal
muscle
Aspiration• Based on pass
accomplishments• Growth mindset
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How High Performing Companies Manage Goals
Open
Transparent and all individuals participate
Aspirational
Stretch goals not tiedto compensation
Frequent
Quarterly and monthly check-ins
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Company Managers understand connections between
corporate priorities
VerticalOf managers can rely on their boss and direct reports
HorizontalOf managers say they can rely on other functions
16% 84% 9%
Goals need to be connected in three ways
Source: “Why Strategy Execution Unravels – and What to Do About It,” Donald Sull, Rebecca Holmes, and Charles Sull / Harvard Business Review, March 2015.
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Goal successMatthews, Gail. "Goals Research Summary." (2013).
No writing
Writing
Writing &sharing
Writing,sharing &feedback
Go
al S
ucc
ess
“The Social Contract”
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Adaptable
High agility orgs:
More likely to capitalize on change
High agility employees:
More likely to be top quartile performers
4.5x 3.5x