IS / measuring emergent strategy

The ISS Triangle, reallyBiz strategy

IS strategyOrg’l strategy

Biz strategy

IS strategyOrg’l strategy

Biz strategy

Org’l strategy IS strategy

analysis Implementation

IS strategy / Biz strategy

Biz strategy

Org’l strategy IS strategy

Implementation

not our problem

Today + next week

In 2 weeks

trivial

What is the main challenge?

Biz strategy

Org’l strategy IS strategy

Implementation

Measurement!

Simple enough so that we can understand complex processes

Thorough enough so that we can see what others seek to hide

Can you make it simpler?

! ? ??

The bureaucratic pull over DSMsDesk Sales teams had to hit multiple targets

! Sales- Target for individual sales ($350,000/DSP) - {40% if bonus}- Target for involved sales ($200,000/DSP) - {20% of bonus}

! Saleswork - {20% of bonus}*- Target for calls to customers (7/DSP)- Target for salesplans (all records)- Target for Siebel errors (zero)

DeskSales GM committed to stretch targets - 6% extra sales, in a flat revenue period - 8 months to achieve sales target - Calls to customers on holidays / sickness / training - Salesplans and no Siebel errors for past two years of sales

* The remaining 20% bonus was paid if the target for the account was met

Desk Salespeople interpreted: - themselves as lacking sales experience

- Desk Salespeople were mostly out of high school- Those Desk Salespeople that had work experience had worked in call

centers (e.g. 911 or 411)- their customers’ buying progress as too complex- Even simple products were too complex to sell over the phone- Customers’ buying process was too political

DeskSalespeople had a difficult relationship with field salespeople - Field salespeople were gatekeepers to customers - Field salespeople saw their customers as their own - Field salespeople were scarred from interference from E-Tel units - Field salespeople saw desk salespeople as taking their slack

IT and the DSMs’ dilemma

Upper-level managers used Siebel summaries for supervision! Performance = Performance in Siebel

- Desk Salespeople sales targets = reporting sales in Siebel- Desk Salespeople saleswork targets = reporting calls and doing salesplans in Siebel

! Supervising summaries, not details - Upper-level managers received MS PowerPoint reports from GMs- Upper-level managers did not check reports (when relating to GMs)- Upper-level managers used these reports for their own purposes

Siebel was used as a self-entry system

- Desk Salespeople had to enter their own sales and saleswork - Desk Sales Managers compiled reports but did not check data - Upper-level managers interpreted Siebel data as the automatic

outcome of DSPs work

The workings of a manual information system

Assignment

"Measurements for a desk sales manager

"4 continuous indicators and 4 warning lights

How about hidden information?

*the* source of hidden

information

How do you find out?

Roles in networks

"Central connectors

"Information brokers

"Boundary spanners

"Peripheral specialists

Central connectors

"Central source of resources

"Informal leadership

"Repository of tacit knowledge

Information brokers

"Potencial structural holes (arbitrage)

"Keep the network together

"Large risks if lost

Boundary spanners

#Contacts outside the network

#Ambassadors

#Competitive insights and innovation

Peripheral specialists

"Only a few contacts in the network

"Specialized knowledge

"Danger of inclusion

Individuals: Critical success factors

" Incorporate a variety of contacts#The danger of homophily

" Incorporate a variety of ties#The strength of weak ties

" Incorporate connections to multiple networks

Network development tactics

Proactivity

Widen variety of contacts and ties

Create value to the networkHave something to giveWait for reciprocityGive to the network, not to individuals

Think long termBuild relationships before you need them

Avoid dependence on a mentor

Managers: What to do with the network?

" Show the network

#Information

#Advice

#Friendship

" ‘Optimize’ the network

#Establish connections

#Cover structural holes

#Motivate and train roles

IS strategy --> Biz strategy

Biz strategy

Org’l strategy IS strategy

Implementation

simplemeasurements

Surfacing secrets