150528 pactify -short intro-v1

A new approach to improve impact
and speed of organisations

Today’s organisations are finding it more&more difficult to trigger
the right goal based action in response to increasing complexity
• They become more and more complicated: structures,
KPIs, dashboards, procedures, committees, ….
• Structures cannot avoid escalations, which in their turn
create bottlenecks at the top
• Structures and incentives are fixed and designed “today”,
so not adapted for problems that will hit you “tomorrow”
• Engagement is generally low
-2-
© 2015 Pactify Software. All rights reserved.
Difficult to trigger the right goal
based action, when and where
you need it
Typical issues around responsiveness of organisations
We need something extra beyond structures, incentives, KPI, … as a trigger

It is autonomy and co-operation “beyond” the structures
that is needed, and “appetite for results” triggers it
-3-
To go beyond
what the
organisation,
structures,
incentives, …
prescribe
Autonomy
• Taking control, not waiting
or relying on the minimum
you’re asked to do
• Applying your own
judgement
• NOT by “motivation from the outside”: there
is no structure/ process/ carrot/ stick/ …
possible that
– … makes people apply the right judgment
at the right time
– … allows individual effectiveness and co-
operation, at any time for any problem
• The motivation has to come from the inside:
the activity/ challenge itself.
– People need to WANT to do it and achieve
the target results, enjoy the challenge and
the progress.
– This is the (only) drive that will make them
autonomous and cooperative
• Also: “Appetite for results” or “intrinsic
motivation”
How is it triggeredWhat extra is needed ?
Cooperation
• Team goal before own goal
• Help others become better
• Make tough choices
together, sometimes against
your own goals

Shifting the “appetite for results” down will create the autonomy
and co-operation you need in the group
-4-
The appetite
for results
The appetite is (almost) always here, but
how to get it down ?
Co-operationCo-operation
Autonomy
Co-operation Co-operation
Much more goal based action, in a larger group, focused on the right problems
Much more effective organisational response to outside complexity

Our methodology to trigger more appetite for
results can be applied at 3 different levels
-5-
Project/ portfolio management (with a “PMO+”)
Process management (transversal)
Full re-organisation
A
B
C
Focus of this document
(change/ transformation mgt -
strategy execution - …)

You can create stronger “appetite for results” in a group, by
focusing on 3 key principles
-6-
Define goals so they are
meaningful to you as owner
(or contribute to definition)
Experience making
progress, together
(recognition for doing
something challenging)
Be in control of how to
achieve goals
(not “told how”, or not have an
“own” story at all)
Every participant should be enabled to:
… because that is (scientifically proven) the best way to maximise performance and engagement
• Making people “stick to their project” iso letting it go, using distractions or excuses to o so
• Making them want to succeed much more
• Becoming more autonomous and co-operative (helping the others, making tough choices together)
Convenient consideration: this can be done in a pragmatic, controlled and gradual way
(without having to let go of everything!)
Optionally: be
subject to carrot
&stick motivation
1 2 3

We create a transparent and growing network of goals and actions, where
the 3 principles are permanently at work (I/II)
-7-© 2015 Pactify Software. All rights reserved.
Milestones
Actions
The transformation network
Org.
effectiveness
Strategy
definition
Growth Operational
excellence
1 2 3 4
Im
De
Ju
De
Ju
Im Im
De
Do
Do
Do
Ju
TODAY
PROGRESS
PLAN
“COUPLING”
From objectives/
mandates/ idea’s
… to accepted
projects
GOAL
DESCRIPTION
AND
STRUCTURING
CONCRETE
PROJECTS
(autonomy &
co-operation
at work)
…5
Define goals so they
are meaningful to you as
owner
(or contribute to definition)
Experience that he/she
makes progress,
together with others
Be in control of how
to achieve goals
(not “told how”, or
not have any story at
all)
1
2
3

We create a transparent and growing network of goals and actions,
where the 3 principles are permanently at work (II/II)
-8-
Define goals so
they are meaningful to
you as owner
Experience making
progress, together
achieve goals
1
2
3
We put the 3
rules @ work
in the
network,
through
specific
moderation
and process
• Web platform to anchors all principles for
behavior change more effectively
• The platform takes people away from
constraints (distractions, excuses, …) in the
organisation that prevent goal based action

Define goals so they are
meaningful to you as
owner
Experience making
progress, together
achieve goals
How we put the 3 rules at work: a specific moderation approach
and web platform
-9-
Our
moderation
approach
(“PMO+”)
Run “ideation” meetings:
• Capture issues/ opport.(s)
from within organisation
• Shape target solutions
together (no desk dropping)
‒ Group involved in solving
the problem
‒ Autonomy will transfer to
the one who finds his/ her
solution meaningful
Team facilitation
• Help them to develop and
have an own story
‒ Always and relevant,
adapted to steering input
‒ In full transparency, and
aligned agreements
internally
‒ Recommendation based
1 2 3
Simple,
intuitive web
platform
(where
everyone is
on)
To allow communication
from team to sponsors
• 1 simple language focused
only on goals and actions
• Enabling to let every
participant have his/ her own
story, without “being told”
• Making specific and
transparent agreements for
action in the team
Team facilitation
• Techniques to achieve
“Flow” in execution
‒ Milestone definition and
sequencing
‒ Immediate goal based
feedback
‒ Balancing skill/ difficulty
To monitor portfolio
progress
• Measuring and making all
individual contributions to
the goal fully transparent
• Serving as workflow tool for
team work and steercos
• Optional: gamification
design to fuel focus even
more
To track how idea’s
become projects
• 3 gates: documented,
justified and decided

Implications for the leadership, PMO and consultants
-10-
Present only directions or
unfinished idea’s/
problems
Trigger curiosity in the
teams to refine idea’s into
projects
Don’t: present fully worked
out projects “only to
execute”
Give signal that you expect
them to own and
communicate the approach
at all times
Rather ask than tell how
(regarding the approach)
Help/ guide them based on
their on, first input
Define goals so they
are meaningful to you as
owner
Experience that he/she
makes progress, together
with others
achieve goals
1 2 3
Why ?
The group starts working/
thinking instead of waiting
for you to tell/ do the work
Able to help/ guide more
effectively: based on their
own input (otherwise it is
controlling instead of
helping)
Recognise, appreciate
and share milestone
results
Help to configure actions/
milestones so that
continuous, achievable
progress can be made
Recognition breeds extra
drive to continue
Allowing teams to achieve
continuous progress is a
never ending, joint effort
Autonomy cannot be
transferred when
everything is already
worked out
Role of
leadership,
PMO and
consultants
herein

How it compares to traditional methods …
The goal
setting
-11-
The
execution
Leadership
Teams
Telling how to plan, adjust
and do it
The actual doing
Ask teams how to plan and do it
(guiding if needed)
Team members communicating
how they want to achieve their
objective
Trying to solve problems/
identify opportunities together,
will get autonomy accepted
more effectively
Telling it yourself, not being
told, gives you control, keeps
you alerts& active at all times
Helped by transparency and
feedback, teams develop more
drive for action when they
clearly experience their
progress. It will get noticed
much more clearly as well,
which adds to the drive to
continue.
Common approaches Our approach
Asking is more powerful: puts
the group at work not the leader
How more appetite is
created in the group
Communicating
vessels
(unfortunately)
Cannot be only an intention, needs to get embedded in everyday work
(even every next 5 minutes), so requires a specific (learning) approach

Initial screens: navigation from program to sub-programs and
their sponsor and description
-12-

Subprogram overview: what are projects, what is last achievement,
what is next milestone and recommendation of team ?
-13-

Milestone heat map, per project
-14-

The project section: objective, summary, plan and progress,
budget& impact, attachments, gamification and flow
-15-

Workplace for the teams: the project timeline – add, modify or
change time directly in the graph (clicking, dragging)
-16-

Screenshot – My Progress, emailed weekly
-17-

Screenshot – Flow analysis of all tasks
-18-

Screenshots: “Pact Value” – immediate goal based feedback
system
-19-

150528 pactify -short intro-v1

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