Introduction to Pactify - a web based cooperation platform

AGENDA
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© 2013 Pactify Software. All rights reserved.
•Positioning
•On progressively increasing autonomy and co-operation
•Our “immediate, goal based feedback system” – PACT-ify / Pact Value
•Screenshots

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Pactify is a methodology to support cross-company transformation initiatives
•1 dedicated platform for the program
–Simple to use (to max adoption& involvement)
–Transparent (trough all the layers …)
•Guiding teams in developing their
–Objective
–Approach
•… and planning and tracking “the essence of what ties them together”:
–Milestones
–Actions
–Target impact
•… even with the different entities each having own, different, “vertical” tracking approaches and methods

Initiatives can be flexibly structured and structure itself can be expanded on the go
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Sub-program / taskforce 1
Program 1
Projects/ initiatives
TODAY
Do
J
De
I
“
“
Program 2 …

All initiatives go trough planning and execution tracking of gates, milestones, actions and impacts
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TODAY
Do
J
De
Im
KPI impacts
4 stages:
•Documented
•Justified
•Decided
•Implemented
1
2
3
4
The 4 components of an initiative/ project:
Actions/ decisions (to achieve the stages and milestones)
Specific milestones (deliverables, required interim results)
To go from idea to a project
Updated forecast date (along the way)
1
2
For each item has:
A status
•On track
•Delayed
•Off track
•Done/ Achieved
3
For impacts : re-forecast impact (per month)
Name, owner, target date (“stick in the ground”)
4
The actual execution of a project
time
Pilot successful
Pilot prepared

AGENDA
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•Positioning
•Screenshots

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Autonomy and co-operation are critical success factors for implementing cross-company transformation initiatives
•Addressing complex, strategic issues
–Today’s strategic issues require great idea’s, effective implementation, delivered faster and faster
Characteristics of these initiatives
•Autonomy of participants
–Enables mindset to cope with complexity and better adopt required skills
–If forced, people don’t produce the required solutions
Key requirements for success
•Across multiple org entities, where team work is not “a given”
–Strategy always involves more than 1 entity (by def)
–Teams not familiar with each other, no direct incentive, different styles, methods, hierarchy, …
•Make the co-operation really work
–Motivated by the team and common goal itself
–All become 1, helping each other

We distinguish 4 gradual steps for individuals to take up autonomy
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“Confident partner to sponsor”
•Anticipate sponsors’ feedback
•Make and defend recommendations
•Impact the steering decisions
•Open up for personal development (coached by your sponsor)
•Define milestones first, then required actions
•Align the milestones plan with the sponsors
“Goal-oriented”
•Always one step ahead of the sponsor
•Fully inside/ immersed in the progress/ problem – 100% focus
“Self-steering as individual”
1
0
3
2
4
Level of autonomy of the individuals on the team
“On boarding”
•Understand and accept the mission
•From day 1, work themselves on the platform (document/ plan/ report/ present) – not the PMO or others
“I need to do this for my boss and it comes on top of everything else ”
“I find it valuable, WANT to achieve it and will be proud!”

We distinguish 4 gradual steps for teams to increase co-operation
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“Generate traction to deliver”
•From stop&go to a continuous flow of activity
‒Balance skill vs complexity (flow)
‒Performant cycle : individual work vs team work vs reporting to steerco
•Grow into 1
‒Find team as interesting as yourself (skills, motivation)
‒Provide help beyond own resp.
‒“Irrelevant” differences flattened out
•Develop specific milestone plan together
•“Accept and propose” ownership of required milestones and actions
•The combination makes sense to all
“Engage in the planning”
•Only focused on delivering on target
•No individuals / 1 group
•No steering needed
“Self-steering as a group”
1
0
3
2
4
Level of co-operation within the team
“On boarding”
•Come together in 1 place / 1 platform
•Get to know each other
•Describe and align a joint team objective and approach
“My boss sent me in here, I’ll defend our department’s interests first”
“Our objective is crucial for the company and our team acts as 1”

How autonomy and steering go hand in hand : sponsors and team “meet” in the formulation of the milestones
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Milestone
Action
The plan/ The progress
The sponsor
Team autonomy
Team autonomy
The team

Our approach to move individuals and teams in the autonomy and co-operation matrix
•Provide a web based tracking tool
–Easy to use platform (for max adoption and interaction)
–Transparent to all participants
–Participants work themselves (no PMO)
–To plan and track all co-operation milestones, actions and impacts
•Use a voluntary, goal-based feedback system within the team (PACT-ify – Pact Value)
•Provide coaching and support to guide teams and individuals
–Focus on “making them want it”
–Versus “having them do it”
–Or (worse) “doing it for them”
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Autonomy
1
2
3
4
2
1
3
4
Co-operation
?

AGENDA
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•Positioning
•Screenshots

What is our feedback system ?
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•The Pledge
–To “PACT-ify” your project
•The goal-based feedback system
–The “Pact Value”
A voluntary, explicit signal from the team that they …
•Value and like the project
•Believe in their plan & want to deliver
•Want to take over autonomy in execution
•Will co-operate and help each other
… and want to form a Pact to make this concrete
Points based system measuring the (cumulative) team activity and performance vs plan
•All planned actions and milestones by everyone on the team contribute
–More for a milestone than for an action
–The more ahead of plan, the higher (and vice versa)
•1 value for the whole team, every team member has an impact on this value
•“Actual”, “forecast” compared to “target pact value”

1) The Team 2) The challenge
•Objective
•Milestone plan
•Progress 3) The goal-based feedback
Our definition of a Pact
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Feelings inside the Pact: curiosity, purposefulness, concentration, proudness, self-confidence, relatedness, fun, ….
Feelings outside of a Pact: frustration, boredom, fear, tiredness (wasted energy) …
A PACT is a bond or commitment to you help yourself and the others to:
2) keep all distractions and potential blockers outside of the PACT :
This way, the team will develop intrinsic motivation, the only mindset that really allows to outperform on complex challenges
+ all the other work to be done …
+ other handbrakes, umbrella’s, politics
+ ….
1) develop and maintain a genuine liking of the team and challenge, and an appetite to deliver

The goal-based feedback system – “The Pact Value”
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TODAY
= Our current cumulative performance vs plan
= What we promised
= Our remaining intention

How does our feedback system helps fostering autonomy?
•Autonomy is a personal thing, we don’t expect nor push for autonomy, we gently ask the question, so teams can signal it: “Do you want to Pactify?”
•In pure autonomy, there cannot be a boss anywhere near anymore, but teams still need guidance towards their goals, so a feedback systems is needed
•All small steps of progress immediately visible : a key motivator
•Maximizing your Pact Value drives all the “good” behaviors:
–Realistic but solid plans – with all required milestones aligned
–Maximum amount of required tasks to achieve milestones (traction)
–Deliver vs what you promise : the quicker, the more Pact Value
•Incl. helping others to deliver on their action/ milestone for the Pact
•We make them feel autonomy, instead of telling them “they should be autonomous”
–Trough immediate, activity-based feedback, you start feeling it
–Feeling it sticks much longer than having to hear you should …
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How does our feedback system helps making co-operation work ?
•We measure it, to understand it and stimulate/ incentivise it
–All co-operation activity/ results contribute directly to the measurement
•Including helping the others to deliver their action/ milestone for the Pact
–In an objective way, independent of politics, perceptions, hierarchy, …
–Contrary to traditional KPI measurements (financial, operational, …), Pact Value is a “human activity” measurement, which is a direct driver for impacting performance
•You make them feel co-operation, instead of telling them “they should co-operate”
–Trough immediate, activity-based feedback, you start feeling it
–Feeling it sticks much longer than having to hear you should …
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AGENDA
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•Positioning
•Screenshots

Screenshot – subprogram overview
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Screenshots – Milestone heat map
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Screenshots – initiative tabs
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Screenshot – project progress timeline with actions and milestones
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Screenshots – Pact Value Creation across the entire program
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Pact Value charts – immediate goal-based feedback system
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Introduction to Pactify - a web based cooperation platform

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