PACTIFY - a methodology for cross-company transformation programs

A process and tool for
cross-company transformations

AGENDA
-2-
© 2013 Pactify Software. All rights reserved.
• Introduction
• Axis 1&2 : Quantity and progress
• Axis 3 : Quality
• Screenshots

The 4 key issues Pactify addresses
• Companies are setting up an ever increasing number of projects/ initiatives, yet the follow-up of
them is often still old fashioned
– No central, online management of documents and process, but offline and unstructured
documents, ad-hoc emails and meetings, …
• For leaders (sponsors of initiatives), it is less and less visible how progress is really going, they
lack a transparent, objective view trough all the layers and into all corners
• There is less and less employee engagement but we need it more and more
– Engagement (motivation) is falling
– Yet crucial to tackle today’s strategic complexities (evidence : the carrot&stick don’t motivate
anymore and do NOT produce optimum individual performance, on the contrary even)
• There is less and less true co-operation, but we need it more and more
– Two key reasons why we avoid co-operation
• Over-focus on our own departments (heavy processes, KPI’s, reporting requirements, ….)
• No incentive/ a risk : individual contributions in group results are not measured
– Yet crucial for today’s competitive advantage: do more with less resources, faster
-3-
1
2
3
4

-4-
Pactify is a process and tool to foster and execute cross-
company transformation initiatives (I/II)
• The process
– Forum with a core group of people
• Weekly/ 2-weekly meetings
– To capturing idea’s, set-up teams, monitor progress
– Full transparency, minimum hierarchy
– Maximum autonomy and co-operation
– Can start “empty” or with existing list of initiatives
• The tool
– Web based platform
– Automating administration from idea to impact
• Documentation (objective& approach)
• Justification (the “case”)
• Decision
– Planning and tracking “the essence of what ties
them together” – the “co-operation” items:
• Milestones
• Actions
• Target impact

-5-
Pactify is a process and tool to foster and execute cross-
company transformation initiatives (I/II)
Pactify aims at developing your cross-company
transformation program in “3 axes”:
1 Quantity
• # of idea’s/ teams
• Reach critical mass
2
Progress (outside)
• Between idea & impact
• Delivery vs plan3
Quality (inside)
• Autonomy
• Co-operation

How our process and tool help along the 3 axes
-6-
• Idea generation at core, as
recurring activity
• Maximises involvement
throughout organisation
(transparency& communication)
• Easy to adopt and deep
reach into organisation
• Transparency breeds new
idea’s
The process The tool
1 Quantity
• # of idea’s/ teams
• Reach critical mass
2 Progress (outside)
• Between idea& impact
• Delivery vs plan
3 Quality (inside)
• Autonomy
• Co-operation
• Validation and steering of
progress
• Users are “guided” trough the
tool (communication, stage-
gate, forecasting, …)
• Projects reviewed based on
their co-operation quality
• Owners stimulated to
autonomously participate,
manage, communicate, …
• Guidance allows them to grow
in autonomy
• Manage a strong “tie” within
teams trough action/ milestone
follow-up
• Immediate goal based
feedback system
‒ Replace boss -> full
autonomy
‒ Measures co-operation ->
removing barriers

AGENDA
-7-
• Introduction
• Screenshots

Initiatives can be flexibly structured and structure itself can
be expanded on the go
-8-
Sub-program / taskforce 1
Program 1
Projects/ initiatives
TODAY
Do J De I
““
Program 2 …

All projects go trough planning and execution tracking of
gates, milestones, actions and impacts
-9-
Do J De Im
time
Documented Justified Decided Actions Milestone Actions Milestone Implemented
Impact
Formulate
objective&
approach
Form team
/ Develop
business
case
Develop
milestone/
resource
plan
Plan
actions to
achieve
milestones
Follow-up : validate status / adjust planning /
re-forecast impact
The
idea
Stages ( : Do, J, De, Im), milestones ( ) and actions ( ) each have :
• A description
• An owner
• A target & forecast date
• A status (Done/ Achieved, On track, Delayed, Off track)
KPI impacts have:
• Monthly target & forecast value

Planning and execution of projects is managed in 7 tabs in Pactify
-10-
• Name
• Description (objective/ approach)
• Team
• Implementation risk/ impact
• Detail at start
• Update for key changes
• Be clear to everyone else
Content Changes (when/ how)
• “Elevator pitch” on your project
‒ Latest status
‒ Recommendation of the team
• For every steerco
• After every team meeting
• Add new milestone when
planning update requires so
• For all milestones:
‒ Owner
‒ Description
‒ Target& forecast date, status
• Change forecast date & status
• Add new actions
• Change descriptions / delete
items
• For all milestones and actions:
‒ Owner
‒ Description
‒ Target& forecast date, status
• Set target at start
• Update forecast series when
required
• Monthly target and forecast of
chosen KPI
• KPI linked to “implemented”
milestone”
• Whenever needed for sharing
or presenting within the team /
steerco
• Uploaded documents
• Pact Value : immediate goal-based
feedback system
Back-up

Important difference between “co-operation management”
and “project management” software
-11-
• Follows a specific embedded business process
– Key process focus : realize business target
• Stage-gate/ goal based plans/ impact
measurement
– Effective communication with sponsors
• Flexible navigation (portfolio/project/ indiv.)
• Milestone commitments as linking pin between
sponsor and team
• Teams recommend, iso just showing their work
Co-operation management software
• Offers a collection of features,
without a specific embedded
process
– User can develop own process by
choosing and configuring features
• Focuses on 1 person mostly: the
project manager and his/ her needs
Project management software
Differences:
• Wave (McKinsey)
• RB Point (Roland Berger)
• Pactify
• MS project
• Basecamp, Asana, Trello, …
Examples:
• Behavior triggered: autonomy and co-operation
within large groups
• For “horizontal” projects : across different
entities, unfamiliar teams, change projects
• Behavior triggered : better project mgt
skills for some key users
• For “vertical” projects: within one
entity, direct control over resources,
business-as-usual activities
Back-up

AGENDA
-12-
• Introduction
• Axis 3 : Quality (autonomy and co-operation)
• Screenshots

Definitions: intrinsic motivation (and relation to autonomy)
-13-
• Comes from the outside
• Carrot (reward) / Stick (avoid punishment)
Extrinsic Intrinsic
• Comes from the inside, you are
motivated because you enjoy what you
are doing
• 3 requirements: autonomy, mastery,
purpose

Definitions: co-operation
-14-
• Contributing what you want to contribute
yourself, but not what the common objective
really requires
• Focusing on your contribution only, not on
helping the others perform
• Focusing on developing good personal
relationships, liking each other
• Informing each other but avoiding
confrontation and constraints
What it is NOT
• Team work focused on creating 1 joint output,
• Your individual contribution must serve the
common goal, which is not necessarily your
own objectives/ needs
• Your individual contribution might even not be
recognised in the end result
• Focus is also on helping the others in
becoming more effective (not noticed often)
– By understanding the others’ needs and
constraints
• Deal with (don’t avoid) confrontations,
constraints and “hard choices”
What it IS
“Easy”“Hard”

Co-operation is like 2 protons having to approach each other:
you have to get close enough to counter the repulsion ;-)
-15-
Distance
between protons
Force
Attraction
(Strong
nuclear force)
Repulsion
(Coulomb force)
0
+
-
Tipping point : force switches
from repulsion to attraction
P P
Back-up

Why autonomy? (I/IV)
-16-
How to fix a lit candle on a wall in a way so the candle wax won't drip onto the
table below ?

Why autonomy? (II/IV)
-17-
Test group with a reward
underperform vs group without
reward
Rewards narrow our thinking ability,
they are not good motivators for
complex tasks that require thinking and
creativity.
Rewards mostly lead to worse
performance for these type of tasks

Why autonomy? (III/IV)
-18-
In this setting, test group with a
reward outperform vs group
without reward
Extrinsic rewards are good
motivators for fairly standard,
straightforward tasks

Why autonomy? (IV/IV)
19© 2013 Pactify Software. All rights reserved.
Milestone Action
The plan/
The progress
The sponsor
Team autonomyTeam autonomy
The team
By the way, autonomy is not anarchy, but guided : sponsors and team “meet” in the formulation& follow-
up of the milestones

Why co-operation ?
-20-
It’s more and more a strategic imperative !
• Urgency to do more with less costs
• Need to remove costs from no co-operation
• Need for speed

Our aim on autonomy: move people along 4 gradual
levels (autonomy as seen from the outside)
-21-
“Confidence and
traction”
• Confidence twds sponsor
‒ Anticipate their feedback
‒ Defend your recommendations
‒ Impact the decisions
• Traction
‒ No Stop&Go, continuous focus
‒ Stay inside : concentrated,
curious
‒ Fight distractions (reward/ blame,
other work, …)
• Develop your own, clear understanding
• Define all required milestones clearly
• Based on milestones, define required actions
“Clarity and goal-
focus”
• Always one step ahead of the sponsor
• Fully inside of the project – 100% focus
“Self-steering”
1
0
3
2
4
Level of autonomy of the individuals on the team
“Acceptance”
• Understand and accept the mission
• Work autonomously from day 1
“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!”

-22-
“Team traction”
• Maintain performing cycle of activities :
individual work vs team work vs
reporting to steerco
• Keep seeking right balance skill vs
complexity for all tasks in entire team
• Develop a common goal and specific
milestone plan together
• Be open to accept milestones& actions to
contribute to the team
“Openness & goal
focus”
• No individual objectives / 1 group
objective
• No steering needed
“Self-steering
as a group”
1
0
3
2
4
“Acceptance”
• 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”
Level of co-operation within the team
Our aim on co-operation: move teams along 4 gradual
levels (co-operation as seen from the outside)

How do we enable autonomy and co-operation (as seen from the
outside) ? … By working from the inside …
-23-
Co-
operation
Autonomy
Use immediate
feedback/
measurement system
Develop a linking/ interest in
what you “have” to do (flow)
Develop the team to “act as one”,
focusing on delivering the
common goal (team flow)
Help the others find balance
To re-enforce : “Pactify” your project, use “Pact Value” as immediate goal-based
feecback
Measure progress behavior : motivating
and allowing pure autonomy
On goal and team, not on external factors
(develop concentration, curiosity, interest)
When making the plan and during
execution
Visibly contribute to the team (barrier
to co-operation removed trough
measurement)
Help the others to keep focus
Balance skill vs
complexity
Focus internally

How to achieve autonomy and co-operation on the outside:
by working from the inside
-24-
“Acceptance”
“Clarity and goal-
focus”
“Confidence and
traction”
“Self-steering”
“Acceptance”
“Openness & goal
focus”
“Team traction”
“Self-steering as a
group”
1
2
3
4
1
2
3
4
Co-
operation
Autonomy
The outside The inside
Develop a linking/
interest in what you
“have” to do (flow)
Develop the team to “act
as one”, focusing on
delivering the common
goal (team flow)
Use immediate feedback/
measurement system
• Measure progress
behavior: motivating and
allowing pure autonomy
• Measure co-operation:
remove barriers
Focus internally
• On team/ goal, not external
things (excuses)
• Helps others to do so
Balance skill vs
complexity for all
• For plan and execution,
small steps first
• Help the others to do so

What is our feedback system ?
-25-
• 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
-26-
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 autonomy, 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

When team members achieve sufficient “Pact Value”, they
will experience FLOW
-28-
(Perceived) skill
(Perceived)
complexity
BOREDOM
/
“OUTSIDE”
FRUSTRATION
/
“OUTSIDE”
PACT VALUE CREATION
Project stages
Project milestone
Actions / decisions
FLOW CHANNEL
(“IMMERSED”)

The 5 root causes for lack of individual autonomy and team co-
operation – and how our goal-based feedback (“Pact Value”) helps
-29-
Co-
operation
Autonomy
The relevant steps of progress are not
visible (let alone recognised) so not
motivating
Risk that individual contribution will not
get noticed
5 root causes
We rely on boss to tell what to do
Continuous distractions and fear of not
getting it done (or even excuses)
Lack of interest to continuously
contribute to the common goal
How PACT-ifying and Pact Value
helps
Pact Value measures all small,
meaningful steps forward,
immediately (you “feel” it)
Individual contributions are
measured
Pact Value gives goal based
guidance (allows pure autonomy)
Pact Value focuses : 1 value, and
clear how to grow it (look forward/
help each other)
One value, linked to the common
goal, for everyone to grow
1
2
3
4
5

How does our feedback system helps fostering autonomy?
• Autonomy is personal, don’t expect or push it, just ask : “Do you want to Pactify?”
• In pure autonomy, no boss around, but still goal guidance needed
• All small steps of progress immediately visible : a key intrinsic 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 …
-30-
Back-up

How does our feedback system helps making co-operation work ?
• Most important reason people don't co-operate enough in companies (besides over-
focus on their own departments' requirements): fear that their individual contribution will
not get noticed in the group/ team result.
– This fear is understandable, and a problem as long as we still don't measure these
contributions specifically (which no company does systematically yet).
– With "Pact Value", these activities/ behaviors are automatically measured.
• All co-operation activity contributes directly to the measurement, one value for the team
– Including helping the others to deliver their action/ milestone for the Pact
– Then, fear gets replaced by intrinsic motivation to contribute (visibly) to a group objective.
• And this is not about "what gets measured gets done" (which is too simple to assume) but
"measuring to remove the hurdle to start co-operating" ... (halfway only however, but most
important part done)
• Trough the immediateness of the measurement, 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 …
-31-
Back-up

AGENDA
-32-
• Introduction
• Screenshots

Screenshot – subprogram overview
-33-

Screenshots – Milestone heat map
-34-

Screenshots – initiative tabs
-35-

Screenshot – project progress timeline with actions and
milestones
-36-

Screenshots – Pact Value Creation across the entire program
-37-

Pact Value charts – immediate goal-based feedback system
-38-

PACTIFY - a methodology for cross-company transformation programs

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to PACTIFY - a methodology for cross-company transformation programs

Similar to PACTIFY - a methodology for cross-company transformation programs (20)

Recently uploaded

Recently uploaded (20)

PACTIFY - a methodology for cross-company transformation programs