Measurement Mandate Corp Univ Summit May 2007

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Improve the perception of your organization:
Create organizational alignment with corporate strategy
Establish and communicate business goals and metrics
Understand and close barriers to execution

Corporate University Summit Presentation
May 2007

Published in: Business, Education
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Measurement Mandate Corp Univ Summit May 2007

  1. 1. The Measurement Mandate Christine C. Troianello Director, Information Products and Training
  2. 2. Objectives Improve the perception of your organization: Create organizational alignment with corporate strategy Establish and communicate business goals and metrics Understand and close barriers to execution All Rights Reserved © Alcatel-Lucent 2006, #####
  3. 3. What Causes Strategy Failure? The execution gap is the great unaddressed issue in the business world today —Larry Bossidy & Ram Charan, Execution: The Discipline of Getting Things Done All Rights Reserved © Alcatel-Lucent 2006, #####
  4. 4. Does Alignment Matter? Companies with Strong Alignment Return 4 Times More to Shareholders 25% 20% 15% Total Return to 10% Shareholders 1999-2001 5% 0% Weak Strong Alignment Alignment Source: Watson Wyatt study of 12,750 US Workers in 2002 All Rights Reserved © Alcatel-Lucent 2006, #####
  5. 5. Barriers to Execution Clarity Do people know what’s most important? Commitment Have they embraced the organization’s most critical goals? Translation to Action Do they know what they must do to achieve the goals? Does the organization make it easy for Enabling workers to achieve the goals? Is the organization working effectively Synergy together to achieve goals? Accountability Is everyone accountable to their peers to achieve the goals? All Rights Reserved © Alcatel-Lucent 2006, #####
  6. 6. The 4 Breakdowns All Rights Reserved © Alcatel-Lucent 2006, ##### Page 2
  7. 7. Execution Happens on 3 Levels  Individual goal clarity  Engagement/commitment Individual  Personal planning discipline  Responsibility for results  Time spent on key priorities  Success measures  Team planning Team  Communications  Trust  Accountability  Focus on key priorities  Purpose & Strategy  Line of sight to goals Organization  Collaboration  Values  Systems  Leadership All Rights Reserved © Alcatel-Lucent 2006, #####
  8. 8. Line of Sight All Rights Reserved © Alcatel-Lucent 2006, ##### Page 11
  9. 9. Line of Sight—Example All Rights Reserved © Alcatel-Lucent 2006, ##### Page 10
  10. 10. Draft Team WIG Flowchart—Example All Rights Reserved © Alcatel-Lucent 2006, ##### Page 28
  11. 11. Cross-Industry Perspective Comm/ Finan- Tech Tele- Media cial Pharma Svs. Com Clarity 63 57 68 72 56 63 Commitment 65 62 67 69 60 63 Translate to Action 60 56 62 66 55 59 Enabling 58 53 64 59 52 56 Synergy 53 47 58 56 47 51 Accountability 55 51 59 63 53 57 Overall Score 59 54 63 64 53 58 All Rights Reserved © Alcatel-Lucent 2006, #####
  12. 12. Why Change?  Background:  ~550 learning leaders and managers, instructional designers and developers, technical writers and instructors globally  Supported corporate-wide audiences both: sales, customer and services training and technical publications  Organizational Culture and Climate  Lacked leadership, ―old school‖, individualistic, silo’d, noncollaborative  Unresponsive, complex, ―hard to do business with‖  Growing quality issues, internally focused, expensive  Low morale, continued downsizing, survivor mentality  Not viewed as value added and considered for outsourcing All Rights Reserved © Alcatel-Lucent 2006, #####
  13. 13. All Rights Reserved © Alcatel-Lucent 2006, #####
  14. 14. 2004-2005 Results Situation Results  Solution “Fuzzy” strategy to goals translation Unclear direction Strengthen alignment using goal cascade process Associates were not highly energized Poor Improved “line of sight” from by organizational direction commitment organization, to team, to individual Too many priorities Confusion, Prioritized and focused on Wildly burnout Important Goals Poor cross-functional collaboration Poor teamwork, Created shared goals and and team-to-team communications Infighting implemented team to team accountability Gaps between Mgmt and Associate Low Increased communication to perceptions accountability frontline management and drove accountability to all levels Lost momentum Missed Created and aligned leading deliverables measures at all levels Implemented weekly/monthly tracking meetings Measured progress with xQ survey All Rights Reserved © Alcatel-Lucent 2006, #####
  15. 15. Create and Measure Metrics that Matter All Rights Reserved © Alcatel-Lucent 2006, #####
  16. 16. xQ Scores Reflect Changes Over Time xQ1 xQ2 xQ3 xQ1 xQ2 xQ3 Clarity 61 79 78 50 70 71 Commitment 55 71 73 Organiza- Overall tion Translation 57 76 77 xQ Score: Level into Action xQ1: 54 xQ2: 72 50 72 73 Team Enabling 48 64 65 xQ3: 73 Level Synergy 47 68 70 63 75 76 Individual Level Account- 56 75 75 ability All Rights Reserved © Alcatel-Lucent 2006, #####
  17. 17. Changes in Behaviors Show Results! Measurement Target Result Status Reduce Unit Cost 10% 11% Work Reduction Savings $2.2M $2.6M Globalization Savings $1.5M $1.7M Customer AR Responsiveness 80% 100% IP Timeliness 95% 98% Documentation IP Quality 7.75 7.75 Voice of Customer- Relevant 8.13 8.29 information for enhancing job performance Documentation Student Instructor Led – 89.2% Instructor Led – 89.2% Satisfaction Virtual Classroom – Virtual Classroom – 79.6% 86.2% Alternate Delivery – Alternate Delivery – 73.6% 75.4% All Rights Reserved © Alcatel-Lucent 2006, #####
  18. 18. Lessons Learned Focus – The more narrow the focus, the greater chance of achieving goals Keep score – Identify key metrics and track progress visually Action plans – ―Real strategy‖ is what people do on a daily basis Behavior Changes – Change the way you do things Commitment – Ensure commitment from all levels Accountability – All levels needed to be held accountable Implementation – Drive weekly meetings to ―clear the path‖ All Rights Reserved © Alcatel-Lucent 2006, #####
  19. 19. Thank You ! Thanks for coming today. Any questions? All Rights Reserved © Alcatel-Lucent 2006, #####

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