The document discusses measurements for a desk sales manager position. It proposes both quantitative metrics like 4 continuous indicators and 4 warning lights, as well as qualitative measures for surfacing hidden information and secrets. Finding central connectors, information brokers, and boundary spanners in the organizational network could help uncover such hidden details. Simple measurements are recommended that can still capture complex processes and hidden agendas.

1. IS / measuring
emergent strategy
The ISS Triangle, really
Biz strategy
Org’l strategy IS strategy
analysis Implementation
Biz strategy Biz strategy
Org’l strategy IS strategy Org’l strategy IS strategy

2. IS strategy / Biz strategy
Implementation
Biz strategy
not our Today +
problem next week
trivial
Org’l strategy IS strategy
In 2
weeks
What is the main challenge?
Implementation
Biz strategy
Org’l strategy IS strategy

3. Measurement!
Simple enough so that we can
understand complex processes
Thorough enough so that we can see what
others seek to hide

9. Can you make it simpler?
?
?
!
?

10. The bureaucratic pull over DSMs
Desk 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

11. 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

12. Assignment
" Measurements for a "4 continuous
desk sales manager indicators and 4
warning lights
How about hidden
information?

13. *the* source of
hidden
information
How do you find out?

14. Roles in networks
" Central connectors
" Information brokers
" Boundary spanners
" Peripheral specialists
Central connectors
"Central source of
resources
"Informal leadership
"Repository of tacit
knowledge

15. Information brokers
" Potencialstructural
holes (arbitrage)
" Keepthe network
together
" Large risks if lost
Boundary spanners
#Contacts outside the
network
#Ambassadors
#Competitive insights
and innovation

16. 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

17. Network development
tactics
Proactivity
Widen variety of contacts and ties
Create value to the network
Have something to give
Wait for reciprocity
Give to the network, not to individuals
Think long term
Build 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

18. IS strategy --> Biz strategy
Implementation
Biz strategy
simple
measurements
Surfacing
secrets
Org’l strategy IS strategy