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Achieving Growth with Goals
This document discusses the importance of goals and goal management in achieving operational excellence. It outlines some key challenges companies face in goal alignment and engagement. It then provides a 7 step approach to operational excellence through accountability, clarity, alignment, engagement, execution, agility and aspiration. High performing companies are described as having goals that are open, transparent, aspirational, involve frequent check-ins and progress-based. The concept of "Goal Science" and tools for connected, supported, progress-based and adaptable goals are presented.
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Achieving Growth with Goals
- 1. 1 The journey toachieving operational excellence Achieving Growth with Goals Matthew Hart @matthewj_hart @betterworks
- 2. 2 Align goals vertically, cross-functionally, andwith your company’s strategic plan.
- 3. 33 70% of today’sworkforce is failing to reach their full potential every day. Ideas are relatively easy, but it’s execution that is everything. You need to get the team aligned and ensure they’re working together on the priorities that really matter to the larger goals of the business. John Doerr General Partner at KPCB
- 4. 4 Business Changes areHeightening Goal Importance 1. Business environments are evolving rapidly 2. Organizations are increasingly transparent 3. Employees are increasingly autonomous 4. Employees are increasingly working in teams 5. Employee engagement is extremely low 6. There is a movement toward quantifying performance Source: “High-Impact Performance Management Using Goals to Focus the 21st-Century Workforce,” Stacia Sherman Garr / Bersin by Deloitte, December 2014.
- 5. 5 Board of Directors/ CEO Executive Team / Senior Leaders Business Leaders Team Managers Team Leaders Individual Contributors An Overview of Traditional Goal Cascading
- 6. 6 SVP VP Director Director VP Director Director VP Director Director Underlying Assumption ofTraditional Approach Network is much more aligned to the reality of how work is done Hierarchy… …Not Network
- 7. 7 Senior Leaders Revise theirgoals throughout the year Managers Revise their goals throughout the year Employees Revise their goals in a given year 1 in 2 1 in 3 1 in 5 Employees Fail to Revise Goals at Same Rate that Goals Change Source: “High-Impact Performance Management Using Goals to Focus the 21st-Century Workforce,” Stacia Sherman Garr / Bersin by Deloitte, December 2014.
- 8. 8 Challenges to OperationalExcellence and Employee Engagement Executives • Lack of alignment and accountability • Teams wasting up to 25% on non-critical projects • Hard to get visibility on problem areas Individuals • Feel disengaged and unmotivated • Busy yet working on the wrong things • Desire more feedback and recognition Managers • Reactive, putting out fires, constant distraction • Costly communication overhead with Excel, Word, Google Docs • Lack of tools to drive performance
- 9. 9 Our goal isto drive companies to become operationally excellent and provide powerful insights about how work gets done. ®
- 10. 7 Steps toAchieving Operational Excellence 1 2 3 4 5 6 7 Accountability • Strategic goals set • Goals are documented Clarity • Communication • Company goals • Team goals Alignment • Connectedness • Dashboards Engagement • Monthly check-ins • Quarterly • Optimize with Goal Science Execution & Results • Real-time updates • Progress tracking Agility • Develop Goal muscle Aspiration • Based on pass accomplishments • Growth mindset
- 11. 11 How High PerformingCompanies Manage Goals Open Transparent and all individuals participate Aspirational Stretch goals not tied to compensation Frequent Quarterly and monthly check-ins
- 12. 12 Goal Science™ Thinking ConnectedSupported Progress-based Adaptable Aspirational
- 13. 13 Company Managers understand connections between corporatepriorities Vertical Of managers can rely on their boss and direct reports Horizontal Of managers say they can rely on other functions 16% 84% 9% Goals need to be connected in three ways Source: “Why Strategy Execution Unravels – and What to Do About It,” Donald Sull, Rebecca Holmes, and Charles Sull / Harvard Business Review, March 2015.
- 14. 14 Alignment at aGlance™ Connected Top-down, bottom-up, and horizontal alignment
- 15. 15 0 20 40 60 80 100 Goal success Matthews, Gail."Goals Research Summary." (2013). No writing Writing Writing & sharing Writing, sharing & feedback GoalSuccess“The Social Contract”
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- 18. 18 Company Dashboards Relevant feedback and frequentwins Progress-based
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- 21. 21 Adaptable High agility orgs: Morelikely to capitalize on change High agility employees: More likely to be top quartile performers 4.5x 3.5x
- 22. 22 Flexibility to respond to changing businessneeds Adaptable Manage goals on any device
- 23.