You know which direction you want to go with your organization. But getting closer to that point on the horizon can become difficult because of changing factors: dynamic markets require adjustments of your strategy. Your position compared to your competition constantly changes. Your organization has to change. Thanks to iPM every colleague knows the direction in which the ship is heading and your organization stays on the right course.
Improving organizations is a matter of accurately executing strategy and implementing changes in all disciplines. The managing director, as leader of the management team, has to be in the lead.
In traditional Performance Management systems, steering takes place at a distance. This is caused by the Key Performance Indicators (KPIs), which are part of the periodical (sometimes monthly) planning and control cycles. We believe this needs to change. You have to steer your organization every day. High frequent steering quickly shows whether performance is really improving.
iPM involves employees during changes and improvements. They co-decide how these take shape. Consequently, a foundation of support and personal motivation will arise in the organization.
You want to serve your customers in the way that best suits their needs. Therefore, within iPM, customer processes are crucial when determining KPIs. By means of a strategy map we match KPIs with customer processes. This breaks silo-thinking in departments/disciplines. For every employee and team it is crystal clear how they can contribute to improvements that will lead to customer value.
Numbers do not inspire. KPIs need to have a meaning to people. They have to be connected. iPM gives insight into relationships between KPIs, both employee driven and strategic result-indicators. Within iPM, the correct representation of a KPI is very important. We do not believe in a simple number. A representation that leads to a better steering and directly shows the performance of your employees.
iPM assumes that information is primarily meant to steer and improve, not to judge employees. Employees are offered freedom to understand information, to clarify why performances are as they are, and to define the right reactions to this.
Steering information comes from all parts of the organization. During the start phase we will provide quick and easy access to information reports with Excel. Already after a few days, or a few weeks, iPM will show proper results. Of course we work towards a structured and future-proof Business Intelligence-environment (BI). We do this via a push- and pull-philosophy. Analysts and managers can retrieve data from the BI-environment (pull). The information is sent to employees (push).
iPM makes employees owner of customer processes. In that way, it becomes visible who is in charge of a customer end to end chain. This forces managers to look into the entire chain and listen to the shop floor. Consequently, insights and overviews concerning work processes and possible barriers are gathered. Obtaining ownership is not easy. Managers have to get used to the changes. We appoint this process ownership in the beginning, and give managers the time to develop. This also applies for the teams, they have to take time too. We provide a development plan for teams and superiors. We use tools to measure the maturity of teams (relative to other teams).
It does not matter how good we do our job, in time you want to move on without consultants like us. We make sure you can use iPM yourself in practice. We do this by anchoring the required knowledge and skills in a key team within the organization. After we leave you will get access to our platform with all the tools and templates.