Jan Van Veen guides us through the findings of the research his organisation have recently undertook to establish what drives momentum and continuous improvement amongst service organisations...
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May 01, 2017 • Features • Jan Van Veen • Momentum • research • Research • resources
Jan Van Veen guides us through the findings of the research his organisation have recently undertook to establish what drives momentum and continuous improvement amongst service organisations...
More and more manufacturing companies are recognising the huge potential in services and understand that pursuing these opportunities, is not easy.
Growing a solid service business, affects its business model, and therefore requires active support and buy-in, with the service department- from many stakeholders and the management board.
As a business leader, you are likely to recognize the following:
- Ongoing performance issues with few adequate and sustainable interventions.
- A slow execution of strategies and projects, with limited results.
- Too little attention for preparing future success in a rapidly changing corporate world.
- Lack of collaboration and alignment between departments.
- Lack of ‘buy-in’ for driving service business.
- Lack of members, within an organisation who understand the impact of IoT, Big Data, cognitive computing, and globalisation- failing to actively to collectively upon it.
In my experience, the biggest obstacle for companies is their ability to adapt to, and drive necessary change. Common approaches, such as change management and leadership, more communication and training, stronger business cases, and increasing the ‘sense of urgency’ has unfortunately made little difference.
But, just imagine how it would be if everyone in your company was eager and passionate about driving changes, adapting to them and seizing new opportunities. If colleagues from all departments joined forces and collectively got things done.
Imagine not needing to push, mould, or fight resistance.
What if your people were so engaged and committed that they naturally drive success and change? This may sound unrealistic, but what if you could actually achieve it?
This very idea inspired me to investigate into manufacturing companies. I delved into the ‘key success factors’ for quicker, easier, change and adaptation.
Not only was this for long-term business and service innovation, but also streamlined strategy execution, project implementation, and immediate intervention for performance related issues. My aim was to find the root cause for the lack of change, growth, and adaptability in businesses.
During the year 2016, I conducted research with a range of manufacturers.
Most of the 89 participants in the research were manufacturing and technology companies in the for B2B sector.
They ranged in size from 500 to over 10,000 employees, and into multi-billion US dollar annual revenues. They are typically driven to make significant changes by external influences such as Internet of Things, Big Data, algorithms, commoditisation, globalisation, and so on.
The Findings:
The results of the research indicated that most companies lacked ‘momentum’ for continuous change and adaptation.
Typical symptoms of this are:
- Inadequate levels of collaboration between departments and teams.
- Inadequate levels of coherence of initiatives and strategies across the organisation.
- Inadequate levels of engagement from employees.
The organisations still maintain the traditional ‘top-down’ plan and control management approach,Inadequate levels of engagement from employees which induces resistance to change, therefore reducing ‘momentum’.
The most successful companies withhold more momentum, and are more capable in adapting to, and driving change- making them thrive. Typically, they benefit from higher growth figures, stronger service businesses, better customer loyalty and higher people engagement.These companies have adopted stronger ‘sense and respond’ management practices, which prevent resistance towards change, from the existing status quo.
So, what is Momentum?
An organisation has Momentum when its people are fully engaged. They continuously drive change and sustainable growth in line with an overall strategy but without detailed centralised control. They have an emotional connection to a bigger purpose and feel confident to make interventions in products, services, business models and performance. They are sensitive to threats, opportunities and obstacles and quickly adapt to them. Above all, they are eager to work as one team and use change to generate energy, not burn it.
How to get more Momentum?
The research report provides an overview of the Momentum Framework, which is based on the best practices from the most successful companies.
This document describes the following topics of the Momentum Framework:
- The three Momentum Perspectives, driving the underlying philosophy and culture.
- People drive change
- Capabilities drive performance
- Future success lies beyond business as usual
- The Momentum Practices, consisting of the following three sections:
- Compelling direction
- Strategic dialogue on all levels and across all departments and teams
- Continuous learning, as an organisation and individual
Are you interested in driving more Momentum for easier and efficient ongoing change, just like the industry leaders? Download your free report now @ www.moremomentum.eu/report
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Mar 03, 2017 • Andy Neely • FSN20 • Future of FIeld Service • Jan Van Veen • Local Government • Momentum Framework • Noventum • Oneserve • Chris Proctor • Hilebrand • housing association • Institute for Manufacturing • Rustema • Servitization
Who are the most influential people in the global field service sector that you need to pay attention to in 2017?
Who are the most influential people in the global field service sector that you need to pay attention to in 2017?
The Field Service News #FSN20 is our list of the individuals we believe will be key influencers in our industry across the next twelve months. Those included in the list have been selected by our own panel of industry insiders, who were given the simple criteria of identifying people who will have a significant impact on field service thinking.
However, more than just an annual list of 20 individuals the #FSN20 has grown since it’s launch to become a true celebration of excellence and innovation within our industry.
There are some familiar names and some new faces on this years list and as always we don’t expect everyone to agree with our selection – at it’s heart the #FSN20 was conceived as a tool to get everyone in our industry thinking about who it is that they have come across in the global field service sector that has made them think, who has made them question the accepted paradigms, who has inspired them to do just one little thing more in their own day to day role.
The #FSN20 is not just about the list our panel has put together. It is about fostering discussion that celebrates the unsung heroes of the field service sector. So look out for the online version of this list as well to take part in the debate.
But for now, ladies and gentleman and without further a do, in no particular order, we are pleased to introduce the #FSN20 of 2017…
Click here to see page one of the 2017 #FSN20
Click here to see page two of the 2017 #FSN20
Chris Proctor, CEO, Oneserve
With their relatively niche operating background primarily serving the UK local government and housing sector Oneserve may not be a company that are as well known as some of their competitors within the FSM solution space, however, there is no denying that in Proctor they have a CEO who isn’t afraid to ruffle feathers.
He has called for the Field Service Management software industry to stop “holding innovation hostage” and under his leadership the organisation have won some significant contracts away from their ‘home turf’ of the housing sector including Pay TV leaders Sky and construction giants Kier.
Having been promoted to CEO from Marketing and Sales Director in just 8 months with the company Proctor is a young, dynamic leader who is not afraid of controversy if it means raising awareness of issues within the industry.
Professor Andy Neely, Head of the Institute for Manufacturing, Cambridge University
Professor Andy Neely is Pro-Vice-Chancellor: Enterprise and Business Relations at the University of Cambridge and also Head of the Institute for Manufacturing (IfM) and Head of the Manufacturing and Management Division of Cambridge University Engineering Department.
In his role as a Founding Director of the Cambridge Service Alliance he is widely recognised for his work on the servitization of manufacturing, as well as his work on performance measurement and management and as such is often seen chairing sessions in the field service sector.
Hilbrand Rustema, Managing Director, Noventum Service Management
As service management consultancy spanning three continents. With over 200 successful projects and a proven track record of improving growth and profitability Noventum are a tour de force and are firmly established as the leading consultancy within the field service industry.
Hilbrand Rustema has been a driving force in that development and continues to lead the business having been at the heart of evolving service thinking for many, many years.
Jan Van Veen, Managing Director, Van Veen Business Innovation
One of the founding partners of Noventum, Van Veen is now working under his own brand and is currently developing a framework for companies to be able to develop continuous momentum based on a series of detailed benchmarking and researching projects.
A broad and ambitious project, but Van Veen has the background and insight to be able to deliver what should be highly powerful business tool.
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Feb 16, 2017 • Features • Management • Jan Van Veen • management consulting • Momentum Framework • field service
Jan Van Veen, explores the concept of momentum within a field service organisation and outlines the Momentum Framework - a series of best-practices and tools that can allow you to ensure your organisation flourishes in today’s increasingly...
Jan Van Veen, explores the concept of momentum within a field service organisation and outlines the Momentum Framework - a series of best-practices and tools that can allow you to ensure your organisation flourishes in today’s increasingly competitive markets...
Manufacturing companies have a huge potential with their services. But many struggle to gain the Momentum to make it happen.
The problem is not their vision or business strategy. It’s all about their ability to execute and change.
After all, service innovation is a serious business innovation.
The winners in our rapidly changing world have adopted modern management perspectives and practices and thus increased Momentum to change. The common management perspectives and practices fail today, as they create resistance against change.
The problem
Most manufacturing companies focus on incrementally improving performance of existing operations.
They follow tight “planning & control” management practices which trigger defensive behaviour and resistance against change. The typically suffer from:
- Ongoing performance issues, without adequate, timely and sustainable interventions
- Failing execution of strategies and change programmes
- No significant innovation beyond incremental improvements of current products and practices
- No preparations for (potentially) disruptive change
Without a rapid pace of continuous change, companies will struggle to develop a strong service business and will not thrive in our rapidly changing world.
What is Momentum?
In an organisation with high Momentum for continuous change, people are passionate and eager to perform, develop, grow and make things happen.
They take action in a coherent way. They collaborate with teams across the entire organisation. People feel safe and confident to engage in ambitious objectives, to pursue the uncertain, to drive change and to collaborate. Everyone is open to new ideas, new approaches and new opportunities.
The Momentum Framework – high level overview
The winners of today and tomorrow already have adopted modern management perspectives and practices and hence increased Momentum. They have flourishing and mature service-oriented businesses and outperform their competitors.
During our research in 2015-2016, we have established the Momentum Framework, which include the Momentum Perspectives and Practices, as well as practical approaches and tools.
Momentum Perspectives
Three perspectives are key to successfully use Momentum Practices and drive Momentum.
The majority of people in the organisation need to believe in these perspectives and use these as guiding principle in all decisions, actions and communications.
People drive change: By nature, people can and want to drive change, if there are good reasons and no serious obstacles.
Resistance does not come from people themselves, but is created by the way we have been managing and leading our companies.
Capabilities drive performance: People and organisations can only deliver sustainable high performance through adequate (organisational) capabilities. Pushing performance by merely working harder and faster is considered not to be sustainable.
Future success lies beyond business as usual: In a rapidly changing world, there is no sustainable success without adaptation and adjusting the core business, business models and organisation.
Momentum Practices
The best-in-class manufacturing companies use modern “sense & respond” management practices at all levels and entities.
They have abandoned traditional “plan & control” management practices.
Compelling direction: Winning manufacturers have defined ambitious goals for the entire organisation about increasing their relevance for their customers and achieving high growth figures.
They have painted a concrete picture of the unmet customer needs, the future offerings and required organisational competencies.
People can relate to this, get exited and see how they will fit in and how they can contribute to the change in a coherent and aligned manner.
Strategic dialogue: Best-in-class manufactures have a clear corporate strategy on choices, priorities and approach.
Objective and targets for sales, service, R&D - what have you - are all aligned towards the common goal of becoming a more service oriented solution provider.
Each local entity and department takes ownership and has its own strategy and roadmap to move from their specific as-is situation, considering their specific circumstances, towards the envisioned future.
Objectives are not just numbers to hit every month or quarter. They articulate ambitions, direction and focus. Any issues in progress or results are confidently and transparently shared and discussed.
This leads to timely and adequate collaborative interventions. People feel safe and confident to try, to respond, to take ownership and do their best to make things happen even though the outcome is uncertain.
Continuous learning: Innovative and responsive manufacturers regularly explore (potential) trends, new threats and opportunities. New ideas are regarded as the way towards sustainable success.
New ideas are never cut off because it would be different than usual or would not fit in the (current) core-business.
Momentum Road Map
The leading companies followed a road map for building momentum, from mobilising, through increasing to sustaining Momentum.
Most of them started mobilising momentum by creating awareness and a shared concern. Leaders stood up and led the way and spread the mind-set of “just-do-it!”.
Soon they further built solid perspectives and practices into habits and ultimately embedded this in the culture and DNA of the organisation.
Once in the DNA, Momentum will survive even a change in leadership.
How much Momentum do you have in your organisation?
Get Your Free Professional Momentum Score Card @ www.van-veen.nl
The Momentum Score Card benchmarks your organisation’s Momentum to continuously change for sustainable success. It helps you identify your strengths and how to improve Momentum to:
Have better interventions for (ongoing) performance issues
- Have easier and quicker execution of strategies and change-programmes
- Have better value innovation for future success
The Momentum Score Card is based on our research in 2015-2016 into “Momentum for Sustainable Success” and the Momentum Management Framework which we developed during this research.
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Dec 05, 2016 • Features • Management • Jan Van Veen • management
Jan Van Veen outlines how your field service organisation can succeed on a journey of continuous improvement through ongoing innovation...
Jan Van Veen outlines how your field service organisation can succeed on a journey of continuous improvement through ongoing innovation...
Overview
We need to drive Momentum to continuously adapt to changing requirements and new opportunities and drive performance of today, tomorrow and the future. Common management practices and perspectives do not work anymore in today’s rapidly changing and complex world.
They create resistance against adaptation and change.
In this article I will provide an overview of the need and elements of the Momentum-Framework, which enables business leaders and organisations to increase Momentum. In following articles, I will elaborate on the todays management challenges and the elements of the Momentum-Framework.
The problem
Most companies focus on maximising performance of the existing operation and follow tight planning & control types of management practices. These create resistance against change.
This results in one or more of the following:
- Ongoing performance issues, without adequate, timely and sustainable interventions
- Execution of strategies and change programmes slow down, fail and cost huge amounts of resources
- No significant innovation beyond incremental improvements of current products and practices
- No preparations for (potentially) disruptive change
However, the winners of today and tomorrow already have adjusted their management practices and increased Momentum. They see their people think and act collectively and drive continuous adaptation and change.
This is why they outperform their industry and safeguard their future existence.
What is Momentum?
In the most adaptable and agile organisation people are passionate and eager to perform, develop and grow. They collectively take action in a coherent way, across the entire organisation.
Performance and progress are reviewed transparently without fear or hiding information.
They have a proactive strategic dialogue to adjust actions and approaches, align priorities and jointly make things happen. Everyone is curious about what is happening in the world, what impact that potentially could have and how to respond to it.
The Momentum Framework
The Momentum Framework consists of perspectives and practices which most successful and adaptive organisations apply. This drives their Momentum to continuously adapt to changing requirements and new opportunities.
The elements of the Momentum Framework are:
Momentum Perspectives:
The following perspectives will help drive Momentum when they are well incorporated in the company’s values. They will serve as a guiding principle in all decisions, actions and messages.
- People drive change: By nature, people can and want to drive change, if there are good reasons and no serious obstacles. Resistance does not come from people themselves, but from the obstacles organisations create.
- Capabilities drive performance: People and organisations can only deliver sustainable high performance through adequate(organisational) capabilities. Pushing performance by merely working harder and faster is considered not to be sustainable
- Future success lies beyond business as usual: In a rapidly changing world, there is no sustainable success without adaptation and adjusting the core-business, business models and organisation.
Momentum Practices
The best-in-class organisations apply modern “sense & respond” types of management practices at all levels and entities:
- Compelling direction: The organisation has a shared, explicit and compelling view of its mission and future state, which resonates in people’s minds and hearts. Everyone has a clear picture of the upcoming change.
- Strategic dialogue: The organisation has a strong practice of ongoing dialogues at and across all levels and functions for defining, aligning, adjusting and executing strategies and driving performance in a way.
- Continuous learning: The organisation regularly explores (potential) changes and trends, new threats and opportunities. It prepares adequate measures and strategies to respond to these (potential) changes and trends. Everyone openly shares experiences, results and progress, including setbacks.
Setbacks are important learning points, not input for performance review.
Momentum Road Map
Organisations which are most successful in step-by-step increasing Momentum, followed a roadmap for mobilising, increasing and sustaining Momentum.
Mobilise Momentum
In case an organisation has a fairly low level of Momentum, the first step from a few business leaders is to focus on increasing awareness and a shared concern about Momentum and sustainable success.
With their personal leadership approach and actions, they create increased interest, dynamics and action.
Increase Momentum
Once an organisation has some level of motion and energy in some parts of the organisation - often heavily driven by a few business leaders - Momentum will be further increased by mobilising a critical mass and implementing more and more of the Momentum Perspectives & Practices through the entire organisation.
Momentum gradually becomes an integral part of daily practices. However, business leaders still need to drive the new practices and prevent the people from falling back into old habits.
Sustain Momentum
Once an organisation has a high level of Momentum and applies most of the Momentum Perspectives & Practices, the next step is to embed these into the mind-set of everyone. It becomes part of everyone’s DNA.
Momentum will then become less dependent upon the individual business leaders and will survive changes of leadership teams.
Assess your Momentum with our research: Momentum for Sustainable Success
Our research further defines and validates a pragmatic and complete Momentum-Framework consisting
of management practices, perspectives and practical tools. These will help you to increase and maintain
Momentum for sustainable success, to strengthen your competitive position and leave others wondering
how you did it.
You are invited to join by conducting a web-based survey. It takes approximately 15 minutes. Your input will remain confidential and will be reported in an aggregated form only.
In return you will receive in early 2017:
- Insights in how other companies manage their Momentum for sustainable success.
- Insights in how your organisation compares to others in managing Momentum.
- Insights into the new Momentum Framework for sustainable success.
Start the survey @ http://van-veen.limequery.com/792518?lang=en
Read about the research @ http://www.van-veen.nl/research.html.
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Nov 18, 2016 • video • Features • Management • Jan Van Veen • management
Service focussed consultant Jan Van Veen begins a new series focussing on the importance of managing momentum amongst service organisations...
Service focussed consultant Jan Van Veen begins a new series focussing on the importance of managing momentum amongst service organisations...
Tip! For a free report detailing insights in how your organisation compares to others in managing momentum take part in Jan's survey - further information and links to participate are included at the end of this feature!
The common predict-command-control type of management practices create resistance to change. Most new management and leadership techniques try to overcome this resistance.
Summary
Most companies struggle to adapt to new requirements and opportunities. They see:
- Ongoing performance issues, without adequate and sustainable interventions
- Failing execution of strategies and change programmes
- Too little innovation beyond incremental improvements
- No preparations for (potentially) disruptive change
They fall behind their competition and risk dropping out as we have seen with Tandem, Wang, Nokia, Motorola, Kodak, Polaroid and many others.
The main reason is that these organisations do not adequately adapt to new requirements and opportunities. At the same time, companies which do manage to adapt continuously thrive from the changes and will be the winners of the next decade.
The problem
People by nature are quite strong in adapting and driving change, if there are good reasons to do so and not too many obstacles. That is why human kind is one of the most successful species on our planet, fostering rapid changes in our world.
However, the willingness and ability to drive change is quite easily blocked. Let’s have a look into a little psychology. Roughly we can distinguish three different parts of our brains:
- The reptilian brain, which drives an automated survival mode when triggered by threat. The result is to fight or flight.
- The limbic brain, which subconsciously adjusts behaviour based on experience, values and emotions.
- The neocortex where we consciously think about many things, including problems, creative solutions, strategies and actions to take. We need this part of the brain to identify challenges and issues, find adequate and sustainable solutions, implement them even if the outcome is not sure yet and collaborate with others.
The issue is that the reptilian brain is twofold:
- When triggered, it is extremely dominant and blocks the rest of the brain. In survival mode, there is no reasoning or creativity.
- It is extremely easy to trigger the reptilian brain. Not only by life-threatening issues, but also by anticipating social or emotional discomfort. This is why our mothers taught us to count to ten and inhale before reacting in a way we might regret later.
Common management practices too often trigger the reptilian brain to become dominant. A few examples:
- Performance management systems focus on forcing performance of people instead of on learning and developing (organisational) capabilities to perform:
- Not meeting objectives is considered as a (personal) failure.
- Peers and managers tend to react with disapproval after setbacks
- There is no dialogue on how to achieve stretched targets
- Many change initiatives emphasize problems and failures, rather than the great things we can achieve and feel proud about. Threat becomes dominant instead of the rewards of making changes.
- Often, there is too much emphasis on the big gap, without a clear picture of the doable next steps to close the gap.
- The lack of planned contingency and margin in plans to achieve stretched objectives can causing panic when setbacks occur.
- Inconsistent decisions and messages, increasing uncertainty and unpredictability.
It is quite easy to recognize the reptilian brains at work. Typical signs are for example:
- Externalising issues in performance or progress
- Blaming others
- Window dressing, lack of transparency of challenges and issues
- Sceptism and negativism
Momentum for Sustainable Success – In brief
Wouldn’t it be great if we could simply prevent resistance against change? Everyone would be passionate and eager to jointly perform, to make things happen, to adapt to changing requirements and new opportunities, to learn and to develop. Continuous and timely adaptation and change would be part of our DNA. This is Momentum for Sustainable Success.
This is exactly what the successful organisations have in place. They apply new perspectives and practices which drive momentum to continuously adapt and drive change – that is to drive sustainable success. This momentum is their foundation for an adaptable, learning and growing organisation which has the capabilities to continuously perform, execute and prepare for future success.
Our ongoing research “Momentum for Sustainable Success” defines these perspectives and practices and provides practical tools which help organisations and leaders to build and maintain momentum.
Momentum Perspectives
Everyone in the organisation truly believes that:
- People by nature will perform and drive change
- Building capabilities to work smarter will drive performance
- Future success is beyond current business as usual
These perspectives serve as guiding principles every day for all decisions, actions, attitudes and messages. Other articles elaborate on the different elements and provide examples. Below, I describe these briefly:
Momentum Practices
Modern "sense & respond" type of management practices are applied at all levels and entities of the organisation. This includes:
- Having a clear and compelling picture of the aspirations, the required changes needed and the steps to get there.
- Having a continuous dialogue in which results and progress are reviewed and priorities, strategies and actions are adjusted.
- Outside-In learning and preparing for the future, especially beyond business as usual.
Practical take-aways
Every business leader can start increasing momentum for sustainable success today.
- Make sure you have a clear and shared vision of the future state which is compelling for all stakeholders.
- Establish a practical road-map consisting of doable next-steps.
- Change the dialogue and dynamics around targets and objectives. Move it from “monitoring and reviewing” to “strategizing and learning together”.
On top of this, I would recommend you to:
- Assess the momentum in your organisation through our web-based survey. Until the end of 2016 this is free of charge, as the survey is also part of our research programme.
- Check out upcoming articles, which will be elaborating on the Momentum-Framework and practical approaches and tools.
Our research: Momentum for Sustainable Success
Our research further defines a pragmatic and complete Momentum-Framework consisting of management practices, perspectives and practical tools. These will help you step increase and maintain momentum for sustainable success, strengthen your competitive position and leave others wondering how you did it.
You are invited to join by conducting a web-based survey. It takes approximately 15 minutes. Your input will remain confidential and will be reported in an aggregated form only.
In return you will receive in early 2017:
- Insights in how other companies manage their momentum for sustainable success.
- Insights in how your organisation compares to others in managing momentum.
- Insights into the new Momentum Framework for sustainable success.
Please start the survey here.
Read about the research here.
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Sep 15, 2016 • Features • Management • Jan Van Veen • management • Service Innovation and Design
Management Consultant and service management specialist Jan Van Veen looks at how you can drive sustainable success in your organisation by unlocking full and continuous value innovation power at your disposal...
Management Consultant and service management specialist Jan Van Veen looks at how you can drive sustainable success in your organisation by unlocking full and continuous value innovation power at your disposal...
As the world is changing at an increasing pace, companies need continuous value innovation at a higher pace on top of the current incremental improvements of their products, services and operations.
However, most companies struggle to innovate their business and fall behind (new) competitors who are successfully adopting change or even driving change in the industry.
Based on many consulting engagements and recent interviews (as part of my research) it appears that three key perspectives - on people’s ability to drive change, managing performance and customer value - do make the difference for success.
A typical example
The following is a typical situation:
A leading manufacturer of heavy capital equipment is trying to grow its services business, as capital investments in their industry have dropped dramatically and are not expected to recover in the near future. The focus is to grow the business from advanced maintenance and operating services and other business solutions, which should become more significant, compared to basic maintenance, repair and spare part services.
Most companies struggle to innovate their business and fall behind (new) competitors who are successfully adopting change or even driving change in the industry.
The organisation has been restructured a few times in a row. People are being pushed to the limit to achieve new, stretched bottom-line targets. Different task forces and a programme management office has been established.
However, progress is limited and the business results are not really improving.
Entities are blaming each other for not delivering: market units are frustrated that the business units do not develop the right propositions; market units are being blamed for not selling the new service offerings. Too many people consider their own performance being fairly well, without showing any concern about the bigger picture of declining performance, which is falling behind the competition’s performance.
There are many task-forces on various topics, most of which are not really addressing the real business challenge, but more focusing on improving traditional business as usual.
As a result, this company is being hit harder by the current downturn in their industry then its competitors. Shareholders’ confidence in the new strategy and the leadership is deteriorating.
Now, wouldn’t it be great if.... Instead of...
Wouldn’t it be great if this company would have been able to fully utilise their ability to adapt to change and peoples eagerness to learn, improve and grow?
Just imagine how different the picture could have been:
Many people within the company are aware of early signs of developments in the industry and changing customer needs. They are the first to discuss these changes with their customers and develop new solutions, in close collaboration with their customers.
Set-backs are crucial learning points to adjust strategy and actions and to continue thriving for success.
For sure, they had some set-backs and they expect more to come - after all, things often go different than originally expected.
However, nobody considers these set-backs as failures and these are by no means a threat for careers. These set-backs are crucial learning points to adjust strategy and actions and to continue thriving for success. People and departments support each other in doing what is needed to get things done and keep momentum in the innovation.
How to make this happen?
There are three key perspectives, which seem to make the difference for sustainable success. These perspectives define how we manage our businesses and how we engage people to change without creating obstacles or resistance.
Performance:
Sustainable and increasing success is achieved by continuously pursuing opportunities, adopting to changes, learning and building smarter capabilities for strong performance.
People:
People are considered to be eager to grow, develop and drive change when they believe in the reasons for change and they are not pushed into a defensive fight-or-flight mode. These good reasons are based on a compelling purpose and vision, not on burning platforms, financial business cases or shareholder-value.
Customer Value:
Customer value goes beyond the availability of your great products and technology. There are so many more ways to be valuable and relevant to the success of customers and their value creation process. With this broader view, you will recognise more customer needs and challenges, transcending product requirements and related maintenance services.
Practical example of modern management practices
The following are a few examples of modern management practices - driving sustainable success by mobilising people and maintaining momentum - which are based on these new perspectives.
Customer value goes beyond the availability of your great products and technology. There are so many more ways to be valuable and relevant to the success of customers and their value creation process.
Live a shared and compelling purpose and vision - every day...
Keeping this picture alive will rally all people in an organisation.
They see and believe in the opportunities to do great things and grow as a company, as a team and as an individual. Everybody has a common picture of the direction in which the company has to develop. This picture is much more compelling than “double digit growth”, “being customers’ 1# choice” or “being industry leader”.
Keep the voice of the customer alive - every day...
A living and up-to-date picture of customers’ challenges, needs and expectations will drive the right decisions, actions, ideas and intrinsic motivation for innovation as well as daily operations.
Start every meeting with a customer story or insight.
Extend customer insights beyond your business as usual - without blinkers...
Without this insight it is hard to develop and increase your relevance and differentiation for customers and develop your business to outperform the industry now and in the future.
Too often, customer insights and feedback which do not directly impact current products, services, marketing and sales are neglected. Sticking to your “core-business” can be a risky attitude.
Respond to (potential) changes outside - again without blinkers...
Have everybody in the company continuously build awareness about what is changing in the outside world. What is (potentially) changing in technology, politics, regulations, demographics, customer needs, habits, competition, other industries, etcetera.
What impact could these changes have on your work and your business? Which opportunities could arise? Which competencies and capabilities would you need? Which signs could indicate that the change is really happening - now? What can be done now to be prepared to respond rapidly when needed and do this quicker than any other actor in the industry?
Manage high performance through a strategic dialogue - ongoing...
Outcome based, bottom line targets show the direction and priorities for managing and developing the business into a fit organisation with the required capabilities and business model to perform.
Targets are aligned with priorities and strategic objectives. Stretched targets explicitly assume change is required to meet them - so work smarter, not harder or faster.
These business review meetings are transparent and constructive discussions about the performance, root causes, alternatives, measures and priorities. Discuss and agree how other teams or entities can contribute to achieve the objectives.
Align expectations and targets of these teams with the (new) priorities of the business and the specific teams and entities to really enable them to help.
Want to know more? Read Van Veen's full original article here
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