The Keys to Drive Accountability [Infographic]

How can you implement a culture of accountability?

Applying the philosophy is more practical than you may think. When used in your weekly staff meetings, your Action Register tool becomes the focal point and driving force in communication with your colleagues.

Additionally, Action Registers used in concert with a scorecard provides each employee with a visible and meaningful connection to the success of the organization. This creates an environment for employees to see how their daily, tactical activities provide meaning and “roll up” contribution to the strategic success of your business. Here are 5 keys to drive accountability in your organization:

Using our Process Based Leadership® methodology and training programs, CSI develops non-negotiable business processes around communication, business focus, expectations and performance. The result is a sustainable culture of shared accountability.

Download your free Action Register Template here.

Contact us for more information on how to implement Process Based Leadership® in your organization. 

Passive Report or Active Positioning Device?

Business intelligence tools offer countless ways to slice and dice data.  Enamored by yet another way to collect data, many organizations today have built the proverbial “hidden factories” of generating what are merely “Passive Reports”. Emailed to countless individuals, posted on antiquated bulletin boards, and taking valuable time to build and distribute, these passive reports are simply not “Driving the business forward.” Whether it is too much data, too complex data, or most often, the lack of acute business acumen to process the data, most companies today are drowning in useless reports.

At CSI, we believe that business data must take the form of an “Active Positioning Device.” The most successful organizations today view data as a process, not a report. These organizations recognize that points are not given for colorful bulletin boards and fancy email attachments, but rather a simple and concise system that allows every team within the organization to utilize their performance data to “drive their business forward.” These organizations create a weekly cadence where the organizational scorecards truly educate, facilitate, and motivate every employee toward demonstrative conversations and actions.  This view of data as an “Active Positioning Device” allows organizations to recalibrate and eventually eliminate many non-value added reporting functions, thus streamlining and simplifying the data that truly allows the business to understand “winning and losing.”

Reflection Questions – Passive Report or Active Positioning Device…?

  1. Do you receive email attachments of data that you don’t bother to open because you already know it is irrelevant?
  2. Do you pass by bulletin boards of dashboards and scorecards without a second glance because you don’t believe what is posted really moves the business forward?
  3. Do you have your own set of business indicators that you track for yourself because the other reports are convoluted or simply of no value?

If you answered “Yes” to any of the above questions, please feel free to reach out to the team of Competitive Solutions to learn more about how to move from passive reports to Active Positioning Devices.

We also have a free resource available to you. Click here to receive The Guide to Business Scorecard Fundamentals!

Balanced Scorecard Example

Looking for scorecard examples for your industry and job function? Download free scorecard templates here!

Using a Business Scorecard to Tell the Story of Your Organization

Using a Business Scorecard to Tell the Story of Your Organization

Storytelling is a useful business tool to communicate, educate, and connect with others in the organization about a specific goal, objective or desired outcome.  Building a scorecard with the following 4 core perspectives enhances a team’s ability to communicate a fuller picture of business outcomes and the inputs that impact them. 

Scorecards should at a minimum be comprised of metrics in the following perspectives:

1)  Customer Satisfaction Perspective:  Metrics in this perspective should answer the question, what do our customer think about our performance? 

2)  Management and Employee Satisfaction Perspective:  Metrics in this perspective look at the effective of management process and the satisfaction level that employees have in carrying out the business objectives and goals of the company.

3)  Internal Operations and Process Perspective:  Metrics in this area answer the question, how well do we do things while carrying out the goals of the organization.  Simply stated measures in this area measure efficiency of an organization and serve as indicators for areas which may benefit from process improvements.

4)  Financial and Shareholder Perspective:  Metrics in this area answer the question, how profitable are we from a longer term, lagging perspective. 

Utilizing this approach to scorecard metrics, enhances the value of a scorecard system as a tool to see the full picture of a team and organization’s success.

Click here to download Free Scorecard Examples

Top Three Issues with Business Scorecards

Top Three Issues with Business Scorecards

“Measurement is the first step that leads to control and eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it .”   – H. James Harrington  

An estimated 85% of organizations have adopted a performance measurement system in one form or another.  Although performance measurement systems are useful, one should be aware of the common issues faced with most scorecards today. 

Top Three Issues with Scorecards: 

  1. Improperly Defined Metrics– With poorly defined objectives and/or targets, employees can claim confusion and avoid accountability for results.
  2. Inefficient Data Collection– With weekly or monthly deadlines, most scorecards have incomplete data.  Organizations struggle to keep scorecards current by assigning an Administrator to drive data collection and reporting, which is costly and ineffective.
  3. Lack of Standards for Scorecard Usage -As soon as a scorecard is updated, it begins to age.  Without an established, formal review process, organizations can’t rely on the scorecard’s usefulness for timely, relevant decision making. 

These issues are real, but can be overcome.  To view and download industry specific scorecard examples, visit our website here.

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Measuring Performance: Why Use a Scorecard

Measuring Performance: Why Use a Scorecard

“Scorecards make the meaning of success tangible for your organization.”

Scorecards are the performance management tool that compares strategic goals with results. This tool allows management to implement its strategy by aligning performance with goals. Similar to a grade school report card, the scorecard measures periodic results (weekly, monthly, quarterly, annually) against a predetermined goal, allowing users to gauge how their performance stacks up against expectations.

Scorecards drive better performance.   The evidence is clear that solid feedback enhances performance—at all levels and across all organizational units. When people and groups throughout an enterprise know how they are doing and what needs improving, they do better.

Scorecards implement strategy.  Scorecards translate your strategy into concrete terms and help you track its implementation.  Scorecards also reflect operational issues, they are developed in a way that specifically directs attention to your strategy and future direction.

Scorecards help ensure that you have the right measures.   A group of measures implemented without a well-thought-out performance model in mind or, worse yet, imposed from the outside, seldom bring new focus or drive desired actions. Effective scorecards are, by nature, consciously and purposefully constructed. In building one, you develop a logical structure that helps everyone know what should be measured, what belongs on the scorecard and what does not belong.

Looking for a free scorecard example for your industry? Click here to download 

Does your organization need help in building your scorecard?  Contact us here for more information. 

 

Why Your Excel Spreadsheet Fails as a Scorecard

One of the most popular uses of spreadsheets is for Business Scorecards. Electronic spreadsheets arrived in the late 1970s as a replacement for bookkeeping tasks traditionally done on paper. But are they capable of handling your scorecards in today’s business environment? 

Studies Show a Disappointing Reality

  • 94% of spreadsheets contain errors
  • 57% of spreadsheet users have never received formal training
  • 72% of spreadsheet users report having no audit process to check for accuracy

Do you feel safe in using a spreadsheet to compile your critical business data for tracking performance and making important decisions? Here are some things to consider.

  1. It’s similar to a ‘full body scan’ – A well-executed Business Intelligence (BI) tool should be able to give users a detailed look at their entire business from top to bottom. Instead of clicking through multiple tabs, BI tools can quickly aggregate the data so managers can make more informed decisions.
  2. Provide your business with a single source of truth– In today’s world, data drives many of our decisions. However, without the necessary controls to ensure your data isn’t suspect, are you making the right decisions? BI tools remove this concern by ‘locking down’ the data.
  3. Identify key trends and track what you are doing to improve – Instead of handing out the latest spreadsheet, a BI tool offers a number of ways to visualize the information. In addition, by linking and displaying corrective action plans, leaders can quickly see not only how the organization is tracking, but also what is happening to improve those under-performing metrics.
For free access to Scorecard Examples click here!
You’ll find a collection of industry best practice scorecard templates that include
the most relevant KPIs and Metrics available for every industry!
 

What Top Business Books on Organizational Transformation Aren't Telling You

 Why Your Business Books Are Failing You

We tend to over-complicate things in business, and when it comes to defining what successful business transformation looks like, we reallyreally, over-complicate it. Much of what constitutes organizational success comes down to common sense, but unfortunately, it’s not always common practice.

All the books will tell you a long-winded version of the same message: discover the keys, take the right steps, figure out the dysfunctions, embrace the challenge, ascend the levels, look within organization, look outside organization, develop the right habits, know the rules, break the rules.

Transformation shouldn’t be that complicated. If you’re looking for sustainable business success, it can be as simple as focusing on these 3 key things:

Measure, Act, Communicate:

  1. Getting the Right Metrics at the Right Levels

    • Too often we have metrics that people can’t control at their level. To make metrics meaningful the owners must be able to directly impact metric performance. Successful organizations break strategic metrics into key tactical components at each level and department of the organization. 
  2. Holding People Accountable for Metric Performance

    • Once appropriate metrics are defined and owners can impact and control them then they set up a non-negotiable accountability system. This system should be able to handle short-term – today’s work today – actions and more long term strategic actions that focus on recurring problem resolution. Accountability systems are a key part of standard work but one that many organizations struggle with.
  3. Structured and Business Focused Communication

    • Eliminate non-value meetings and focus on those meetings that drive the 2 components above and tie the entire system together. Every meeting should be metric and action focused with a standard format across the entire organization. 

The keys to a successful transformation are that simple. The next step is deploying them.

Want to learn more about total organizational transformation? Put down your book! If you want to tour a facility to see what the execution of these strategies looks like, and visualize what you can achieve in less than a year:

Click for DEPLOYMENT CASE STUDY

Make your program succeed with proven strategies to generate momentum and sustain long term change

Here's Why 70% of Business Transformations Fail

Here’s Why 70% of Business Transformations Fail

Transformation shouldn’t be that complicated. Like Blocking and Tackling in football the key is the basics, If you’re looking for sustainable business success, it can be as simple as focusing on these 3 key things:

Measure, Act, Communicate:

  1. Getting the Right Metrics at the Right Levels

    • Too often we have metrics that people can’t control at their level. To make metrics meaningful the owners must be able to directly impact metric performance. Successful organizations break strategic metrics into key tactical components at each level and department of the organization. 
  2. Holding People Accountable for Metric Performance

    • Once appropriate metrics are defined and owners can impact and control them then they set up a non-negotiable accountability system. This system should be able to handle short-term – today’s work today – actions and more long term strategic actions that focus on recurring problem resolution. Accountability systems are a key part of standard work but one that many organizations struggle with.
  3. Structured and Business Focused Communication

    • Eliminate non-value meetings and focus on those meetings that drive the 2 components above and tie the entire system together. Every meeting should be metric and action focused with a standard format across the entire organization. 

The keys to a successful transformation are that simple. The next step is deploying them.

If you want to tour a facility to see what the execution of these strategies looks like and visualize what you can achieve in less than a year, complete this form for upcoming opportunities

Make your program succeed with proven strategies to generate momentum and sustain long term change

6 Benefits of Benchmarking

The Benefits of Benchmarking

Benchmarking is a common practice and sensible exercise to establish baselines, define best practices, identify improvement opportunities and create a competitive environment within the organization. Integrating benchmarking into your organization will result in valuable data that encourages discussion and sparks new ideas and practices. At its best, it can be used as a tool to help companies evaluate and prioritize improvement opportunities. 

Join us for our next Benchmarking Tour and Workshop at Rockline Industries this September 14-15, 2021. For more details visit our page here.

Benchmarking can allow you to:

  1. Gain an independent perspective about how well you perform compared to other companies
  2. Drill down into performance gaps to identify areas for improvement
  3. Develop a standardized set of processes and metrics
  4. Enable a mindset and culture of continuous improvement
  5. Set performance expectations
  6. Monitor company performance and manage change

Sound complex? It doesn’t have to be.

Please complete the form to receive more information.

 

Rockline Industries Reaches Major Safety Milestone with Eight Million Safe Work Hours at Arkansas Plant

Congratulations Rockline Industries! 

Rockline Industries recently announced that the Arkansas Department of Labor has recognized its Springdale, Ark. manufacturing facility with an award for exceptional safety, achieving eight million safe work hours without a lost time accident. This impressive milestone puts Rockline Industries in elite company as this has only been achieved 10 other times since Arkansas began recognizing workplace safety in 1976.

 “I am very proud of the teamwork that all of our associates display each day when it comes to the safety of themselves and others. Excellence is often pursued but rarely captured, and our team’s unwavering dedication to a higher level of safety and commitment to do the right thing 24/7 has led to this remarkable achievement,” said Mark Fougerousse, EHS manager of Rockline Industries NW Arkansas.

“We’re incredibly proud of our associates. Working together, over an extended period of time, we have created and supported a culture that puts people and product safety before any other manufacturing metrics. We use a tool called PBL Scorecard to bring clarity to our employees of how key strategies, like Safety, are supported and accountable to very specific and achievable metric targets. Our associates’ ability to see and support this each and every day made this milestone possible,” said Joel Slank, general manager of the Rockline Industries Springdale location.  Associates are constantly encouraged to look for and provide documented opportunities to improve their work areas and practices to make their work environment even safer.

About Rockline Industries

Rockline Industries was founded in 1976 and is headquartered in Sheboygan, Wisconsin. It is one of the world’s largest manufacturers of coffee filters and consumer, health care, industrial and institutional wet wipes. A family-owned company, Rockline has repeatedly created first-to-market product design solutions for the wet wipe consumer, and continues to provide innovative products to the nonwovens industry. Rockline employs approximately 2,200 people worldwide and has manufacturing facilities in Wisconsin, Arkansas, New Jersey, England and South China. For more information on Rockline Industries, visit www.RocklineInd.com.

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