Monthly Archives: March 2016

Create accountability through reflection and storytelling instead of dashboards

In many organizations there are dashboards for everything, but there may be a better way to create accountability: through reflection and storytelling.

Last Monday, I attended a group discussion on accountability in modern organizations like Agile or Super7. Jan Smit, partner at Brooz, led the discussion on accountability in modern, less hierarchical and team-based organizations.

In modern organizations, Agile or Super7 for instance, the responsibility lies lower in the organization and priorities are far less static. The old ways of managing accountability with clear yearly targets, KPI’s and dashboards often hinder flexibility and agility. So, is there an alternative? Jan Smit explained that there is. Accountability can be created with far less emphasis on numbers, metrics, targets and KPI’s. According to Smit, there is a better way to go about appraisal, quality control and compliance, based on four elements:

  1. Reflect on what happens in practice
  2. Use storytelling
    • Listen to experiences of customers
    • Gather stories from the shop floor
    • Use qualitative perceptions
  3. Engaging in dialogue
    • Gather insights and knowledge through dialogues
    • Peer review, horizontal accountability between professionals
    • Stakeholder meetings
  4. Go and see in practice
    • The good-old Gemba, still the place to be for a Lean practitioner

Jan Smit relates this way of managing accountability to the Rhenish model, of Rhine Capitalism, while the target-KPI-Dashboard approach is associated with the Anglo-Saxon model of capitalism.  The Anglo-Saxon model portrays an infinite faith in numbers and their objectiveness, Smit states, while numbers are at best a poor representation of reality.

In my personal experience, metrics and numbers are essential for enabling autonomous lean teams to steer themselves, to see whether they are improving and to facilitated their autonomous decision making. And, external stakeholders often demand strict numerical accountability. But still, we could surely experiment with new ways of performance appraisal, risk management and compliance in our modern organizations.

Menno R. van Dijk

Agile for sales, Super7 for sales: the change towards lean sales teams

Agile for sales or Super7 for sales – implementing lean teamwork has great potential for sales effectiveness. In a lean team, individuals can spend a larger share of their time on what they excel in. And it is this excellence that delivers results.

A sales team that truly works together will sell more than the same number of efficient sales agents working independently. Great successes have been achieved in financial services with lean-based ways of working. Agile and Super7 Operations are perhaps the most well-known examples of this. And now, within financial services, experiments are starting with lean-based teamwork in sales.

The required change seems quite big, as sales agents were rewarded for their individual success up to now. This resulted in what I like to call a “lone hero culture”, where successful individuals were valued over team players. In a lean team, team members are willing and able to help each other. The culture will become that of a learning organization. And the team continuously improves on their cooperation and effectiveness, striving towards outsourcing everything but excellence.

Recently, I was invited to a brain storm session on how this Dutch bank can transform its sales organization towards lean sales teams. Together with an expert consultant in sales effectiveness, an Agile Coach, Super7 practitioners and sales managers, we designed the outline for lean sales teams on the basis of our Agile and Super7 Operations experiences. I expect that experiments will start soon and I’m looking forward to seeing the results.
Menno R. van Dijk