what keeps an organisation working?

Whirlwind( Day to day job)

What makes employees work better
ans) goals
both whirlwind and goals are interlinked to each other'
1) focus on what is important goals(WIG) and then complete sub goals one by one
to acheive main goal
team a has suppose 10 goals and its able to acheive 2 goals out of them
team B has 6 goals out of which able to achieve 4 goals how
2) Act on LEAD measure(that leads to the goal) and LAG Measure (Measures the
goal)
Lead measure predictive and influenacable
GOAL: to lose weight
Example Lead measure(No. of calories dieting,, exercising) all this is done to
acheive LAG(Measuring the goal=in Wieghts(POunds)
example 2

3) Compelling Scoreboard
--> It must show both lead and lag measure and difference between them and tel
us whether we are loosing or winning
4) Cadence of Accountability
20 Min accountability meeting

what things can be done to impact scoreboard

--

Leading measure hard to find and measure

Lagging Measure
Choose a lagging measureNo. of units sold,then ask what goes wrong say low
productionwhich has largest no. of problems what caused problems is machine
breakdown so leading measure is related to machines performancetherefore
leading measure affects lag measure

Malcolm Baldrige National Quality Award

The Baldrige Award is the only formal recognition of the performance excellence of both public and
private U.S. organizations given by the President of the United States.

Generally

At its core, the approach depends on continuous dialogue and shared

accountability. Rather than a formal, once-a-year review, managers and
their direct reports hold regular, informal touchpoints where they set or
update priorities that are based on customer needs. Development is
forward looking and ongoing; managers coach rather than critique;
suggestions can come from anyone in an employees network.

A simple, contemporary smartphone app, developed internally by one of the

companys top IT teams to support the new approach, accepts voice and text
inputs, attached documents, even handwritten notes. The sole aim is to
facilitate more frequent, meaningful conversations between
managers and employees and among teams.
n engineer was asked to consider being more open to supplier
recommendations and to visit the supplier for a day
. The shift from command and control to empower and inspire is
dramatic, and, as evidenced by our fivefold increase in productivity, it is
yielding significant benefits for our employees and customers.