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Management Success in the 21st Century

My success, as a leader, depends on the success of my team and the contribution we make to the strategy and success of our organization. It is thus my role as leader to give direction to my team:

  • Understand the context in which we operate in.
  • Clarify the purpose of our team.
  • Define our objectives and measures in line with the organization’s strategy.

Common-purpose-Scientrix
My responsibility is to structure each team member’s work in such a way that everyone’s role in the bigger scheme of things is clear. I do this by clarifying and aligning the contribution of each person to the overall objectives of our team and ultimately to the organization.

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Using a Matrix provides insight into where each team member needs to focus, giving them a better understanding of the value of their overall contribution. Essentially, using a Matrix brings about a change in leadership style, moving away from silo contributions and individual performance, towards a more collective and inclusive approach to team success. But aligning strategy and contributions is not enough. My team and I need to govern our performance collaboratively, manage our initiatives from idea creation to completion and, on a daily basis, plan and execute tasks effectively.

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However, there will be challenges in execution if our strategy is too ambitious and bears no relationship to our capacity. Failing at execution will not only impact on our success and our careers, but also on the integrity of the team. People will lose faith in our ability to do as we promise. Our ability to learn the art of successful execution depends on having access to the right technology and the implementation of good governance.

How do we do all of this:

Empowering teams article.cdr

1. Design the Matrix

Seamless process in collaboration with my team. Each point in the Matrix is enriched with analysis and knowledge.

2-3. Link and set targets for KPIs

KPIs are linked to intersects. In each intersect data can be uploaded and trends tracked.

4-5. Brainstorm and filter ideas

Define, align, assess, filter and vote for new ideas.

6. Plan the execution

Plan, track and evaluate initiatives through their entire lifecycles.

7. Execute tasks

Manage and align daily tasks to initiatives and track through a Kanban.

8-9. Assess initiatives and KPIs

Track initiatives and monitor KPIs.

10. Review the Matrix

Evaluate the health of the Matrix and continually improve it.

Finally, successful execution empowers us to:

  • Make the link between our day-to-day tasks, the initiatives we implement and the objectives and strategies we pursue.
  • Understand that not all our ideas will bring success, but that it is a continuous process of learning, trying, measuring and changing.
  • Understand that it is better to finish one thing at a time than having a multitude of halfcomplete initiatives that will never generate value. It is important to manage our initiatives along the lines of a Kanban system and limit work in progress where necessary.
  • Have the discipline to measure and define a finite number of KPI’s so that we can track them and ensure that our efforts pay off.
  • Ensure that the team regularly strategizes in a process that is continuous, collaborative and creative.

Empowering teams article.cdr
When empowered teams across the organization are linked through technology, as if part of a constellation, a powerful web emerges where execution is expedited and great things happen.

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