PACTIFY - a methodology for cross-company transformation programs
1 like1,012 views
Pactify is a process and tool designed to enhance cross-company transformation by improving the transparency, engagement, and cooperation among teams. It addresses common issues such as outdated project management practices and the need for better collaboration, focusing on three axes: quantity of ideas, progress towards impact, and quality of cooperation. The platform promotes autonomy and full participation through a web-based system that tracks milestones, actions, and team involvement, ultimately aiming to boost individual motivation and group performance.
PACTIFY - a methodology for cross-company transformation programs
- 1. A process and tool for cross-company transformations
- 2. AGENDA -2- © 2013 Pactify Software. All rights reserved. • Introduction • Axis 1&2 : Quantity and progress • Axis 3 : Quality • Screenshots
- 3. The 4 key issues Pactify addresses • Companies are setting up an ever increasing number of projects/ initiatives, yet the follow-up of them is often still old fashioned – No central, online management of documents and process, but offline and unstructured documents, ad-hoc emails and meetings, … • For leaders (sponsors of initiatives), it is less and less visible how progress is really going, they lack a transparent, objective view trough all the layers and into all corners • There is less and less employee engagement but we need it more and more – Engagement (motivation) is falling – Yet crucial to tackle today’s strategic complexities (evidence : the carrot&stick don’t motivate anymore and do NOT produce optimum individual performance, on the contrary even) • There is less and less true co-operation, but we need it more and more – Two key reasons why we avoid co-operation • Over-focus on our own departments (heavy processes, KPI’s, reporting requirements, ….) • No incentive/ a risk : individual contributions in group results are not measured – Yet crucial for today’s competitive advantage: do more with less resources, faster -3- © 2013 Pactify Software. All rights reserved. 1 2 3 4
- 4. -4- © 2013 Pactify Software. All rights reserved. Pactify is a process and tool to foster and execute cross- company transformation initiatives (I/II) • The process – Forum with a core group of people • Weekly/ 2-weekly meetings – To capturing idea’s, set-up teams, monitor progress – Full transparency, minimum hierarchy – Maximum autonomy and co-operation – Can start “empty” or with existing list of initiatives • The tool – Web based platform – Automating administration from idea to impact • Documentation (objective& approach) • Justification (the “case”) • Decision – Planning and tracking “the essence of what ties them together” – the “co-operation” items: • Milestones • Actions • Target impact
- 5. -5- © 2013 Pactify Software. All rights reserved. Pactify is a process and tool to foster and execute cross- company transformation initiatives (I/II) Pactify aims at developing your cross-company transformation program in “3 axes”: 1 Quantity • # of idea’s/ teams • Reach critical mass 2 Progress (outside) • Between idea & impact • Delivery vs plan3 Quality (inside) • Autonomy • Co-operation
- 6. How our process and tool help along the 3 axes -6- © 2013 Pactify Software. All rights reserved. • Idea generation at core, as recurring activity • Maximises involvement throughout organisation (transparency& communication) • Easy to adopt and deep reach into organisation • Transparency breeds new idea’s The process The tool 1 Quantity • # of idea’s/ teams • Reach critical mass 2 Progress (outside) • Between idea& impact • Delivery vs plan 3 Quality (inside) • Autonomy • Co-operation • Validation and steering of progress • Users are “guided” trough the tool (communication, stage- gate, forecasting, …) • Projects reviewed based on their co-operation quality • Owners stimulated to autonomously participate, manage, communicate, … • Guidance allows them to grow in autonomy • Manage a strong “tie” within teams trough action/ milestone follow-up • Immediate goal based feedback system ‒ Replace boss -> full autonomy ‒ Measures co-operation -> removing barriers
- 7. AGENDA -7- © 2013 Pactify Software. All rights reserved. • Introduction • Axis 1&2 : Quantity and progress • Axis 3 : Quality • Screenshots
- 8. Initiatives can be flexibly structured and structure itself can be expanded on the go -8- © 2013 Pactify Software. All rights reserved. Sub-program / taskforce 1 Program 1 Sub-program / taskforce 2 Projects/ initiatives TODAY Do J De I Projects/ initiatives ““ Sub-program / taskforce 3 Projects/ initiatives Program 2 …
- 9. All projects go trough planning and execution tracking of gates, milestones, actions and impacts -9- © 2013 Pactify Software. All rights reserved. Do J De Im time Documented Justified Decided Actions Milestone Actions Milestone Implemented Impact Formulate objective& approach Form team / Develop business case Develop milestone/ resource plan Plan actions to achieve milestones Follow-up : validate status / adjust planning / re-forecast impact The idea Stages ( : Do, J, De, Im), milestones ( ) and actions ( ) each have : • A description • An owner • A target & forecast date • A status (Done/ Achieved, On track, Delayed, Off track) KPI impacts have: • Monthly target & forecast value
- 10. Planning and execution of projects is managed in 7 tabs in Pactify -10- © 2013 Pactify Software. All rights reserved. • Name • Description (objective/ approach) • Team • Implementation risk/ impact • Detail at start • Update for key changes • Be clear to everyone else Content Changes (when/ how) • “Elevator pitch” on your project ‒ Latest status ‒ Recommendation of the team • For every steerco • After every team meeting • Add new milestone when planning update requires so • For all milestones: ‒ Owner ‒ Description ‒ Target& forecast date, status • Change forecast date & status • Add new actions • Change descriptions / delete items • For all milestones and actions: ‒ Owner ‒ Description ‒ Target& forecast date, status • Set target at start • Update forecast series when required • Monthly target and forecast of chosen KPI • KPI linked to “implemented” milestone” • Whenever needed for sharing or presenting within the team / steerco • Uploaded documents • Pact Value : immediate goal-based feedback system Back-up
- 11. Important difference between “co-operation management” and “project management” software -11- © 2013 Pactify Software. All rights reserved. • Follows a specific embedded business process – Key process focus : realize business target • Stage-gate/ goal based plans/ impact measurement – Effective communication with sponsors • Flexible navigation (portfolio/project/ indiv.) • Milestone commitments as linking pin between sponsor and team • Teams recommend, iso just showing their work Co-operation management software • Offers a collection of features, without a specific embedded process – User can develop own process by choosing and configuring features • Focuses on 1 person mostly: the project manager and his/ her needs Project management software Differences: • Wave (McKinsey) • RB Point (Roland Berger) • Pactify • MS project • Basecamp, Asana, Trello, … Examples: • Behavior triggered: autonomy and co-operation within large groups • For “horizontal” projects : across different entities, unfamiliar teams, change projects • Behavior triggered : better project mgt skills for some key users • For “vertical” projects: within one entity, direct control over resources, business-as-usual activities Back-up
- 12. AGENDA -12- © 2013 Pactify Software. All rights reserved. • Introduction • Axis 1&2 : Quantity and progress • Axis 3 : Quality (autonomy and co-operation) • Screenshots
- 13. Definitions: intrinsic motivation (and relation to autonomy) -13- © 2013 Pactify Software. All rights reserved. • Comes from the outside • Carrot (reward) / Stick (avoid punishment) Extrinsic Intrinsic • Comes from the inside, you are motivated because you enjoy what you are doing • 3 requirements: autonomy, mastery, purpose
- 14. Definitions: co-operation -14- © 2013 Pactify Software. All rights reserved. • Contributing what you want to contribute yourself, but not what the common objective really requires • Focusing on your contribution only, not on helping the others perform • Focusing on developing good personal relationships, liking each other • Informing each other but avoiding confrontation and constraints What it is NOT • Team work focused on creating 1 joint output, • Your individual contribution must serve the common goal, which is not necessarily your own objectives/ needs • Your individual contribution might even not be recognised in the end result • Focus is also on helping the others in becoming more effective (not noticed often) – By understanding the others’ needs and constraints • Deal with (don’t avoid) confrontations, constraints and “hard choices” What it IS “Easy”“Hard”
- 15. Co-operation is like 2 protons having to approach each other: you have to get close enough to counter the repulsion ;-) -15- © 2013 Pactify Software. All rights reserved. Distance between protons Force Attraction (Strong nuclear force) Repulsion (Coulomb force) 0 + - Tipping point : force switches from repulsion to attraction P P Back-up
- 16. Why autonomy? (I/IV) -16- © 2013 Pactify Software. All rights reserved. How to fix a lit candle on a wall in a way so the candle wax won't drip onto the table below ?
- 17. Why autonomy? (II/IV) -17- © 2013 Pactify Software. All rights reserved. Test group with a reward underperform vs group without reward Rewards narrow our thinking ability, they are not good motivators for complex tasks that require thinking and creativity. Rewards mostly lead to worse performance for these type of tasks
- 18. Why autonomy? (III/IV) -18- © 2013 Pactify Software. All rights reserved. In this setting, test group with a reward outperform vs group without reward Extrinsic rewards are good motivators for fairly standard, straightforward tasks
- 19. Why autonomy? (IV/IV) 19© 2013 Pactify Software. All rights reserved. Milestone Action The plan/ The progress The sponsor Team autonomyTeam autonomy The team By the way, autonomy is not anarchy, but guided : sponsors and team “meet” in the formulation& follow- up of the milestones
- 20. Why co-operation ? -20- © 2013 Pactify Software. All rights reserved. It’s more and more a strategic imperative ! • Urgency to do more with less costs • Need to remove costs from no co-operation • Need for speed
- 21. Our aim on autonomy: move people along 4 gradual levels (autonomy as seen from the outside) -21- © 2013 Pactify Software. All rights reserved. “Confidence and traction” • Confidence twds sponsor ‒ Anticipate their feedback ‒ Defend your recommendations ‒ Impact the decisions • Traction ‒ No Stop&Go, continuous focus ‒ Stay inside : concentrated, curious ‒ Fight distractions (reward/ blame, other work, …) • Develop your own, clear understanding • Define all required milestones clearly • Based on milestones, define required actions “Clarity and goal- focus” • Always one step ahead of the sponsor • Fully inside of the project – 100% focus “Self-steering” 1 0 3 2 4 Level of autonomy of the individuals on the team “Acceptance” • Understand and accept the mission • Work autonomously from day 1 “I need to do this for my boss and it comes on top of everything else ” “I find it valuable, WANT to achieve it and will be proud!”
- 22. -22- © 2013 Pactify Software. All rights reserved. “Team traction” • Maintain performing cycle of activities : individual work vs team work vs reporting to steerco • Keep seeking right balance skill vs complexity for all tasks in entire team • Develop a common goal and specific milestone plan together • Be open to accept milestones& actions to contribute to the team “Openness & goal focus” • No individual objectives / 1 group objective • No steering needed “Self-steering as a group” 1 0 3 2 4 “Acceptance” • Come together in 1 place / 1 platform • Get to know each other • Describe and align a joint team objective and approach “My boss sent me in here, I’ll defend our department’s interests first” “Our objective is crucial for the company and our team acts as 1” Level of co-operation within the team Our aim on co-operation: move teams along 4 gradual levels (co-operation as seen from the outside)
- 23. How do we enable autonomy and co-operation (as seen from the outside) ? … By working from the inside … -23- © 2013 Pactify Software. All rights reserved. Co- operation Autonomy Use immediate feedback/ measurement system Develop a linking/ interest in what you “have” to do (flow) Develop the team to “act as one”, focusing on delivering the common goal (team flow) Help the others find balance To re-enforce : “Pactify” your project, use “Pact Value” as immediate goal-based feecback Measure progress behavior : motivating and allowing pure autonomy On goal and team, not on external factors (develop concentration, curiosity, interest) When making the plan and during execution Visibly contribute to the team (barrier to co-operation removed trough measurement) Help the others to keep focus Balance skill vs complexity Focus internally
- 24. How to achieve autonomy and co-operation on the outside: by working from the inside -24- © 2013 Pactify Software. All rights reserved. “Acceptance” “Clarity and goal- focus” “Confidence and traction” “Self-steering” “Acceptance” “Openness & goal focus” “Team traction” “Self-steering as a group” 1 2 3 4 1 2 3 4 Co- operation Autonomy The outside The inside Develop a linking/ interest in what you “have” to do (flow) Develop the team to “act as one”, focusing on delivering the common goal (team flow) Use immediate feedback/ measurement system • Measure progress behavior: motivating and allowing pure autonomy • Measure co-operation: remove barriers Focus internally • On team/ goal, not external things (excuses) • Helps others to do so Balance skill vs complexity for all • For plan and execution, small steps first • Help the others to do so
- 25. What is our feedback system ? -25- © 2013 Pactify Software. All rights reserved. • The Pledge – To “PACT-ify” your project • The goal-based feedback system – The “Pact Value” A voluntary, explicit signal from the team that they … • Value and like the project • Believe in their plan & want to deliver • Want to take over autonomy in execution • Will co-operate and help each other … and want to form a Pact to make this concrete Points based system measuring the (cumulative) team activity and performance vs plan • All planned actions and milestones by everyone on the team contribute – More for a milestone than for an action – The more ahead of plan, the higher (and vice versa) • 1 value for the whole team, every team member has an impact on this value • “Actual”, “forecast” compared to “target pact value”
- 26. 1) The Team 2) The challenge • Objective • Milestone plan • Progress 3) The goal-based feedback Our definition of a Pact -26- © 2013 Pactify Software. All rights reserved. Feelings inside the Pact: curiosity, purposefulness, concentration, proudness, self-confidence, relatedness, fun, …. Feelings outside of a Pact: frustration, boredom, fear, tiredness (wasted energy) … A PACT is a bond or commitment to you help yourself and the others to: 2) keep all distractions and potential blockers outside of the PACT : This way, the team will develop autonomy, the only mindset that really allows to outperform on complex challenges + all the other work to be done … + other handbrakes, umbrella’s, politics + …. 1) develop and maintain a genuine liking of the team and challenge, and an appetite to deliver
- 27. The goal-based feedback system – “The Pact Value” 27© 2013 Pactify Software. All rights reserved. TODAY = Our current cumulative performance vs plan = What we promised = Our remaining intention
- 28. When team members achieve sufficient “Pact Value”, they will experience FLOW -28- © 2013 Pactify Software. All rights reserved. (Perceived) skill (Perceived) complexity BOREDOM / “OUTSIDE” FRUSTRATION / “OUTSIDE” PACT VALUE CREATION Project stages Project milestone Actions / decisions FLOW CHANNEL (“IMMERSED”)
- 29. The 5 root causes for lack of individual autonomy and team co- operation – and how our goal-based feedback (“Pact Value”) helps -29- © 2013 Pactify Software. All rights reserved. Co- operation Autonomy The relevant steps of progress are not visible (let alone recognised) so not motivating Risk that individual contribution will not get noticed 5 root causes We rely on boss to tell what to do Continuous distractions and fear of not getting it done (or even excuses) Lack of interest to continuously contribute to the common goal How PACT-ifying and Pact Value helps Pact Value measures all small, meaningful steps forward, immediately (you “feel” it) Individual contributions are measured Pact Value gives goal based guidance (allows pure autonomy) Pact Value focuses : 1 value, and clear how to grow it (look forward/ help each other) One value, linked to the common goal, for everyone to grow 1 2 3 4 5
- 30. How does our feedback system helps fostering autonomy? • Autonomy is personal, don’t expect or push it, just ask : “Do you want to Pactify?” • In pure autonomy, no boss around, but still goal guidance needed • All small steps of progress immediately visible : a key intrinsic motivator • Maximizing your Pact Value drives all the “good” behaviors: – Realistic but solid plans – with all required milestones aligned – Maximum amount of required tasks to achieve milestones (traction) – Deliver vs what you promise : the quicker, the more Pact Value • Incl. helping others to deliver on their action/ milestone for the Pact • We make them feel autonomy, instead of telling them “they should be autonomous” – Trough immediate, activity-based feedback, you start feeling it – Feeling it sticks much longer than having to hear you should … -30- © 2013 Pactify Software. All rights reserved. Back-up
- 31. How does our feedback system helps making co-operation work ? • Most important reason people don't co-operate enough in companies (besides over- focus on their own departments' requirements): fear that their individual contribution will not get noticed in the group/ team result. – This fear is understandable, and a problem as long as we still don't measure these contributions specifically (which no company does systematically yet). – With "Pact Value", these activities/ behaviors are automatically measured. • All co-operation activity contributes directly to the measurement, one value for the team – Including helping the others to deliver their action/ milestone for the Pact – Then, fear gets replaced by intrinsic motivation to contribute (visibly) to a group objective. • And this is not about "what gets measured gets done" (which is too simple to assume) but "measuring to remove the hurdle to start co-operating" ... (halfway only however, but most important part done) • Trough the immediateness of the measurement, you make them feel co-operation, instead of telling them “they should co-operate” – Trough immediate, activity-based feedback, you start feeling it – Feeling it sticks much longer than having to hear you should … -31- © 2013 Pactify Software. All rights reserved. Back-up
- 32. AGENDA -32- © 2013 Pactify Software. All rights reserved. • Introduction • Axis 1&2 : Quantity and progress • Axis 3 : Quality • Screenshots
- 33. Screenshot – subprogram overview -33- © 2013 Pactify Software. All rights reserved.
- 34. Screenshots – Milestone heat map -34- © 2013 Pactify Software. All rights reserved.
- 35. Screenshots – initiative tabs -35- © 2013 Pactify Software. All rights reserved.
- 36. Screenshot – project progress timeline with actions and milestones -36- © 2013 Pactify Software. All rights reserved.
- 37. Screenshots – Pact Value Creation across the entire program -37- © 2013 Pactify Software. All rights reserved.
- 38. Pact Value charts – immediate goal-based feedback system -38- © 2013 Pactify Software. All rights reserved.