Accountability Focused Management Part 2

ALERAALERA Group, Inc. Group, Inc. © Copyright 2002 –All Rights Reserved© Copyright 2002 –All Rights Reserved

AccountabilityAccountabilityFocusedFocused

ManagementManagement

Improving the Effectiveness of Objectives

Part 2


Deriving ObjectivesDeriving Objectives

• Primary Objective

• Specific Objectives

• Continuing Objectives


Primary ObjectivePrimary Objective

The Primary Objective is a statement of the mission which an individual, group, or company is organized to accomplish in terms of its essential work, its products, its markets, and its territorial interests


Developing The Primary Developing The Primary ObjectiveObjective


Specific ObjectivesSpecific Objectives• A Specific Objective is a commitment to a

result or condition that is to exist at some specified point in time and where its accomplishment can be determined yes or no.

• Specific Objectives are the objectives with which most managers are most familiar. They precisely define what is to be accomplished within a defined time period


Developing Specific Developing Specific ObjectivesObjectives


CONTINUING CONTINUING OBJECTIVESOBJECTIVES

A Continuing Objective is a commitment to a result or condition that should continue to exist and where its accomplishment can be determined yes or no.


Role Of Continuing Role Of Continuing ObjectivesObjectives

• Provide ongoing guidance to subordinates.• Separate bosses work from that of

subordinates.• Assure better understanding of the work to

be done by each party. • Simplify and reduce the number of

objectives. • Measure how well managers perform

management work.


Measurement FactorsMeasurement FactorsMeasurement

factors:

{Measurement sub-

factors (terms):

Quantity Forecasts

Quality Objectives and strategies

Timeliness Programs

Costs Resource requirements


Measurement FactorsMeasurement Factors


Results CommitmentResults Commitment


POSITION POSITION COMMITMENTCOMMITMENT

• A combination of the Primary Objective, the CVA's and the Continuing Objectives.

• Each continuing objective defines the on-going accountability for Basic Work or a Continuing Vital Activity.


MEASURING WORKMEASURING WORK

Until work is quantified in measurable units, accountability will be difficult, if not impossible, to establish. Thus, determining measurements is the first step in creating accountability.


Four Levels Of Four Levels Of MeasurementMeasurement

• Measure “results” (Condition that exists when work is completed).

• b. Measure “activities” (The work leading to a result).

• c. Measure “input” (The resources required).

• d. Measure “opinion” (A judgment concerning results).


Cop Cop Consulting Group, Inc.Consulting Group, Inc.

© Copyright 2002 –All Rights Reserved© Copyright 2002 –All Rights Reserved

CVA: Advertising

Measurement Factors: Sub Factors

Timeliness•Schedule compliance

Quality•Accuracy (Error Free)

•Technical and legal approvals secured

Cost•Budget compliance

Quantity•Completed projects

Result Commitment:

Agreed upon advertising projects will have been completed within schedule and budget allowances, error free and will have had prior approval of applicable technical and legal counsel

Standards:

a. Business Week and Fortune ad programs will have been completed as programmed for 2002

b. Exhibit at National Homebuilders show will have produced 10,000 registrants.

c. Pilot program for new product ZZ completed and report received by Sept. 1


Gauging ImpactGauging Impact

Gauging impact identifies and monitors (tracks) the key measures used to validate interim and final results, and what is happening in the current/new situation. Gauging impact answers the question: “How do we know we’re winning?”

“What are the results?”


Tracking Primary Tracking Primary ElementsElements

The primary elements that need to be tracked can be found in the objective (What are the critical measures?) and the situation analysis (What are the root causes/driving forces? What else might change that would significantly alter the situation?



Tracking Critical Tracking Critical FactorsFactors

Gauging impact tracks the factors critical to the problem/opportunity at hand. It is not to be confused with monitoring plan milestones. There should be one set of tracking measures for the entire STOP™ analysis… not for each strategy.



ElementsElements

Typically, the primary elements that need to be tracked can be found in the objective (What are the critical measures?) and the situational analysis (what are the root causes/driving forces? What else might change that would significantly alter the situation?)



ExamplesExamplesTypically, for complex business situation that involve a number of functional areas and a variety of external factors, consideration should be given to developing tracking measures for such key areas as:

• Industry trends• Competitive actions• Customer/trade

dynamics• Consumer preferences

• Government actions• Market share• Volume• Financial targets


ExamplesExamples

In addition to these “complex” measures for gauging impact, there can be any number of other measures required to monitor the specific details of the situation analysis and the plans. For example, each significant action step may require its own tracking measure that assures on-time, efficient and effective completion.


ConsiderationsConsiderations

• What needs to be measured? (Measure)• How should each be measured? (Source)• Who should take the measurements?

(Responsibility)

• When or how often? (Timing)• What are the targets/expectation? (Targets


Gauging impact must consider:Gauging impact must consider:

Technology

Accountability Focused Management Part 2