Transcript MyObjectives Overview

MyObjectives
Management by Gaming
Something New and Something(s) Old
7/17/2015
First Reaction – “Management is not a Game…”
70% of Forbes Global 2000 companies surveyed said they planned to use gamification
Gambling
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Agenda
Best Practices
Better
Outcomes
How
to Guide
Playbook
MyObjectives.com
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Chris M. Pieper, CEO Alliance Enterprises, Inc.
20+ years of experience managing teams using scorecards and objectives
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(CEO - 2008 to present)
⦿ Leading provider of case management software (33 years in business)
Scorecards and objectives in use since 2008
((Founder/CEO - 2000 to 2002)
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⦿ Performance management best practices portal (acquired by SAS in 2002)
Scorecards and objectives used from startup through sale
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(Founder/CEO – 1989 to 2002)
⦿ Global provider of performance management software (Inc. 500 in 1997)
Scorecards and objectives used for 12 years
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Agenda
Best Practices
Better
Outcomes
How
to Guide
Playbook
MyObjectives.com
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The Challenge – Dysfunctional Teams and Poor Outcomes
GALLOP Research: WHY GREAT MANAGERS ARE SO RARE (March 25, 2014)
only 30% of U.S. employees are engaged at work
in-effective managers contribute 48% less profit than average managers
only one in 10 people possess the inherent talent to manage
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The Challenge – Dysfunctional Teams and Poor Outcomes
GALLOP Research: WHY GREAT MANAGERS ARE SO RARE (March 25, 2014)
only 30% of U.S. employees are engaged at work
in-effective managers contribute 48% less profit than average managers
only one in 10 people possess the inherent talent to manage
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The Challenge – Dysfunctional Teams and Poor Outcomes
GALLOP Research: WHY GREAT MANAGERS ARE SO RARE (March 25, 2014)
only 30% of U.S. employees are engaged at work
in-effective managers contribute 48% less profit than average managers
only one in 10 people possess the inherent talent to manage
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The Challenge – Dysfunctional Teams and Poor Outcomes
Outcomes and results are not meeting expectations
▶ Unskilled management (entrepreneurs)
▶ Fear of delegating (management)
▶ Fear of micro management (employees)
▶ Fear of losing money (owners)
▶ Silo mentality and department politics (peer managers)
▶ Poor communications (owners, managers and employees)
▶ Poor morale – not part of the process (employees)
▶ Unhappy stakeholders (all)
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Agenda
Best Practices
Better
Outcomes
How
to Guide
Playbook
MyObjectives.com
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The Challenge – Dysfunctional Teams and Poor Outcomes
1954: Management by Objectives
▶ Hard to administer; to much paperwork
▶ Goals set without settling their relative priority
▶ Temptation to set low targets and not stretch
▶ Lack of coordination leads to conflicting objectives
▶ Emphasis is on short term goals with no link to strategy
"an attempt to manage without
knowledge of what to do."
W. Edwards Deming
statistician , business consultant and author of Out of The Crisis
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The Challenge – Dysfunctional Teams and Poor Outcomes
1992: The Balanced Scorecard (Kaplan & Norton)
▶ No linkage to organizational objectives
▶ Lack of employee involvement in process
▶ Managers plan but don't manage using the scorecard
▶ Scorecards do not provide a bottom line score or a
unified view with clear recommendations
“It all falls apart due to its complexity, and questionable
capacity to deliver on its’ much hyped promise”.
Why the Balanced Scorecard Fails
Published by Strategic Outcomes August 24, 2012
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The Challenge – Dysfunctional Teams and Poor Outcomes
2012: Four Disciplines of Execution (Franklin Covey)
▶ People don't know the goal.
▶ People don't know what to do about the goals
▶ People aren't accountable for the goals.
▶ People don't know "the score“.
“Fewer than 12 percent of workers meet with a manager
even monthly to talk about progress on key goals.”
http://www.franklincovey.hr/eng/4-disciplines-execution
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Objectives and Key Results (OKRs)
The rebirth of Management by Objectives: a one-hour, 20-minute video on how Google uses OKRs
▶ Invented by Intel popularized by venture capitalist John Doerr
▶ Adopted by Google, Zynga and LinkedIn
▶ OKRs meet S.M.A.R.T. guidelines and are scored
“John Doerr originally presented OKRs to Google’s
leadership in 1999 and they’ve been in use ever since.”
https://www.gv.com/lib/how-google-sets-goals-objectives-and-key-results-okrs
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OKR Startup Ventures (since the Google video, 2012)
13 out 15 are fewer than 10 employees; the largest has fewer than 50 employees
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OKR Startup Ventures (since the Google video in 2012)
13 out 15 are fewer than 10 employees; the largest has fewer than 50 employees
• Mostly millennials with little corporate experience
• Emphasis on social networks - a “Facebook for Business”
• Focus on individual OKRs vs team scorecards
• Gamification based on peer to peer rewards (FitBit model)
• No ties to proven best practices or thought leaders
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“80% of Gamified Applications Fail to Meet Business Objectives”
"If a business can provide its audience with goals that are
meaningful to them, then it can leverage gamification to
motivate these players to meet those goals, and the company
will achieve its business outcomes as a consequence."
by Brian Burke, Research Vice President
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Agenda
Best Practices
Better
Outcomes
How
to Guide
Playbook
MyObjectives.com
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Managing the Red Dot
Improving Outcomes and Posting Better Scores (available December 2014)
A How To Guidebook that integrates best practices,
experience, software and a proven process that is
affordable, repeatable and fun.
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Managing the Red Dot
Teams want Green dots (Success) BUT they will move mountains to avoid a Red dot (Failure)
Example Objective – Increase sales by 5% by quarter end.
Success – meets or exceeds the key result
Partial Success – exceeds 50% of the key result
Measurable Progress – exceeds 25% of the key result
Started – work has begun
Pending / Failure
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Management is a Serious Game
If best practices integrated gaming principles might outcomes be improved?
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1. Scorecards
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2. Objectives
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3. Gamification
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4. How-to Guidebook
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Agenda
Best Practices
Better
Outcomes
How
to Guide
Playbook
MyObjectives.com
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MyObjectives.com and Management by Gaming
Integration of experience, best practices, software and a how-to guidebook
Strategy/Scorecards
1990’s to present
How to Guidebook
December 2014
SaaS
2015
Early 2015
Gamification
2010’s to present
Objectives/Key Results
1950’s to present
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MyObjectives.com and Management by Gaming
A complete solution that integrates industry’s most respected management methods
Strategy/Scorecards
1990’s to present
How to Guidebook
December 2014
SaaS
2015
Early 2015
Gamification
2010’s to present
Objectives/Key Results
1950’s to present
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MyObjectives.com and Management by Gaming
Improving outcomes and posting better scores
An affordable Software-as-a-Service (SaaS) that allows
teams to practice Management by Gaming
(available Q1 2015)
MyObjectives.com
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MyObjectives.com and Management by Gaming
A Software as a Service including Video Training, a User Portal, Tablet and Phone Apps
▶ Monthly fee based on how many teams have
scorecards (10 included)
▶ Unlimited users – no additional costs
▶ Free tablet and phone apps
▶ Free user portal
▶ Free self-paced video tutorials
▶ Cancel at any time – no restrictions
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MyObjectives.com and Management by Gaming
Business Gamification on three levels
▶ Winning: Final scores in the Success Zone
▶ Keeping Score: Progress increases scores
▶ Accolades: Rewarding good behaviors
Achieving Scorecard Success
Getting to “The Success Zone”
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MyObjectives.com and Management by Gaming
Business Gamification on three levels
▶ Winning: Final scores in the Success Zone
▶ Keeping Score: Progress increases scores
▶ Accolades: Rewarding good behaviors
Completing Individual Objectives
Avoiding the Red Dot
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MyObjectives.com and Management by Gaming
Business Gamification on three levels
▶ Winning: Final scores in the Success Zone
▶ Keeping Score: Progress increases scores
▶ Accolades: Rewarding good behaviors
Earning Badges
Recognition and Rewards
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Pre-game Setup
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Keeping score
Team scorecards, periods and roles
Defining perspectives and objectives
Establishing priorities and weighting
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Keeping score
Scores are a summary calculation based
on objectives priority and completion
status
Forecast: the expected ending score
Actual: the current working score
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Team scorecards, periods and roles
Scorecards are loaded from a pick list
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Team scorecards, periods and roles
Scorecards may be associated
with one or more time periods.
reporting periods are user defined
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Team scorecards, periods and roles
Roles are assigned to Teams and/or
individuals using the industry standard
Responsibility Assignment Matrix (RACI)
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Defining perspectives and objectives
Financial
User-defined perspectives allow objectives
to be organized into logic reporting groups
Financial
reflecting Scorecard strategy and goals.
Financial
Financial
Perspectives supporting the Balanced
Scorecard and Covey’s 4DX are included.
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Defining perspectives and objectives
Scorecard owners can define as many
S.M.A.R.T. Objectives or OKRs as warranted.
Typical scorecards have 20 – 30 Objectives
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Defining perspectives and objectives
Scorecard owners can define as many
S.M.A.R.T. Objectives or OKRs as warranted.
Typical scorecards have 20 – 30 Objectives
Objective: Increase company user base
Key Results: Total monthly uniques
45,000
Objective: Increase company user base
Key Results: Increase page views to 500
Objective: Improve infrastructure
Key Results: Reduce latency by 50%
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Establishing priorities and weighting
Scorecard owners set the Priority of the Objectives:
1 – Critical (must be completed)
2 – Essential (needs to be completed)
3 – Important (should be completed)
S – Stretch (reach to complete)
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Establishing priorities and weighting
Weighting Guidelines help
Scorecard owners conform
to organization standards.
An adaptable parameter
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Level 1 Gaming – the Basics
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Starting the game – the Do phase
Recording progress toward objectives
Recognizing success and earning badges
Keeping score and “The Success Zone”
• Recording progress
toward objectives
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Recording progress toward objectives
Status changes from Red to
Yellow to Green as an
Objective exceeds
standardized progress stages
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Recording progress toward objectives
Scorecard owners record progress daily
Started - work initiated
Measurable Progress - 25% complete
Partial Success - 50% complete
Success - key results achieved
Percent completion(s) are adaptable
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Recognizing success and earning badges
Team badges are awarded for
adapting best practices and achieving
success thresholds
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Badges
Badges earned (green dots) are displayed in
full color.
Future badges are displayed (grey with red
dots) to encourage goal achievement and
best practices.
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Keeping score and “The Success Zone”
Success Zone
Forecast reflects
expected final score
Actual reflects
current score
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Level 2 Gaming – Optional Features
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S.M.A.R.T. certification wizard
Integration with www.SampleObjectives.com
Linking Goals, Initiatives and Strategy Maps
Imbedded analytics
Comparing team scorecards
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S.M.A.R.T. certification wizard
S.M.A.R.T. certification check list
teaches Scorecard owners to draft
quality objectives.
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Integration with www.SampleObjectives.com
Searching the market’s leading warehouse of sample objectives
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By Function
By Industry
By Perspective
By Source
By Voter Ranking
www.SampleObjectives.com
www.MyObjectives.com
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Linking Goals, Initiatives and Strategy Maps
User-defined Initiatives allow for
multi-period and multi-scorecard
analysis and reporting.
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Linking Goals, Initiatives and Strategy Maps
Goals and Initiatives
Objectives can be linked to goals
and initiatives (optional feature)
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Imbedded analytics
Use analytics to explore how objectives
are aligned with Goals and Initiatives
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Comparing team scorecards
Success Zone
Problems?
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Comparing team scorecards
Success Zone
Struggling?
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Comparing team scorecards
Not stretching?
Success Zone
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Agenda
Best Practices
Better
Outcomes
How
to Guide
Playbook
MyObjectives.com
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Key Takeaways
Managing the Red Dot - improving outcomes and posting better scores
▶ Keeping score leads to better outcomes
▶ Defines success and sets standard scoring rules
▶ Integration of respected and popular best practices
⦿ Strategy and Scorecards
⦿ Objectives and Key Results
⦿ Gamification and Rewards
▶ A manager’s guide that explains how-to play and win
▶ Works with human nature instead of fighting it
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Key Takeaways
Managing the Red Dot - improving outcomes and posting better scores
▶ Structure helps “challenged” managers achieve better results
▶ Improved communications leads to better teamwork
▶ Rewarding success increases morale and effort
▶ Accountability and alignment gets things done
▶ Managing the Red Dot is easy, fun and rewarding
▶ Success builds success – the process repeats each quarter
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MyObjectives
Management by Gaming
Something New and Something(s) Old
7/17/2015