Optimizing the Management System
It’s Monday morning. A glance at the calendar reveals: deadlines, meetings, coordination tasks. A look at the inbox: vacation applications, proposals for exceeding the project budget, a request to review a presentation, invitations to join brainstormings and steering groups.
So, when do you do your real work?
Of course, all of the above is, in essence, work. Nevertheless, most corporate leaders seem to ask themselves this question on a regular basis. They often have the feeling that the whole company is much too much concerned with internal workings.
Rules, regulations, meeting structures, processes, guidelines – these are all indispensable when it comes to helping everyone coordinate and be productive. Yet, in dynamic times like these, such management practices often fail to correspond to the ever-changing and exacting demands put on the creation of value. In the end, they can effectively become roadblocks to success.
Our goal is to optimize your management system in close cooperation with you and your staff. First, we analyze your practices, rules, leadership systems, competencies and authorization guidelines, that is, all those things a company enacts to regulate its internal affairs. In close cooperation with your entire organization, we strive to detect what is amiss and what is worth saving – and only then do we advance to formulating new practices and discarding superfluous ones.
The overall effort required to fine-tune internal affairs declines, and responsibility is displaced to where it can best be deployed. The organization can catch its breath and better reorient itself to the market. Altogether: more time for value creation and meaningful activities.
Do you have questions?
»Today, it is my firm conviction that we really do have good people at our disposal – we were just keeping them from showing their peak performance. Amazingly, just adjusting a few things here and few things there was able to release a tremendous amount of creative energy.«
Case in sales: Abolition of individual commissions and conversion of KPIs
Linnar Schwarz, COO, Candis GmbH
In our case, the commissions being paid out to the Sales Department had grown continually over time. We weren’t acting alone – just doing what everyone else was doing. We never thought much about what we were doing was affecting the behavior of our own people, especially when dealing with contracts that paid no commission or were one-offs.
After working with Organeers on straightening out our wage system and key performance indicators, we decided to get rid of the individual commissions and instituted team goals. We also set the fixed wages at a relatively high level. This made a great difference when talk turned to defining our goals, since you didn’t get bogged down with endless discussions but could concentrate on what was realistically implementable. We noticed this immediately when defining our sales targets for 2021. Further, parallel to revamping our wage structure, we expanded the overall sales teams and made the Sales Department, the Marketing Department and the Support Department members of the team responsible for realizing our sales goals.
We also eliminated all other key performance indicators oriented solely toward individual activities. Our feeling was that they were only sidetracking everyone and effectively inhibiting our own people. We now leave it to the team members to decide how to complete the task in a way that adds to our revenue. As it turns out, that made them much more open, and they now interact more to the advantage of the product.
Today, it is my firm conviction that we really do have good people at our disposal – we were just keeping them from showing their peak performance. Amazingly, just adjusting a few things here and few things there was able to release a tremendous amount of creative energy.