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Data - it's the lifeblood of every organization. The organizations
that move their data faster, better and more accurately are the ones who survive and flourish.
The companies that adapt and integrate their data systems are rewarded with accurate, real-time
information from which to make faster and better decisions.
The speed of business is no longer about what you have accomplished. It's about
accurately stating what you will accomplish, then reliably delivering on those commitments.
The analysts, board members, shareholders and customers have little tolerance for underperforming
management teams. Simply put, they want specific, measureable, and consistent results, quarter
after quarter.
e•Plan's comprehensive data management capabilities integrate the critical data that C-Level
Executives look for each day, week, month, and quarter to make sure their organization is on track.
So what's the key to creating Data You Can Trust? Simple - start by using a system that offers value
to all participants. For flawless execution of critical business initiatives, there's no better way
to do this than tie the results of the initiative to paychecks of the resources incvolved. Then, communicate
progress over and over, mapping the projected results to their projected rewards.
e•Plan exhibits extremely high ROI for Orgnaizations looking for the fastest way to
get an Enterprise Project Management system in place and in use.
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The CEO's View
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Creating the company culture that embraces and accepts accountability starts with offering regular
rewards for ordinary efforts, not just extraordinary efforts. If you’re a CEO or other
C-Level executive, ask yourself these simple questions:
- What is the reward that one of my top performers (My A Players) can look forward to if they do an extraordinary job?
- OK, what about an ordinary job?
- What about my B Players?
- What about my C Players?
Chances are, your A Players get significantly more rewards for ordinary
performance than your B Players do for extraordinary.
In most companies, B Players are rewarded with more work and the promise to
become an A Player at some ambiguous point in the future. See the problem with that picture?
Three Things To Do:
- Raise your expectations of all players with an advancing scale.
- Reward your A Players well, but only when they perform extraordinarily.
- Clearly map a path for your B Players to become A Players, or they’ll stop growing.
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Assessments
