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Techniques to Create Results-Focused Culture

By Jonathan Morgan

5 Techniques to Create a Results-Focused Culture

By Jonathan Morgan


We recycle the same statistics about the failure of strategy because we’re still planning and executing the same way we were in the 90s. (Case in point – this 1995 HBR article and this 1994 Forbes article.)

That isn’t to say the rhetoric isn’t tinged a little differently now or that organizations haven’t continued to develop and grow their perspectives. But as a whole, the strategic planning process is the same it’s always been: Leaders spend days at off-sites creating ideas, build complex spreadsheets to track their plans, never build new process adoption, deprioritize growth initiatives, and then find their metrics in the same place year after year.

While data has been leveraged to transform marketing (social media ads), music (Spotify), and even our daily commute (Waze), planning professionals are not using the information to analyze past performance and build an effective, customized, proactive future state of transformative planning and execution.

My stance is that the path to the future of planning reveals itself through a culture built around Value Realization. The companies that will change the way planning is done won’t just focus on how much of their plan was completed, but the value initiatives have driven for the organization and how to use this information to adapt their business plans over time.

I had the opportunity to present at AchieveIt’s Leadership Circle with my colleague, Joe Krause, on this very concept – how organizations can evolve into the future of plan execution by changing their ideation techniques and focus on Value Realization. In our discussion with 25+ strategic execs from across North America, we outlined 5 major steps organizations must take to enable a focus on value.

1. Recognize the Why

Organizations often focus significant effort on two areas of strategy: the groundwork Mission and Vision of the organization, and the projects/initiatives/tasks that need to be done.

We’re strong advocates of an accurate Mission and Vision, but they’re not meaningful on their own. Successful organizations align their true purpose to the activities and outcomes of their plan.

Most organizations suffer from a giant gap between the Mission/Vision and the work itself. Employees disengage because their work doesn’t feel important or connected, and it’s hard to uncover whether activities are moving the organization towards the Vision.

Sometimes you need to broaden your scope from your documented goals to analyze what you’re trying to accomplish at a macro level – and then work backwards to reestablish your tactics.

For example, Kaiser Permanente struggled for years to reduce summertime Asthma-related events in New York City. When they took a step back, they used their Mission to “improve the health of our members and communities we serve” as their anchor. After a reframed analysis, they uncovered the cause of Asthma events in the city was lack of air conditioning and pollutants aggravated by the heat. Instead of focusing on traditional healthcare strategies, they increased access to in-home air conditioning at a fraction of the cost of care.

They drove their numbers in the right direction by choosing new initiatives that aligned to their ultimate Why.


Calculate the Price of Bad Plan Execution

Use this calculator to determine what your current plan execution process is leaving at risk for your organization and learn what you could gain with AchieveIt.


2. Create Substantive Outcomes

With a clear understanding of your Why, it’s important to understand how you’ll know when you’ve reached your destination.

A real-life example: If your goal is to be a healthier person, you won’t wake up one day and know, “YES! I am now a healthier person.”

For many people, your health goal is tied to a quantifiable metric, or lag measure (e.g. decreased blood pressure, body fat percentage, or bodyweight). These lag measures are supported by micro-goals, or lead measures (e.g. daily active minutes, macronutrient goals, calorie intake, etc.).

This is commonplace in our personal lives, but many organizations forget their lead and lag measures, the key quantifiable ways to track and measure success. If your goal is, “Improve our product,” remember to define how you’re going to make your product better, and what you’ll measure along the way to know when you’ve achieved your goal.

Organizations can also track too many metrics. This also makes it difficult to clearly report on progress, with too many variables to discern how activities are impacting outcomes.

Successful organizations develop just a few (3-5) critical outcomes that will measure plan success so they can quickly gauge the effectiveness of their tactics and readjust as needed.

3. Align Activities to Outcomes

Alignment is an oft-used buzzword, but the best definition is “clear strategic intent and accountability.”

How do you create strategic intent? The work (strategies, initiatives, projects) should each align to one of your 3-5 critical outcomes.

Your plan shouldn’t resemble a to-do list, but more a placement of bets. How will we reach our new business target of $10M? By executing these 5 projects. While no bet is a guarantee, ensuring the clear alignment between activities and outcomes will create insight into cause and effect so you know which tactics affect which outcomes and can make impactful adjustments.

Having trouble aligning your work to big-picture outcomes? For many organizations, this process uncovers one of two scenarios:

1) Work that isn’t aligned anywhere means it shouldn’t be worked on. If it’s not driving a strategic outcome, it’s not worth spending the time and resources.

2) Work that isn’t aligned anywhere means a strategic outcome is missing. Defining your big 3-5 substantive outcomes can be difficult, so this is another technique to work backwards to find which 3-5 overarching goals are most important to your organization.

4. Monitor Results

Now for the fun part – tracking and monitoring. (While many rely on Excel to track their plan execution statuses, hopefully, we don’t need to convince you that there’s a better way.)

As you begin monitoring results, it’s important to balance the quantitative and qualitative information to understand whether initiatives were successful.

While this seems simple, most organizations stop tracking results when their planning year is done. Projects, once implemented, take time to show results that satisfy the original overarching goal. If your organization isn’t reviewing results after the work is done, you’re only measuring project completion, not program efficacy. Without this critical data, you’re unable to learn and adapt or determine an ROI.

Successful organizations determine a frequency to review progress on old initiatives and goals, not just current ones. By incorporating this into your reporting process, you’d be surprised to see how lag measurements change based on the performance of historical initiatives.

5. Inform Decision-Making

What does your organization call the process of creating your strategic plan? Is it ever referred to as a “strategic planning cycle?”

While this is one of the common terms, for many organizations it’s anything but a cycle. A true cycle would mean the activities and outcomes of one year inform the next year’s plan.

Unfortunately, too many companies rely on one of two “techniques:” 1) The lazy approach where any unfinished items are rolled into the next plan by default without analyzing their relevance, or 2) the shiny object pitfall where the new plan is chock-full of ideas from that recent conference you attended.

Ideally your plan shouldn’t solely be a roll-over of unfinished projects or fancy, new ideas, but more of an adjustment on the successes and failures of the previous year.

Value Realization is the Future of Plan Execution

While these five steps are basic, each is pivotal to enable an organization to focus on Value Realization to plan for a more successful future. Most organizations have some combination of these five elements, but it takes all of them in concert, plus a focus on value, to uncover new ways to transform organization planning.

Before Breaking Down Silos, Connect Them

By Jonathan Morgan

Before Breaking Down Silos, Connect Them

By Jonathan Morgan


As a testament to effective marketing, the word “silo” has become a feared term in the plan execution world. However, silos are necessary for a growing business to focus and specialize. What many don’t realize is success relies on the way you connect those silos when managing multiple plans. The pay-off? Get the high-level visibility you need to make better decisions.

When Does Tracking Plans in Excel Become a Risk?

It’s no secret that organizations often have projects and data that have been sealed off from each other. Truth is, as organizations grow, it’s actually more impactful to develop expertise in certain areas of the business to maximize efficiency.

The real challenge of siloed work is introduced when needing to report and analyze across plans.

Working in silos can help manage one thing at a time. One project, one plan, one project management spreadsheet or project management dashboard; and the list goes on.

What leaders fail to realize is siloed project management reaches critical mass as additional projects enter the fold.

To make informed decisions, you need the big picture. You need data from every project, not just one. Tracking one singular project quickly turns into tracking metrics from multiple initiatives – which then turns into overwhelming Excel files with 20 tabs and no overall visibility. It becomes impossible to answer the question, “How are we doing overall?”

This is when using Excel to track more than one plan becomes a risk.

Silos Are a Scapegoat, Not the Core Problem

So, who’s the first to blame when problems undoubtably arise? Well of course, everyone’s favorite scapegoat of the moment – those evil silos!

And this is where organizations go wrong. It’s not the silos themselves that cause issues, but how organizations manage the silos.

When goals aren’t achieved, a typical organizational response is an immediate effort to break down silos, not anticipating that even more compartments will be created, just at a different level of the organization.

Imagine, as a department VP, you can’t see the overall breakdown of where each of your managers are on or off track with their initiatives, so you ask them to compile all their high-level data into one report. In turn, each of those managers needs a finite way to track their own team’s plans in greater detail, so they’ll further segment out the project-level work their team is doing in a system separate from how they’re reporting up to you. People need a hierarchy that can be collapsed and expanded so they can see the exact level of information they need to do their daily work.

Instead of storming in and breaking down partitions, find ways to connect those silos across the organization. High-performing organizations use tools that allow them to see all the high-level data they need siphoned off from each major subdivision, while still being able to drill down into details on demand.

3 Ways to Optimize Plan Management

Excel is fine for managing single plans, but when you’ve got multiple processes at stake, you need a better tool. Enabling cross-plan visibility in a single platform is the key ingredient to effectively managing multiple plans to make more informed organizational decisions.

Here are three stepping-stone strategies the highest-performing organizations employ to shift processes around managing multiple plans:

Combine Project Tracking to Fill the Gap in Insights

When plans are managed in silos, the results can only be seen independently. This leaves a huge gap in how leaders can see progress across the entire organization.

Instead of reporting out on the detailed elements of each project individually, focus on how projects and plans as a collective unit are performing as a whole.

Dashboards help most with this; the ability to see initiatives’ statuses in a pie chart is extremely powerful. But that’s what business intelligence (BI) tools fall short; leaders also need the option to access finer details to get context around what’s producing results and what’s not – and why.

Connect Activities and Outcomes

In many organizations, the data sits in one location (BI system or data warehouse) while the activities (projects) lie elsewhere. This disconnect leads many organizations to work aimlessly and perform more of a “box-checking” exercise than true, strategic work. If you think your organization falls outside the typical statistics around poor plan and strategy execution, ask yourself the following questions: “Are we simply completing projects and initiatives as fast as we can? Or are we truly accomplishing the results for which these projects are being undertaken?”

For most organizations, it’s common to fall into execution mode without connecting activities to outcomes.

When tracking and reporting progress, it’s essential to identify the KPIs and quantifiable outcomes connected with organizational plans and projects so you have something to measure against. It’s one thing to know the status of an initiative, but a truly game changing insight to understand the contextual impact on key company-wide outcomes.

Align Priorities

When organizations track progress in silos, it’s very likely that their priorities are siloed as well. One person’s activities may be scattered across individual plans, or no single plan manager has insight into the initiatives of other teams. In many cases, this leaves organizations accidentally working either in completely opposite directions or duplicating efforts across the organization.

Successful organizations connect all their silos under a common vision and plan, guiding the organization forward. Not only does this increase focus and efficiency, but it has a long-standing effect on organizational culture, through increasing team member buy-in and commitment.

By creating a culture of execution with alignment, even the most selfless employees will learn to ask the question “What’s in it for me?” Aligning their work to an overarching outcome and plan will drive long-term engagement, increasing success rates.

Excel Was Not Built to Manage Multiple Plans

Moving forward, instead of using siloed project templates within Excel or project management tools, think critically about how your organization can begin connecting your silos to strike a healthy balance between team-level focus and big-picture visibility. Take a step back and consider how you can transform to manage through a single dashboard and standardized reporting process, instead of continuing with the status quo of a too-many-tabbed Excel spreadsheet.

In our experience, the highest performing organizations find ways to improve their processes by filling the gap in insights, connecting activities to outcomes, aligning priorities effectively, and moving to a tool that is built to manage more than one plan at once.

Strategy Execution Management Software: What It Is and Why It’s About to Take Over

By Jonathan Morgan

Strategy Execution Management Software: What It Is and Why It’s About to Take Over

By Jonathan Morgan


Gone are the days of paying a strategy consultant to listen to your team’s priorities for growth, retrofit those objectives into a proprietary plan structure, deliver it all in a glossy package, and leave your team to do the heavy-lifting. There’s a new model on the strategic planning scene, the process that actually helps your organization accomplish your initiatives: Strategy Execution Management (SEM).

“Executing strategy in the digital age requires tools connecting the shared objectives of business strategists and those executing the change and measure true business value.”

Gartner’s recently published Market Guide for Strategy Execution Management (SEM) Software outlines how this emerging market is finding its niche in the business community, how it’s currently evolving, and how it’s projected to grow in the future. AchieveIt – featured in this select group of SEM software – is riding the first wave of SEM as a tool that “connects shared objectives of business strategists and those executing the change and measure true business value.”

SEM is the trend of the future. Executional excellence took the number one spot in a list of 400 global CEOs’ most difficult challenges, more challenging than innovation, top-line growth, or even geopolitical instability. This is a problem that needs solving, and SEM has started budding in the marketplace to help boost the percentage of large organizations up from a 75% failure rate to successfully implement their plans.

AchieveIt is in accordance with the findings and recommendations about Strategy Execution Management outlined by Gartner, and we’d also like to recognize a few additional trends from what we’ve also learned by speaking with strategy executives across the globe.

Calculate the Price of Bad Plan Execution

Use this calculator to determine what your current plan execution process is leaving at risk for your organization and learn what you could gain with AchieveIt.

Strategy Execution Shouldn’t Be Forced to Fit into Other Platforms

As organizational tech stacks continue to grow, strategy leaders have a natural inclination to test out what’s already in-house first. With the inflating over-abundance of software, we regularly find that IT resources tend to recommend alternate platforms that don’t fit the needs of strategy management (or will offer to build something that will only complicate things).

If existing software solutions like Project Management, Project Portfolio Management, Business Intelligence, and Excel enabled successful strategy execution, Gartner would have never released this trend report. The mere fact of its existence proves there’s a widening gap that needs to be bridged, and it can’t be done by trying to squeeze your strategy execution management into MS Office.

As comfortable as it may be to stick with a known software solution internally, organizations that successfully execute operate differently. Finding a software that’s built specifically for strategy execution will do more for your organization in the long run than trying to make improper solutions work.

However, on the flip side, keep in mind many SEM platforms can be used for other use cases than just strategy execution. Think about cost savings, operational excellence, risk management, and innovation plans, all connected in one place.

Strategy is Organization-Wide, So Strategy Software Should Support Organization-Wide Visibility

For many leaders, strategy execution often becomes a challenge due to the siloed nature of their organizations. While the strategy team and executives normally create the plan, execution traditionally falls on the business units themselves. This makes the tracking of insights across the organization extremely difficult; each department has their own way of tracking and reporting, so it’s impossible or otherwise time-consuming to see progress across the entire organization at once.

While this seems like the unavoidable status quo, the average organization is actually leaving over $7 million at risk with poor strategy execution management. $7 million!! By having a disconnected organization, gaps appear in insights across the organization, causing improper decision-making and missed opportunities. What could an additional $7 million+ in objectives achieved mean for your organization?

As strategy connects across an enterprise, strategy leaders must find ways to increase visibility for executives. When purchasing software to manage strategy, leaders should focus on platforms that make it easy to visualize progress across the organization. Moving away from siloed reporting and execution is the only way to conserve millions of dollars at risk for an organization with a poor execution success rate.

The Best Software in the World Won’t Guarantee Success; It Takes Thoughtful Change Management

While there are many reasons strategies fail, one primary reason is that today’s fires take priority over strategic initiatives, creating an endless cycle of pushing out strategy. When implementing a new software, we must recognize how this trend will only continue if emphasis isn’t placed on proper implementation, change management, and overall adoption.

Gartner has estimated that 75% of all ERP implementations fail. We haven’t seen anywhere close to this number with AchieveIt’s customers, but this perception of failure significantly impacts purchasing decisions for strategy execution platforms. Leaders are fearful it won’t take hold, and as they’ve prophesized, the software never stands a chance to be fully incorporated into operations and the culture of their organization.

Platforms that continue to see success in the SEM marketplace will take a thoughtful approach to implementation and an ongoing partnership. Keep in mind – this isn’t just focusing on proper software training. Organizations regularly need increased focus on foundational teachings related to strategy to create a culture built around execution. Additionally, optimizing plans for execution is critically important to ensure successful utilization of any new platform. Lastly, SEM organizations should focus on helping organizations build out new processes to increase attention on monitoring strategy and improving agility.

Where Will You Stand When the Strategy Execution Management Market Takes Off?

As the strategy execution management software landscape continues to change, where will you stand? Will you continue to try to use generic tools to execute specific processes? Will you suffer from compiling hundreds of different spreadsheets, just to put together a single dashboard for cross-plan visibility? Or will you find a solution that works for your company, and go full-force into a hearty, supportive, ongoing implementation powered by change management? At AchieveIt, we look forward to helping more organizations take back control of their dollars at risk and transform the way they manage execution.

3 Ways to Boost Productivity: Execute More of Your Plans by Reducing Meetings

By Jonathan Morgan

3 Ways to Boost Productivity: Execute More of Your Plans by Reducing Meetings

Have you seen this article?

Harvard Business Review published this study where consultants at Bain found one of their customers spent 300,000 hours a year on a weekly meeting.

300,000!

While this first sounded shocking to me, as I thought more about my customer interactions and the insights they have shared, I realized this likely exists in many organizations across the globe. Even in smaller organizations, I’ve experienced meetings that consistently require extensive resources, and I’m sure you can think of similar meetings within your organization.

When employees are consumed by hours of meetings, it often limits organizational productivity. When productivity deteriorates, most organizations attempt to “restructure” by cutting head count in hopes of increasing productivity and ultimately the return per employee.

Why is it that restructuring is typically the first move? Why not focus on increasing employee output and reconsidering the valuable execution time that’s sucked up into these meetings?

Unfortunately, most companies find it easier to restructure than to do some digging to determine ways to increase the output from each employee.

Examine Your Productivity from a Process Standpoint

The key to finding the real source of your productivity problem is to investigate your team as-is, rather than jumping directly to eliminating employees. A lot of times, if you can repair your issue at the root cause – most likely your process – you can boost your productivity exponentially without restructuring your whole organization.

While the aforementioned article outlines five ways to get the most out of your employees, I’ve selected three that I have found to be especially important when working with my customers.

Align Employees to Goals and Each Other

From the HBR Article – what causes loss of productivity:

1) The company may have great people and potentially effective teams, but its organizational structure interferes with high performance.

In many organizations, this issue comes down to improper alignment across the enterprise. Alignment impacts both the performance within a team, and across an organization.

Within a team, alignment connects individuals to the importance behind their work. Employees should understand how their daily tasks roll up to support larger company goals. Team members should be aligned under the same metrics, so they can paint a single picture of success and move towards it together.

Across an organization, alignment helps ensure people are working on the right things and that duplicative work isn’t being conducted. Do you know how all of your resources are spanning across plans and projects? Are there overlapping goals? How are resources from different plans being pulled across the organization?

When you have a clear understanding of your company’s performance at a high level and how goals trickle down, alignment can help skinny organizational structure by reducing shared resources and lines of approval, for example.

Proper alignment can help connect the primary quantitative outcomes to specific tasks, enabling a quick understanding of activities’ effectiveness. This understanding will allow you to make quick, well-informed decisions to increase productivity: keep what is working and ditch what isn’t.

Create a Plan for Change Management – And Follow Through!

From the HBR Article – what causes loss of productivity:

2) The people aren’t sufficiently engaged or inspired to deliver their best work.

Unfortunately, this issue occurs extremely regularly with my customers. Organizations attempt to undergo change without the commitment and buy-in from the individuals responsible for undertaking the change.

To properly engage and inspire your team, it’s first important to ensure everyone understands why the change is important, as well as their role in accomplishing the change. If people don’t know what their role is, how can you expect them to buy-in to the change?

Create a detailed plan for change management for plan implementation early on, take your time explaining and answering questions, and check back in often to gauge buy-in during the change process.

Beyond communicating individuals’ roles, successful organizations also create a culture that supports their best work. I’ve found that most organizations ask a lot of their employees, but never give anything in return to keep them engaged. Especially with status reporting, leaders ask for updates and reports without ever communicating how the updates are being used or how the organization as a whole is performing. Transparency is crucial to create a compelling scoreboard to let your teams know in a simple way if you are “winning” or “losing.”

Gather Updates & Send Reports to Review Before Meeting

From the HBR Article – what causes loss of productivity:

3) The way people interact and communicate may require too much time for the level of output generated.

Whatever is holding up your information gathering and report creation process has to go.

Successful execution requires three primary elements: 1) The Right People, 2) A Plan Optimized for Execution, and 3) A Process. The third element is where most organizations fall short and over-utilize their resources.

These “status-update” meetings eat up 300,000 hours of your year because they’re just that. Reporting is manual and takes forever, and you’re pulling some of your highest paid executives away from their strategic work and asking them to sit in a room to listen to each other give status updates. Very little of their expensive time together is being spent talking about what to do with that information.

If you have the updates ahead of time, and send out dashboards to produce a clear understanding of what’s going well and not going well, it can streamline the communication and number of meetings needed, allowing you to have dialogues to help tackle problem areas.

Sadly, most organizations can’t support this ideal process because update collection and reporting is cumbersome and broken. Time spent chasing updates and compiling information only adds to that scary 300,000 hours a year.

To reclaim your time, it’s critically important to establish an efficient process that collects updates directly from the source instead of through multiple levels. And perhaps more importantly, the information must then be communicated at levels of detail for specific management tiers (i.e. not too detailed or not too high-level). By creating the proper process, the proper level of output can be generated while also reducing the time spent.

Get Help!

At AchieveIt, we help our customers create new processes to increase efficiency in their planning efforts every single day. Whether it’s through creating a quicker update process, streamlining status update meetings, or creating compelling score boards, it’s our hope that 300,000-hour meetings will soon be a thing of the past.

How to Manage Results When Your Tech Stack is Too High

By Jonathan Morgan

How to Manage Results When Your Tech Stack is Too High

Earlier this week I was talking to a friend, a strategic leader of a mid-sized company based here in Atlanta, who has been experiencing a struggle that many of my customers have also fought with. In a complex organization, business environment, and ever-changing technology industry, there has been an influx of more and more software solutions. In the words of my friend, “I feel like every 30 minutes, I’m operating out of a different system or creating a different report. Every team manages their work differently in JIRA or Smartsheet or some other team tool. At the end of the month, I’m left with pulling reports from multiple systems that show a lot of the same information.” Today’s varied market of software provides highly-tailored solutions at the team level but creates a challenge for the executive level. For leaders trying to gain visibility into how multiple teams are doing across plans and projects, using multiple work tools is a nightmare.

Why Are There Too Many Platforms?

In its basic form, it comes down to how organizations are forced to operate in today’s highly competitive and technology-driven landscape: with agility. When you’re constantly shifting to address the next project, there isn’t time to find a new process or system to manage outcomes at an enterprise level. Teams continue to use tools that are specifically catered to them, so they can get their work done quickly. Growth needs to happen fast, which gives little time for process optimization and carefully choosing cross-functional tools.

Why Are We Moving Too Fast?

The nature of the problem stems from the increase in competition across most markets. A decrease in barriers to market entry and an increase in access to capital has made it tougher for organizations to grow and remain at the top. Just take a look at how the Fortune 500 has changed in the last 60 years if you don’t believe me. This change in competition – which is accelerating – has forced more companies and executives to think about their future in a new light, increasing the focus on strategy and planning. Instead of viewing growth at a team or project level, leaders are adapting by aligning resources to achieve overarching initiatives. As found by the Project Management Institute (PMI), 88% of executives say that executing strategic initiatives successfully will be “essential” or “very important” for their organizations’ competitiveness in the next few years. With an increased focus on planning, executives can no longer conduct planning as a “checking the box” exercise. They MUST think about how they will operationalize their plans – to make changes stick.

Why Doesn't a Siloed Approach Work?

With a new emphasis, comes new problems. Organizations continue to struggle with operationalizing strategic plans. And as my colleague, Joe Krause, discussed, organizations continually fight with differentiating strategic and operational plans. In many cases, the organizational strategic plan is disseminated down into operational elements and distributed to the teams/divisions with minimal process or communication. Leaders want the results and insights along the way, but rarely build out an organizational process to be able to understand the work being done at the employee level. This leads to the true issue. As the work disseminates down, teams are given an option to choose from a massive market of technology solutions to help them drive their distributed tasks. With their selection, they are hoping to be as efficient as possible, so they can deliver results to executives. But, as Wrike recently discussed, “getting what you want—immediately when you want it—is the new norm.” It must be easy to understand what is happening and why it’s happening, as it’s happening. Unfortunately, before starting this process, many leaders don’t sit back and think about the long-term impact. Leaders relinquish decision-making power when they don’t have a way to see what’s working (and what isn’t) until it’s already done and reported 6 months later.

How Do Successful Leaders Get Insight Across Software Solutions?

How can a leader make decisions across their enterprise when looking across numerous platforms, each with their own distinct characteristics? In short, they can’t. Or if they can, it is extremely difficult. You may be familiar with collecting reports from each individual system and spending 10s of hours every month compiling them into single-language reports. You want them to be both high-level enough for a C-level overview and detailed enough to provide insightful information for managers. This method is broken.

What's a Good Solution for Enterprise-Level Plan Insight?

While there is a sea of platforms available to manage teams and operational items, very few options exist to help the entire enterprise. This leads to a disconnect in comprehending results from one team to the next. Even further, it leaves a massive gap between the day-to-day activities, or operations, and the outcomes of the enterprise. There may be an abundance of great work that’s happening: incredible projects, initiatives, activities, and more. But if you can’t tie them to the organizational outcomes, or KPIs, can you truly be sure that these are the right initiatives? Your organization should closely align the objectives/outcomes your enterprise is seeking with the activities and operational elements that impact the results. This should be done in a consistent manner across the organization. Your process should force accountability and enable visibility into progress in one platform. It shouldn’t take compiling multiple systems or trying to make a business decision by relying on 5+ PowerPoint presentations. The segmented, outdated way of the past doesn’t have to continue any longer. At AchieveIt, we have the first true enterprise platform for execution. One that enables accountability and visibility across all levels of the organization, giving the insights to drive enterprise execution.