grow company profitsAlign your Strategy, Culture and operations
Stop Leaving Money on the Table.
align your culture
Managers And Frontline Collaborate To Finish The Systems
In this program, managers work directly with frontline direct reports to finish customizing all systems.
Here’s where the high-performance culture gets pushed throughout the organization. By necessity, completing this program completes transformation into a collaborative and inclusive culture.
This program is structured to follow the Align Operations program week by week. The way it works is that managers complete a system revamp one week. The following week, they introduce the system changes to their direct reports. That gives the managers a week to take the templates we provide and prepare to transfer the knowledge to their direct reports.
Think of this program as having the frontline workers add their “recipes” to the systems. A recipe has specific ingredients, steps, measurements, and time requirements. In the same way, operations uses similar “recipes” to accomplish specific tasks.
These recipes have categories (like appetizers, main course, desserts).
The frontline workers construct the actual “recipes” that become standard operational procedures to accomplish activities. The teams do the following in this program:
- The manager guides frontline reports in understanding the new systems and decisions.
- Frontline constructs the actual recipes to be used, and designs the various recipe categories.
- Frontline also populates the project portfolio of the current projects into the systems.
- By involving frontline in the creation of the systems, they both create and buy into high-performance culture.
This Program Solves Specific Problems
That Are Critical To An Organization-Wide Culture “Revamp”
The final program of our suite of programs solidifies everything we’ve already done. It is designed to solve the final issues to complete your system of systems.
- You need frontline employees to finish off the day-to-day operational systems. Your executives built the frameworks and managers have fleshed them out. Now it’s time for your “in-the-trenches” folks to complete the system of systems. It’s their job to eliminate complexity and redundancy, and create a smooth and frictionless operation.
- Frontline workers need to be empowered to deliver high-performance projects. They’re the ones who “get it done” day to day. They need to have a say in what it takes to prevent underperforming and over-budget projects. They need to set up the “recipes” for consistent strategic execution.
- Your frontliners know best about how to keep time, money and associated costs tightly managed. They’re the ones who see problems first-hand. Typically they’re the ones who know the most about how to deliver flawlessly—but they’re seldom consulted. It’s often a no-win situation—getting the blame without authority to prevent problems.
- You need to give frontline workers the “authority” to no longer leave money on the table. They need complete visibility—and a decision-making structure. Without that, they don’t have the real-time ability to avert those money losses. All they can do is helplessly observe money slipping away.
- You want frontline workers to feel ownership of your system of systems. Without that, you’re not getting an engaged, high-performance workforce. You want teamwork and collaboration—and employees who willingly contribute their best.
You Want Outcomes—Exactly The Kind You Need
This Program Delivers The Finishing Touches To Your Culture
By now, you’ve probably concluded that we’ve thought of everything. Nothing is left to chance. All that organizational experience has been rolled into a highly desirable final outcome. These are the outcomes you can expect from completing our suite of three programs.
- Your company is still growing fast, but you have a system of systems to manage it. You have a system to handle every area of growth. You’ve revisited and optimized everything—eliminating complication and redundancy. In developing all your systems, you’ve also created a high-performance culture.
- Strategic execution is now steadily consistent—with high-performance projects. Operations are designed to be dynamic instead of static, and allow employees to adjust as circumstances change. With flexibility (and reality) built in, you’re setting up employees to win—and to perform as “owners”.
- As operations are optimized, business results consistently meet expectations. Having a solid operational structure keeps time, money and associated costs tightly managed. Growth becomes a smooth ride instead of an unpredictable bucking bronco.
- You’re no longer leaving money on the table every day—you’re keeping it. You have that “birds eye” view that allows you to avert problems before they arrive. In effect, you—and the whole company—have a dashboard view of what’s going on real-time instead of seeing an after-the-fact disaster.
- Employees take on an “ownership” approach, and enjoy working together. As you bring new people onboard, you hire to intentionally develop a high-performance culture. The wildness is gone, but the excitement of fast growth remains. Work becomes a new thrill of accomplishing something wonderful together.
The Align Culture Program Delivers Massive Benefits
Everything Is Designed To Give You Proven Results
As you consider this suite of programs for your business, you want results. Not only do you want results. You want to fully understand the benefits you can expect. These are the benefits from the ‘Make It So™’ Suite of Programs.
- The most important benefit is sustained results to fund managed growth. That’s a complex statement that contains two concepts: “sustained results” and “fund managed growth”.
- Only sustained results can allow you to fund managed growth.
- Self-funding managed growth keeps you in control of the business.
- “On the fly” is no longer standard modus operandi. Resource utilization skills, planning, hardware/software—everything is managed according to your system of systems.
- You replace a hierarchical CEO-to-frontline approach with true collaboration. No longer is it, “I say and you do.” Instead, it becomes, “We do. We’re all in this together.” This shift turns everything on its head. That can sound threatening, but actually work turns out to be a lot more fun for everyone—including you.
- You get a focused and engaged company culture. Employees function as a committed team jointly accountable for team performance. As each new employee is added, the culture is shaped into a high-performance culture. In onboarding, everyone learns the behaviors that turn them into high performers.
- Employees do things because they want to—not because they have to. They enjoy being part of something bigger than themselves. This paradigm shift both transforms the culture and is a result of a transformed culture.
- Employees act like owners, and take on ownership mentality. They take better care of assets, look out for “the owner”, care about your bottom line, and contribute to company health.
- Maximized ROI is the natural result of focused owner/employees. It becomes more game-like to see the numbers rise as a result of collaborative effort.
- Execution excellence becomes the standard. Projects are executed well—consistently—producing sustained profitability.
- You’re no longer pursuing the latest shiny object. Instead of following the other sheep, your organization is thinking, “Lets’ be sure we spend our money right. Here’s where we’re spending our money—as planned.”
- You maximize your ROI on your people, equipment, and capital. Numbers are visible to you in real time, and it becomes a no-brainer to keep profits steadily rising.
You’re Sitting There Considering The ‘Make It So™’ Program
It’s Important You Understand How It Works
You’re not going to buy a suite of programs unless you understand it. Not just a surface-level understanding either, but an in-depth understanding. You want all the details, so you can prove to yourself that it WILL work for you. Here’s how the Align Culture program works.
Week 1: Collaboration Culture System
Once the manager has completed their work in developing a collaboration culture, they deliver to their frontline. This takes place the week following the session where we work with the manager. Managers facilitate a meeting and own the concepts in front of their frontline team. This is not a top-down forcing of culture. It’s a collaborative approach to creating collaboration.
The concept of a high-performance mindset is critical. It’s important to emphasize that this isn’t the typical, “We’re going to work your ‘behind parts’ harder for no benefit to you.” In fact this is completely the opposite of that, and that fact needs to be emphasized.
You can’t create a collaborative culture by force. It should be obvious that creating a collaborative culture must be a collaborative process. The managers may meet a lot of skepticism from the frontline. This is especially true if operational problems have been ignored for a long time.
This is the point where the compelling story is key. Why should the frontline care about collaborating? Why should they want to be part of a high-performance culture?
Week 2: Asset Management System
This is a relatively simple week’s work for the manager. Again, this takes place the week following the manager’s version of Creating the Asset Management System.
The manager works with the frontline to identify various categories of assets. The workers identify which are critical, and put together a schedule of preventative maintenance to be done over time. Workers then collaborate to work out the details of the system.
Week 3: Work Management System – Work Planning System
This week tends to be a lot of fun for the frontline workers. They take a primary role, and contribute their deep knowledge of how operations really work best.
The objective of this process is to make it easier for the frontline to do their work. Creating this kind of consistency in processes and procedures guarantees consistent results.
The best part is that they’re building it, so they own it. When they own it, they do it. They have the latitude to refine it and improve it as they go. They have almost absolute control over this process. This is a critical activity, and you can’t take shortcuts here. When this is done right, it sets the whole company up for success.
With the Asset Management System in place, frontline knows what resources are actually available every week. A Resource Czar has been chosen and put in place with authority to control resource decisions.
This is where frontline workers put together the recipes and feed them into the system. They decide: what people, what tools and materials, what assets, time, how long, and a step-by-step procedure.
We provide a template for workers to use to get their ideas together. When it comes time to upload into the software, we provide a wizard that enforces consistency.
Week 4: Build Software Nomenclature System
Once the Work Planning System is in place, the manager and frontline develop naming conventions. They work collaboratively to set up a system for easy storage and retrieval. It’s a hierarchical system based on parent/child relationships.
The manager sets up the big framework by providing the categories and subcategories. Frontline sets up types and subtypes. This is completely customized to your business and how it functions. Truly, the frontline workers likely know this best.
Week 5: Work Management System – Work Scheduling System
The managers introduce the 3-Week Rolling Schedule to frontline workers. The schedule is demonstrated, and managers have their first 3-Week Rolling Schedule Meeting. Everyone works together to lay out the upcoming schedule.
The managers introduce the new Resource Czar. Frontline learns about how the Czar drives the process of the whole Work Management System. They learn that the Czar has responsibility for making sure that the schedule happens as planned. She/he also has the authority to resolve resource conflicts.
Week 6: Real-time Communications Interface System
Managers introduce the real-time communications interface system. It’s important to emphasize the frontline benefits of having better communications tools. They can eliminate putting out fires as much as possible. Just as importantly it helps frontline solve problems before they become problems.
Week 7: Financial Controls System
The managers work with frontline to set up a cost allocation system. Time is a resource, and we’re tracking and charging time to projects. This covers how costs are allocated, who’s accountable, and who’s overrun. Managers set up the categories and explain them to frontline.
Your time is going to be categorized and tracked against a project. This is not about Big Brother watching you. It’s a system for all of us to reach our goals together and produce sustainable results. That’s what’s going to keep employees employed.
Week 8: Decision-Making System
Once the recipes are in place, that takes care of 95% of decision making. This week is about managers teaching frontline how to think through unplanned situations—where no recipe exists. Part of the decision-making process is knowing when to reach out for help and where to go for it.
The managers also discuss Operational Improvement Decisions. “This is our new system. It’s new, let’s review data and see what could be improved.” Frontline learns how to “get heard” when they have obvious operational improvement suggestions.
Week 9: Scorekeeping System
The manager introduces the Scorekeeping System to the frontline. From now on, the only measure that really matters is schedule completion. Everyone has a part to play in schedule completion.
Each person is empowered to watch and manage our success. Frontline is empowered to be proactive if something is going off-track. Using the Decision-Making System, they can take action without “checking with the supervisor”. They are set up to keep operations running as normal.
Week 10: Develop Resource Roster
The frontline workers work on putting together a Resource Roster. Key at employee level, you’re increasing your skill, systems is put in place, availability and skill level, improved skill level and needs to be in the system.
Week 11: Software Orientation
This is the official “soft launch” of The BOSS (Business Operating System Scorecard) software. Managers give frontline their official orientation to the system.
The most important thing that we want you to know is that you have help available. There are help videos and actual help available. For the first couple of weeks, we run parallel with your legacy systems until official cutover. We do everything we can to make sure your software launch is a roaring success.
Here’s a quick summary of everything you receive!
- A high-performance collaborative workstyle is pushed down to the frontline workers.
- Your entire workforce now operates from the same system of systems.
- Templates of every week’s work for managers to use to get intended results. It’s critical that managers remain focused on using a collaborative process so that they get collaboration.
- Templates for frontline to use to create recipes (Standard Operational Procedures).
- A software wizard that enforces conformity of information input for “recipes”.
- All your projects in your portfolio are introduced into The BOSS system to be managed week to week.
- Frontline is introduced to the Rolling 3-Week Schedule and begin the weekly meetings to plan the schedule.
- Frontline workers have a decision-making system in place and are empowered to make decisions. Everyone is operating from the same Decision-Making System.
- Frontline workers—indeed the entire workforce—has the authority to prevent leaving money on the table.
- You have a complete Asset Management System in place that details all assets along with a preventative maintenance schedule.
- You have a Work Planning System in place and everyone knows how to contribute meaningfully.
- You’ve got a Software Nomenclature System operating so that information retrieval is simple and easy.
- You have a Resource Czar in place who is efficiently managing resource allocation.
- Everyone is using a Communications System that actually works in real time.
- You have a Financial Controls System in place. All time is tracked against projects. Profitable delivery of projects (successful completion of schedules) is the primary metric.
- Your new Scorekeeping System keeps the entire workforce operating on the same wavelength.
- You have a Resource Roster in place.
- Your frontline is oriented to The BOSS (Business Operating System Scorecard) software system and it’s fully operational.
How Does Your Current Leadership Team Stack Up Against The Leadership Team Of An Operationally Excellent Company
Want To Find Out?
Use Our FREE Interactive Tools And Find Out!
See how the behaviors, actions and decisions of your current leadership team compare to the behaviors, actions and decisions of an operationally excellent leadership team.