Establishing and defining a strategy is integral to achieving success in an organization. If we think of a sales team or revenue generating unit, there is a need for a goal to aim towards, as well as an assessment structure to measure strides made towards achieving the goal. Exemplary operational performance can be achieved using instruments such as Most Essential Goal (MEG), Key Performance Indicators (KPIs), and several other models including RBG or even the 3S framework Sprint, Super Sprint, and Stretch.

Example of MEG (Most Essential Goal)

In every organization, there are operational goals defined that further aim towards enhancing the overall organizational success, and this focuses on a singular MEG (Most Essential Goal), further encouraging the team to aim for achieving that set objective. To facilitate this understanding in a more relatable manner, it can be compared to a sports team trying to achieve a definite target, like a cricket squad chasing a particular score in set overs; all departments need set goals.

For example, a specific objective for an organization’s sales team can be MEG aimed at achieving a 5-crore revenue. In this situation, the team set KPIs to track progress, which includes:

• Increasing new channel partner or distributor acquisition
• Achieved growth percentage from new partners.
• Customer satisfaction is measured from Net Promoter Score (NPS).
• In customer service, some useful indicators may include:
• Count of first call resolutions attained.
• Customer satisfaction levels.
• Call abandonment rates.

Every division has its own MEG and KPIs that form part of the company’s overall MEG.

Benefits of KPIs in accomplishing MEG

KPIs stand for Key Performance Indicators which stem from the MEG and show the organization’s focus level. They show whether the team is moving in the right direction. For example, if a company wants to achieve MEG of 30% market share and Rs. 100 crores in revenue, the focus of each department must reflect these targets.

• For Sales, KPIs can include the raft of new clients or the growth in sales.
• For Marketing, KPIs can include the rate of success and engagement of the campaigns.
• For Customer Service, KPIs should improve the service quality, response time, and issue resolution time.

By measuring KPIs regularly, the organization ensures that progress towards MEG is being made.

RBG Dashboard and Effectively Tracking Progress

Progress monitoring becomes essential once MEG and KPIs have been set and defined. This is where the RBG dashboard comes in handy. The RBG system helps to divide the performance into three zones: red, blue, and green and this shows how a team or a department is performing against the targets set:

Red Zone:

The performance has not been met accordingly and the targets set have only been 60-70% achieved. The team is most likely underperforming and corrective steps are required for alignment to take place.

Blue Zone:

A team within this zone has accomplished 70 -80% of the goal which shows the team is nearing the target. Although they are yet to fully achieve the target, there is scope for improvement through coaching and mentoring.

Green Zone:

This is the most favorable state represented where the team has met or even exceeded their target, 100% or more. The employees sitting in the green zone will get recognition and are rewarded for their performance.

With the use of RBG dashboard, one can easily see the state of the teams and what specific level of assistance or intervention is required.

What Should Be Done: Feedback and Continuous Improvement (WCBI)

Reflection at the end of every goal or project is done to find areas that need improvement. This is where What Could Be Improved comes into play. Feedback, in whatever form it comes, from customers, employees, or internal metrics, will reveal both what worked and what needs to be changed.

• Feedback may suggest revisiting certain business decisions: choices made with policies or procedures that were implemented. Such as:
• If a product launch did not go well, run deeper market research as well as further refine customer feedback loops.
• If certain processes did not promote growth, perhaps some parts of the operations or strategy could be adjusted.
• Including feedback into the course of action taken is very essential for constant improvement.

3S Model – Stay, Stop Start

Using feedback gathered from WCBI, the 3S can be used to take further steps in the as far as improvement is concerned:

Stay:

Identify practices that are working and put more resources into them. Such as effective service delivery or customer service training methods.

Stop:

Identify processes that do not yield a positive result and could potentially hinder progress. This may include modernizing policies, discontinuing ineffective practices, or addressing customer complaints.

Start:

Introduce new processes that may improve business outcomes. This will include adopting new technologies, developing fresh marketing campaigns, or increasing the effectiveness of employee training systems.

Using the 3S model consistently is one approach that allows a business to remain flexible and adaptable in the face of internal and external changes.

Conclusion

To achieve operational mastery, there is more that needs to be done after goal setting, which is constant measurement, feedback analysis, and change. By breaking down a target into Most Essential Goals (MEGs) and segregating them to step by step Key Performance Indicators (KPIs) using the RBG tool and the 3S model, the organization is assured it will not stray away from its objectives. The realization of operational excellence entails organizational commitment to selfimprovement and adaptation to changing environments which lead to successful cultivation of business and sustained revenue growth.

Categories: Team Management Skills