For a management by objectives, perhaps we can't bypass the vision, mission and values of the enterprise. Just like a person's growth must be dream-driven, action-driven, and some principles to realize that dream.
Assuming that our enterprise has its own vision, mission and values, we need a series of methodologies to drive us to achieve our goals in the process of doing things every day, so it is inevitable to discuss KPI and OKR.
Have you ever experienced the feeling of enterprise management hitting cotton with one punch? For the coach's monthly performance and the member's monthly new customer list (NMU), how can it be a shame to worry about the gray hair? Don't people need to make money?
From the coach's point of view, I also want to get grades, and I also want to increase class consumption, but what should I do? The member told the leader that I also came to do sales, hoping to have a steady stream of new orders and more customers to introduce me, but who can tell me what to do?
This is the information asymmetry between management and employees at a certain moment. There is a serious information asymmetry between the manager's "you should know" and the employee's "you didn't say anything", which leads to many problems in the implementation of goals-the goal is the same-which can solve this problem.
0 1KPI
KPI is an indicator that many employees are afraid of after seeing it. It seems to have become synonymous with the boss squeezing employees, but is this really the case?
KPI=: key performance? Indicator. For example, if we want to drive to a far place and the speed dashboard of our car is 60KM/H in the urban area, then if we want to go to the expressway, maybe my minimum is 80KM/H and the maximum is no more than 120KM/H, otherwise there will be a ticket. This so-called dashboard is like what we think of as KPI.
Then this Key, this is the key in the key. Among many paths, how to confirm that the indicator of this dashboard is the key indicator? How can we know that this indicator is the most critical indicator we want? Is it an indicator? Or is n multi-index considered in parallel? It still presents different images at different stages, just like H2O molecules, which are water droplets in spring, rain in summer, fog in autumn and snowflakes in winter. The essence is H2O.
As for this key performance indicator, it is a reflection of the boss, manager and employees' deep insight into their own business. If you don't know your business, you can easily extract key performance indicators immediately. So what key ability do you need-business disassembly ability-factor decomposition ability-to ensure your business?
Performance = flow * customer unit price * conversion rate * repurchase rate
For example, we all know that the sales funnel has four dimensions, so which one is the most important? May not be the most important, only one is relatively important. For example, in the early days of starting a business, perhaps traffic is the most important to us, so everything depends on traffic; Then slowly, after the customer base is established? We hope to improve efficiency. Perhaps the customer unit price has become the direction of our enterprise's efforts, such as the diversification of private education courses and so on. As the team became stronger and stronger, we gradually accumulated the knowledge base of our own enterprise, and we summarized and refined a lot of vocabulary and methodology. At this time we emphasize the conversion rate. Then when the industry gradually enters a stable stage, I will continue to do word of mouth, so the repurchase rate has become a key indicator.
Contribution = effort * ability
So how do you dismantle it? If you really want to dismantle it, please remember the above formula: contribution = effort * ability.
Efforts represent, for example, how many phone calls I can make a day, how many communities I can join a day, and how many complaints I can handle a day. These things can be accomplished with hard work. What about ability? For example, our transaction rate, transaction unit price and customer renewal rate, that is to say, can not be changed simply by hard work, but need to turn the accumulation of a lot of knowledge into an ability.
02 kronor
Is OKR's English the objective key? Result. This is the key result of the target. This has many similarities with KPI. For example, the word "key". But what's the difference in essence? In a very definite period, a very clear train of thought, we should choose KPI, give specific action guidance, stop key indicators and ensure the invariance of action; However, under extremely uncertain circumstances, we have no way to confirm the specific methods. At this time, I will look at the direction with a "compass".
For example, we hope to improve the customer retention rate of the whole company. At this time, I figured out that it was 10% retention capacity. And the number of existing customers is 1000, and the number of new customers per person is 50 members. These figures tell us that we still need to work very hard to improve our reservation ability; But retaining talents is only one aspect of KR, and our biggest goal is to hope that the company will grow.
The goal is the company's performance growth;
The goal is to increase the company's performance by 20% every quarter;
Objectively speaking, the company's performance increased by 20% quarterly, and the customer retention rate increased from 10% to15%.
Objectively speaking, the company's performance has increased by 20% quarterly, the customer retention rate has increased from 10% to 15%, and the per capita efficiency of each employee has increased from 3 shifts/person/day to 3.5 shifts/person/day;
Objectively speaking, the company's performance has increased by 20% quarterly, the customer retention rate has increased from 10% to 15%, and the per capita efficiency of each employee has increased from 3 shifts/person/day to 3.5 shifts/person/day; And ensure that personnel establish a 2/7/ 1 team model;
Objectively speaking, the company's performance has increased by 20% quarterly, the customer retention rate has increased from 10% to 15%, and the per capita efficiency of each employee has increased from 3 shifts/person/day to 3.5 shifts/person/day; And ensure that personnel establish a 2/7/ 1 team model; Add three coaches at most.
Just now, this is a Tu Longdao using SMART, and the target after cutting is objective. SMART: specific, measurable, achievable, relevant and time-limited.
Did you feel anything after watching objective just now? Then I'll keep watching KR.
If we want to define KR clearly, we can't bypass the task disassembly we are carrying out. At this time there is a tool called WBS, which means work breakdown? Structure. (Work Breakdown Structure) What exactly does this mean?
When we have a clear goal, we should start to decompose it into key results, results into several projects, and then several projects into final tasks. And this last task has to be dismantled until it can't be dismantled. At this time, employees can receive one task package after another, and everyone Qi Xin works together for the same goal.
(this is considered from the company level, so what about each individual? For example, I want to achieve a goal this year, but I am not sure how to achieve it. I will spend some time consulting experts in related fields and ask how to achieve my goal.
Then, according to the known target results, the target is confirmed by intelligent knife method, and finally it falls into a Gantt chart of its own, and keeps moving forward, forward and forward until it is completed. Treat yourself well before entering the next goal. )
When the enterprise starts to cooperate with the team to achieve the goal, remember that everyone in each department or team must reach a * * * understanding-that is, we often say "* * * understanding"-and "align" the goals of each department, communicate the projects that need cooperation in advance, avoid duplication of work and reduce communication efficiency.
Perhaps true flattening does not mean no management, but more challenging management ability.
03 taboo of the target
Individuals and organizations have 1 very important taboos to share with you when setting goals:
Thoughts on Picking Stars and Striking Clouds
This is also a misunderstanding that managers in the team often fall into. Our actual capacity this month is 6.5438+0 million, so the boss has set a goal of 2 million. If it's 6.5438+0.5 million, it's just 6.5438+0.2 million.
As everyone knows, the goal set in this way not only did not inspire the team, but let the team fully enjoy a sense of frustration. In this way, you will find it difficult to motivate the team when you set a new goal.
At this time, maybe you will say, "It's hard to bring a team ..."
Is the team really difficult to manage? Or do we just need to think further?