In our previous article, we already spoke about adopting a context, not a control mindset, to keep growing and innovating. Still, we also mentioned that to ensure security in all aspects, everything needs to align with the business, our strategy, and partners' needs.
To avoid micromanagement and provide appropriate context to our employees, we started investing more resources in planning, monitoring, analyzing, and assessing all necessary for our company to meet its goals and objectives, or to say it differently – we switched to strategic management.
The main points in providing the right context within the company are:
- Communicating our goals through delivering a complete top-to-bottom strategic visibility for everyone
- Aligning specialists’ daily work tasks with the strategy via prioritization
- Ongoing measuring and monitoring progress towards company-wide strategic targets
To explain the strategy in a simple, storytelling way, we decided to use Kaplan and Norton's Balanced Scorecard, which allowed us to connect the dots between our main strategy elements. We will cover more thoroughly in another article.
Each department at Secure Group has its strategic map and balanced scorecard, which views four main perspectives:
- Financial: this considers the company's financial performance and the use of financial resources
- Customer/Stakeholder: the company's performance from the customer’s point of view or other key stakeholders that the business is designed to serve
- Internal process: the company's performance through the lenses of quality and efficiency, related to our product, services, or other critical business processes
- Learning and growth: the company's performance through the areas of human capital, infrastructure, technology, culture, and different capacities that are key to breakthrough performance
This approach allows us to visualize our strategy understandably and make sure that each department has context about objectives and goals. Employees can prioritize and execute tasks on their own without the need for micromanagement.
Not applying micromanagement approaches does not mean that we do not track who contributes to our business goals. We use JIRA as a project management software, where we can distribute all tasks linked to the business objectives and goals in the Strategic Maps. This way, we can provide full visibility of different departments' tasks and projects.
To sum it up, we figured a way to make our goals clear. We broadly understood and focus team interactions towards benefiting the overall strategy, rather than switching to different tactics each quarter. We made everything transparent so that we boost performance, increase impact, and innovate and build great products.
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