We spent six weeks working closely with the company’s management, meeting weekly, and going through four stages in our agile workflow.
First, we helped categorize their pre-determined goals for 2023, assigning them to relevant departments in the company. We’ve defined five ultimate business segments and assigned them appropriate strategic goals, which gave the company a bird's-eye view of who's accountable for what. This paved the way for us to break all business goals into smaller teams and more detailed KPIs.
Then we mapped the whole organization, tracking team responsibilities and dependencies to distribute the segmented goals to the correct units. Using the RASCI framework (which stands for Responsible, Accountable, Supportive, Consulted, and Informed), we created a cascading reporting system, with the relevant people from the proper departments reporting progress to their managers right up to the board.
Next, we broke down business goals into smaller KPIs, suggesting metrics that directly and indirectly supported each goal.
For example, if a sales segment's goal was to grow by X, we established a KPI of Y revenue growth from new (hunting) and existing clients (farming). And the example of an indirect metric was increased client satisfaction by Z (measured by NPS), which affects revenue indirectly, as better satisfaction supports increased sales but doesn’t bring profit per se.
Lastly, we helped Miquido implement the right tools for measuring individual goals and set up a reporting process so everyone knows when and how to present results to their managers.
We also devised a company-wide communication plan to address the upcoming changes to ensure that the Board’s intentions were clearly introduced to the company.