In a culture where accountability is viewed as a means to assess progress toward continuous renewal, creating the reality of accountability throughout customer-facing organizations becomes much more straightforward.
Resistance and fear are replaced by pursuit of baseline metrics and actions to improve on them. As with the use of information in establishing strategy, a key factor in creating the reality of accountability is to use consistent structure, definitions and tools across functions and at all levels of the organization. Whether using a structure like the Balanced Scorecard or something developed internally, the structure and what’s being measured within it should be
- tied to the buying cycle
- deployed consistently across customer-facing organizations
When using either sophisticated dashboards or Excel workbooks, access to the measurement results should be consistent and distributed all the way to individuals who can directly impact improvement. Such shared and distributed access reinforces the desired culture of accountability.
In creating both a culture and the reality of accountability, we make important additions to the common language and practice of a customer-focused, results-oriented organization.