Understanding performance against a clear set of objectives is essential in terms of driving a business forward.
Having clarity of the current position, with a clear vision of the desired outcome enables the size of the change to be understood and a plan put into place.
Initially we aim to answer some broad but key questions:
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What is the current situation?
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Where does the business need to be?
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What options do we have?
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Are we all agreed?
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How do we get started?
Setting the Direction
Once the goal and the current state of the business is understood, then we will work with you to create a ‘future state design’. This quantifies the size of the gap, scopes the benefits to be gained, and enables an outline of options for changes to processes, organisation and culture.
Setting the direction with the senior team will explore what needs to be achieved to get to the desired ‘future state’. This enables decisions to be made on performance improvement methodologies, deployment principles and governance to best meet the business needs. This leads to a milestone plan and performance indicators the business needs to deliver by the end of the programme, and to sustainably deliver the benefits.
Most importantly, senior managers can start to champion the programme and offer direction and leadership to project teams and the organisation as a whole.
Management & Stakeholder Engagement
Engaging with senior management and other key stakeholders is not an option – it is a necessity.
We ensure that the necessary planning is done right from the start by developing management & stakeholder engagement and awareness communications. By listening to concerns and involving people in the planning and design phase, we engage with key leaders and influencers across the organisation to ensure the stakeholder engagement plan is created, and the need for change is communicated and understood.
By painting a picture of the future state business and describing the route map that will be followed, we can help overcome natural scepticism, and sometimes fear that often exists at the start. The fact that some of the early sceptics often turn out to be the biggest advocates at the end is a source of immense pride that drives the Kan Do Ventures team.
“Thank you for the great job you are doing in monitoring our dashboard metrics and making sure issues get dealt with. Performance against these metrics has a material impact on project delivery and assurance.”
David Lawrance, Head of Engineering, IP Northern Programmes, Network Rail
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