Page 129 - Performance Leadership

118 • Part II Operational and Analytical Dimensions

Call to Action

The concept of assigning performance indicators to a single person who
commands all the means and resources necessary to make the targets
for those indicators is so pervasive that it is nearly impossible to change
it, or even question it. Therefore, implementing business interface met-
rics may be harder than anticipated. The Brasseries de Bourbon case
highlighted the right order of steps.
Although business interface metrics are largely transactional, as a top
manager, you need to lead by example and create your own business
interface metrics first. On this level it is also easier to distinguish the
business interfaces because the executive team together is responsible
for the organization’s overall performance. On the middle management
level, on the other hand, managers need help with the concept.
This is done best by taking one business interface first and showing
how it works. This business interface can be a “burning platform,”
where there are major quality, speed, or cost issues. Or it could be “low
hanging fruit,” where management is very receptive to trying something
new. When you share the results of the improved business interface
with other business domains and extensively praise the results from the
first implementation, others will be enticed to adopt the principles as
well. But most important, it is necessary to realize that by implement-
ing business interface metrics for your direct reports, you have a great
responsibility too: managing collaboration.