Performance Measurement

Performance Measurement
How do you define success for IT?

Top Answer : One of the key goals from IT is to make every employee the most productive in their work. That basically means to reduce downtime from an employee perspective in terms of technology, and then make sure everything in terms of tools and applications is up and running for them to be doing the work. And then the plus is to give them efficient tools so that it actually accelerates the way they are working in their day-to-day jobs. So with sales for example, we typically looked at the end-to-end value chain for a sales role or the sales organizations. And then we looked at each of the elements of the sales process to look at what is it that we could do better? Whenever a sales account executive is trying to make a sale to a customer, they're looking at the pricing, the discounting and everything else. That's usually an incredibly complex and messy process. So we used some AI machine learning tools to give the sales exec a recommended discount level for a given customer and a given bill of materials, and that reduced the time for them to navigate the system and determine the discount level down to a 30 second process. So it makes the whole selling process a lot more efficient. And obviously that accelerates the number of discussions that the sales person can have. So we facilitated their ability to be more productive with the customers. That helps to grow the business because they're spending less time in internal complexities and spending more time with the customers and pushing the solutions that we want them to be able to sell to the customers.

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How should IT align its OKRs to the company’s OKRs?

Top Answer : I think it takes a top-down and bottom-up approach. You have to do both. We have been implementing OKRs, which I think is familiar to a lot of companies at this point. The OKR approach really helps drive from company objectives to product vision and objectives all the way on down to each department. This helps everybody to come together and coalesce to rally around those things. What are the key results that we are driving, and where are we adding accountability? But you also need a bottom up approach.  You have to speak with the teams and understand the pain points. Where are the bottlenecks, where are we being inefficient? And those, in turn, can also inform some of those objectives and help define key results, informed by KPIs etc. I meet regularly with key stakeholders, my peers, our leadership team, and the product team especially. We're joined at the hip on OKRs, so that way we're all moving in lock step, discovering opportunities to use all resources creatively and constructively. And then, at a micro level, we are ruthlessly agile on my team. I'm a big proponent of getting away from the waterfall mindset. It’s about being willing to shift when it's appropriate, and finding the resources and time to do the right thing as the world changes and the marketplace evolves.