{"id":2114,"date":"2023-05-18T16:20:10","date_gmt":"2023-05-18T13:20:10","guid":{"rendered":"https:\/\/digiquery.com\/?p=2114"},"modified":"2023-05-18T16:29:54","modified_gmt":"2023-05-18T13:29:54","slug":"the-team-leader-engine-of-growth-or-blocking-factor","status":"publish","type":"post","link":"https:\/\/digiquery.com\/ro\/the-team-leader-engine-of-growth-or-blocking-factor\/","title":{"rendered":"The team leader – engine of growth or blocking factor?"},"content":{"rendered":"

Most of those reading this article will remember the NASA tagline, “Failure is not an option,” a phrase that is very often used in the business world these days. As human beings and involved participants in the business environment, our resentment of failure is high. As a result, we strive to avoid it at all costs. And in many cases and with a lot of hard work, resilience and \u2013 let’s be honest \u2013 a bit of luck, we achieve the much-desired success. However, growth also comes with a series of challenges. How do we accelerate it further and not stall the engine ourselves?<\/em><\/p>\n\n\n\n

With success comes a whole new world \u2013 all the opportunities, all the options, all the joy\u2026 and all the pressure to stay in the zone of success and keep growing. As most entrepreneurs can tell you, it’s much more difficult to sustain success and grow your business than it is to get there once \u2013 the first time. And there are several reasons for this: you will need to expand, acquire new skills, add new people to the organization, implement a clear and fair way of working and, most importantly, delegate tasks to a management team capable of to avoid YOU becoming the bottleneck. And all this in an uncertain, constantly changing and complex environment. Easy to say, isn’t it?<\/p>\n\n\n\n

Working with Romanian entrepreneurs for the past 4 years, I have learned some valuable lessons on how to make this transition smoothly \u2013 and I emphasize smoothly, not easily. It would not be fair to say that it is an easy process, since we are talking about change management that requires a minimum of 6 months to be sustainable, depending on the complexity of the business context. A lot of pressure is on the management team, the leadership team, the executive board or whatever name it may have. Its members have the responsibility to translate the vision into reality by actively shaping it, taking care of the dashboard with relevant indicators, ensuring that their teams understand and accept the changes, stay engaged and consistently deliver results. Not to mention the care of building and maintaining a healthy organizational culture.<\/p>\n\n\n\n

But\u2026 what if there is no dashboard to look at? A double problem arises here. On the one hand, it is about insufficient awareness of the need for centralized aggregation and monitoring of the company’s activity. On the other hand, there is a problem related to the actual processing of the data. In a study cited by CECCAR, it is shown that ‘one company out of five, active and performing in the Romanian economy, uses Business Intelligence tools, while most call excessively on human and material resources to analyze a huge volume of data about the activity theirs, generated by classical reports.”<\/p>\n\n\n\n

But what if a scoreboard is built with a lot of effort and it no longer reflects the strategy? With the volatility of the current economic situation, this is a real possibility. Or if some managers have very technical profiles and are not familiar with the meaning of big picture indicators, be they KPIs or OKRs? Or if they lack the skills to work with people to keep them engaged, to support them, to guide them? Or if they look like a team but don’t act like one? A 2020 study shows that less than 20% of large and medium-sized companies active in Romania use Business Intelligence tools, which help them to be efficient and profitable and, above all, to quickly adapt to changes in the market.<\/p>\n\n\n\n

De la provocare la ac\u021biune, f\u0103r\u0103 perfec\u021biune<\/strong><\/p>\n\n\n\n

Exist\u0103 o modalitate de a \u00eencepe s\u0103 pune\u021bi piesele \u00eenapoi \u00een puzzle \u0219i de a ob\u021bine imaginea final\u0103 mai repede. Alege\u021bi una sau dou\u0103 provoc\u0103ri, g\u00e2ndi\u021bi-v\u0103 la rezultatul a\u0219teptat \u0219i \u00eencepe\u021bi s\u0103 identifica\u021bi ac\u021biunile care, odat\u0103 luate, vor declan\u0219a procesele de ob\u021binere a rezultatelor necesare. Implementa\u021bi-le, chiar \u0219i \u00eentr-o form\u0103 imperfect\u0103, testa\u021bi cum func\u021bioneaz\u0103, ajusta\u021bi \u0219i re-implementa\u021bi. Prea des c\u0103utarea perfec\u021biunii este du\u0219manul ac\u021biunii clare \u0219i rapide \u0219i st\u0103 \u00een calea rezolv\u0103rii eficiente a problemei.<\/p>\n\n\n\n

Acest mod de lucru este o reinterpretare a modelului Agile din lumea IT, utilizat \u00een prezent \u00een dezvoltarea de software. Acest model func\u021bioneaz\u0103 foarte bine atunci c\u00e2nd exist\u0103 pu\u021bin\u0103 claritate asupra obiectivului final (obiectivul \u00een mi\u0219care), c\u00e2nd schimb\u0103rile apar mai rapid \u00een mediul de afaceri (de aceea obiectivul se afl\u0103 \u00een mi\u0219care), unii membri ai echipei sunt de acord cu planul \u0219i al\u021bii nu, iar bugetul disponibil nu este garantat (da, uneori trebuie s\u0103 lucr\u0103m v\u0103z\u00e2nd \u0219i f\u0103c\u00e2nd).<\/p>\n\n\n\n

Primele demersuri de acest tip le-am v\u0103zut la companii din IT \u0219i produc\u021bie industrial\u0103 care au extins modelul Agile \u0219i \u00een zona de business management. Astfel, au definit proiecte cross-company necesare \u0219i importante cu echipa multi-disciplinar\u0103 \u0219i un project sponsor din top management.<\/p>\n\n\n\n

C\u00e2teva exemple sunt reten\u021bia angaja\u021bilor, realocarea portofoliului de proiecte strategice, ameliorarea comunic\u0103rii \u00eentre departamentele de aprovizionare, v\u00e2nz\u0103ri \u0219i produc\u021bie, implementarea unui sistem ERP sau employer branding.<\/p>\n\n\n\n

Printre beneficiile ob\u021binute dup\u0103 primele sprinturi: decizii mai rapide cu to\u021bi stakeholderii la mas\u0103, corectarea imediat\u0103 a erorilor de comunicare \u0219i a preconcep\u021biilor dintre departamente, \u00eembun\u0103t\u0103\u021birea colabor\u0103rii \u00eentre membrii echipelor de top management \u0219i colegii lor manageri ai diferitelor linii de business, identificarea dintre ace\u0219tia a celor cu poten\u021bial de cre\u0219tere \u0219i lista poate continua.<\/p>\n\n\n\n

Sprintul de 4 s\u0103pt\u0103m\u00e2ni<\/strong><\/p>\n\n\n\n

In terms of planning, our experience shows that 4 is the magic number \u2013 the optimal length of a sprint, as we call it, is four weeks. This allows some results to be visible, but maintains enough flexibility to adjust goals if changes in the environment occur.<\/p>\n\n\n\n

Exemple de ini\u021biative care au fost abordate cu succes folosind aceast\u0103 metod\u0103 provin din diverse p\u0103r\u021bi ale organiza\u021biei:<\/p>\n\n\n\n