Reorganise without more structures and controls, but more appetite !

Posted on 20 augustus 2015

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https://www.linkedin.com/pulse/reorganise-without-more-structures-controls-appetite-vanderhaegen?trk=pulse_spock-articles


Co-operation and effervescent tablets : the physics analogy

Posted on 17 maart 2015

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What happens inside a pact …

Posted on 8 maart 2015

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What “Flow” means in business, how to find it and why it’s so important

Posted on 6 maart 2015

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New approach to improving effectiveness of organisations

Posted on 2 maart 2015

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An important measurement before a complex change project is about to start ….

Posted on 12 februari 2015

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The (inconvenient) differences between traditional and change projects

Posted on 10 februari 2015

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Cheers
Bart
Twitter: @pactifysoftware


For agile organisations: the 3 step logic of “Pactified” co-operation projects

Posted on 9 februari 2015

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Cheers
Bart
Twitter: @pactifysoftware


3 things fast and agile organisations do really well …

Posted on 6 februari 2015

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With the "outside world" changing more and more rapidly, companies needs to adapt more and more swiftly as well. However, typical organisations are not fit for this requirement, they react "too little too late" often. Their design and incentives and role descriptions for the individuals in it don't allow for this re-activeness. This is essentially due to the fact that organisations (and incentives, roles) are static and not dynamic.
So how can you create a more dynamic organisational "muscle"? There are 3 key elements we believe are crucial for this.
First of all, you need to distribute autonomy into the organisation to avoid that decisions are only made at the top, which is a too large bottleneck, lacking also the insights required to make those decisions.
Secondly, it's very important that when you distribute autonomy, that the people who receive is are actually ready for it! (You could be taking a huge risk not considering this one while spreading the autonomy all over the place ...). This is the tricky part however, as accepting autonomy is something very personal, and not something you do because you have to. There are however approaches that help in this, it's very important firstly to ask (!) for this acceptance of autonomy (not presume it, which is sadly often the case!). Also important, is the need to involve the people as much as possible and as early as possible, or even better, use the idea's/ initiatives presented by themselves first! In the latter case, the acceptance of autonomy is by default the case.
Lastly, and assuming autonomy can be distributed AND is accepted (point 1 and 2), there is another important lever to exploit which is co-operation. A group of autonomous people that start to truly co-operate does generate an exponential amount of extra impact! An effective way to enable co-operation is trough the definition and execution of projects, as these allow to tailor the objective (which issue to solve) and the required co-operation to be able to succeed.
Pactify (methodology and web based system) allows to introduce these 3 dynamics into your organisation, in a very gradual way. We set-up a forum inside the organisation out of which co-operation projects emerge, and where our methodology ensures that autonomy is optimally distributed and accepted, and the power of co-operation fully utilised to tackle the project challenges, in a fully transparent and repeatable way.

3things
Cheers
Bart
Twitter: @pactifysoftware


Creating transparency trough the layers of clay

Posted on 3 februari 2015

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Pactify enables effective and large scale co-operation between cross-company teams, through its real-time, transparent and easy to adopt platform. The platform (and accompanying methodology) creates openness, transparency on results and issues at large, a strong spirit for co-operation, and bias for actions and delivery.


Cheers
Bart
Twitter: @pactifysoftware


Breaking trough the walls of non-cooperation and bad motivation : our techniques

Posted on 13 januari 2015

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Cheers
Bart
Twitter: @pactifysoftware


The importance of goal focus and motivation in change projects

Posted on 12 januari 2015

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When looking at teams that perform their "business as usual" tasks/ job, one can observe different possible ways of how people are individually motivated and what their goal focus is. On the left hand side in the below picture, you can see some examples of "business as usual" teams.
For change/ transformation projects, however, the picture looks entirely different.There is only 1 viable, sustainably succesful position possible in the motivation/ goal focus diagram. The reasons are better and better understood by now: (i) transformation projects are by nature more complex so REQUIRE (a minimum) of intrinsic motivation (Daniel Pink) and (ii) transformation projects require co-operation by nature as their scope always stretches beyond 1 single division and their goal always implies improved co-operation between multiple divisions. Hence the importance of really working on understanding individual motivation and goal focus as a key element in your transformation approach.

businessasusalvschange
Cheers
Bart


The fight between carrot&stick versus handbrake&umbrella …

Posted on 9 januari 2015

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... and how it influences the speed of change or transformation ...
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The 3 key axes of development of your portfolio

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The “motivation vs goal focus” matrix

Posted on 7 januari 2015

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Typically, individuals are driven by extrinsic motivation (carrot& stick) and pursue their individual goals in teams. This is due to (i) traditional incentive systems logic (we didn't have Daniel Pink around yet) for individuals and (ii) absence of any good incentive to make teams work on an ad hoc basis (i.e. project per project), as individuals tend to rely on their "known", individual incentives. There are ways however to break trough this "stalemate", but you need to work on a tailored basis (e.g. not try to fix it once and for all, by finetuning the annual performance requirements). Measuring behavior (trough immediate feedback) is an important tool to make individuals and teams behave in this different, tailored way, project per project, and regardless of their existing, structural annual performance incentives.
Remind you however that it's quite a challenge to break trough the "stalemate" configuration of motivation and goal focus for individuals and teams. The rewards however are immense : more engagement, faster skill building, much more intelligence and creativity being put at work, more output with same resources, ... And given the ever increasing complexity and challenges facing businesses, it will most likely become one of the key competitive advantages going forward ...
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The PACTIFY methodology

Posted on 21 oktober 2014

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The PACTIFY methodology (= program management + web based platform + gamification design) aims at guiding team behavior from 100% re-active to 100% pro-active.

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“Pact Value” defined, and why it’s a great project management KPI

Posted on 7 mei 2014

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Pactify software develops web based project management tracking tools. We use “gamification” to stimulate team engagement, their satisfaction and the overall result. Gamification is the use of game-like elements (rules/ challenges/ objectives) to trigger extra engagement in teams to make them want to succeed and adopt/ learn the required behavior in order to do so.
One of our gamification elements is the “Pact Value” of a project. It’s a daily changing KPI that reflects how well (or not) actions are executed and milestones are achieved according to what was originally targeted. The Pact Value is automatically calculated by the tracker based on (i) the original (target) plan for the actions & milestones and (ii) the actual execution tracking. The better you perform versus plan, the higher the Pact Value (and vice versa). The more (relevant) actions and milestones you want to plan, the higher the potential Pact Value, provided you execute them in line with the plan.
Additionally, we calculate a “Target Pact Value” as the Pact Value that would be created if all actions/ milestones are executed/ achieved right on time with the plan. At the start of each project, this Target Pact Value “trajectory” is known (from start to end of the project) and can serve as a guidance for the teams to make sure their “actual” Pact Value is as close to or better than this Target Pact Value every day (feedback loop mechanism).
So why is Pact Value a great KPI for project management?
• It focuses teams on delivering what was promised
• It gives very early feedback (and encouragement) on progress, even well before meaureable output is available
• Comparing it to the target pact value gives immediate feedback on deviation and required steering, and make teams adopt a forward looking bias
• It contains the cumulative impact off all past actions & milestones, so it contains the whole history and quality of execution
• It’s not complex : it’s one number, updated in real time

Want to see the effect on your teams ? Contact us at www.pactifysoftware.com

Cheers
Bart
Twitter: @pactifysoftware

Pact value ticker


“Pact Value” defined, and why it’s a great project management KPI

Posted on

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Pactify software develops web based project management tracking tools. We use “gamification” to stimulate team engagement, their satisfaction and the overall result. Gamification is the use of game-like elements (rules/ challenges/ objectives) to trigger extra engagement in teams to make them want to succeed and adopt/ learn the required behavior in order to do so.
One of our gamification elements is the “Pact Value” of a project. It’s a daily changing KPI that reflects how well (or not) actions are executed and milestones are achieved according to what was originally targeted. The Pact Value is automatically calculated by the tracker based on (i) the original (target) plan for the actions & milestones and (ii) the actual execution tracking. The better you perform versus plan, the higher the Pact Value (and vice versa). The more (relevant) actions and milestones you want to plan, the higher the potential Pact Value, provided you execute them in line with the plan.
Additionally, we calculate a “Target Pact Value” as the Pact Value that would be created if all actions/ milestones are executed/ achieved right on time with the plan. At the start of each project, this Target Pact Value “trajectory” is known (from start to end of the project) and can serve as a guidance for the teams to make sure their “actual” Pact Value is as close to or better than this Target Pact Value every day (feedback loop mechanism).
So why is Pact Value a great KPI for project management?
• It focuses teams on delivering what was promised
• It gives very early feedback (and encouragement) on progress, even well before meaureable output is available
• Comparing it to the target pact value gives immediate feedback on deviation and required steering, and make teams adopt a forward looking bias
• It contains the cumulative impact off all past actions & milestones, so it contains the whole history and quality of execution
• It’s not complex : it’s one number, updated in real time

Want to see the effect on your teams ? Contact us at www.pactifysoftware.com

Cheers
Bart
Twitter: @pactifysoftware

Pact value ticker


Creating a new initiative in Pactify

Posted on 24 maart 2014

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Tour of the platform

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