From Strategy to Delivery - closing the gap.
Running a large company is an exceedingly complex job. The organization’s managerial work scope is vast, encompassing functional agendas, business unit agendas, multiple organizational levels, and a multitude of internal and external issues that need to be dealt with.
It also involves dealing with many people —shareholders, customers, employees, the board, the media, government, community organizations, and more. Unfortunately, executives who have a complete picture of how the organization works, how departments connect, and the power to deal with the above-mentioned issues, often have little time and context to make the changes necessary for the business’s success.
High executives see things with a clarity that brings the mission into focus. They spend years developing their management skills, learning how to advance initiatives correctly and efficiently get new successful projects off the ground. As a result, they can always see the bigger picture when presented with a new valuable idea by their employees. They can see how it can be developed successfully and how it might fail.
Executives, of course, have a great deal of help and resources at their disposal. However, more than anybody else in the company, they confront an acute scarcity of one resource. That resource is time. There is never enough time to fulfill all of an executive’s responsibilities and to know all the information and insights that come from being the ‘boots on the ground’ on the frontlines of the operation. Despite this, executives are responsible for the entire work of their companies.
New employees and managers often join an organization with great ideas for change and improvement, but they lack the experience to see the full picture, or they don’t know whom to pitch their ideas to. Executives require thought-out moves and plans backed by data that can prove their success to greenlight ideas. An organization’s employees don’t have all the information available as an executive would. Instead, they have high context and information or specific processes related to their job. Both are things that execs don’t have due to lack of time and the scale of the organization.
This results in situations where an executive likes the idea pitched to them but needs it verified by a particular stakeholder and real numbers from the finance department to back it up. Getting ahold of stakeholders or financial reports might prove difficult for a manager, as that stakeholder might not have time to chime in or misses the briefing because they’re too busy. On the other hand, Finance might not have the time to run the calculations required or needs a request from the CEO to do it.
Meanwhile, the exec wants to know all the details before committing to the idea but lacks time to oversee the whole process personally. Here is where the communication barriers arise; as the details become too hard to figure out, people start pulling out, and in the end, the idea fails.
The company gets stuck in this loop, where valuable ideas are introduced, the employees are unable to secure the data to back them up, other essential people whose opinions are needed to move forward are busy and, as a result, can’t be on the same page as everyone else, making it impossible for the executive to buy into them.
Repeating this process over and over becomes tiring for everyone involved. There is increased friction between departments and employees, which leaves them burnt out and with a desire not to get involved in future initiatives. Looking at this situation, it’s inevitable that a consensus mechanism is required. That mechanism is Agreed.
So how can Agreed help organizations achieve this consensus and successfully develop and implement all these valuable ideas that seem destined to fail or be forgotten?
Over the past 20 years, a key process has been developed to pitch new initiatives and get things done in organizations with no surprises. This software is the solution to closing the gap between strategy and delivery. New initiatives can be shared quickly throughout the organization, strategies become less rigid, and improvement ideas can be picked up and implemented faster.
The platform facilitates the whole process of idea development and makes it simple for any employee to pitch their valuable ideas correctly, from ideation to evaluating costs, personnel, and risk. This process that people needed years to learn is now ready to use by anyone who has a valuable idea they previously didn’t know how to put into a feasible plan.
With Agreed, the communication barriers of the past that frustrated employees and executives alike no longer exist. Within the platform, people can communicate faster; new people can be brought onto projects immediately, skipping all the bureaucratic processes and getting straight to work on new ideas. Ideas that can easily be backed up with real numbers by validators from relevant departments, like Finance and HR, to ensure minimal risk and help create a detailed business plan that will make it possible to implement quickly.
The need for meetings to bring people up to speed or onboard is a thing of the past. Instead, employees simply get notified, and then they can check the idea and the documentation on their own time, making their own adjustments and comments as they go.
Agreed’s superpower is getting everyone relevant to a certain idea on the same page, and it does this through its battle-tested processes. The platform has made it easy to have all the plans, data, and information regarding an idea all in one place. So, anyone new that comes aboard can be brought up to speed in record time.
Moreover, if stakeholders and executives want someone else to give their opinion, they can leave a comment, and that person will be part of the team in no time. These new team members share their views and worries about the ideas and contribute to their successful implementation.
This mechanism that brings everyone together makes it possible to get easy buy-in from executives. The idea has been developed according to the process, the execs have monitored its progress, everyone whose opinion was needed has been brought aboard, and they’ve given their approval. The last thing to do is execute the plan and make sure it succeeds and brings growth to the organization.
In conclusion, we see organizations struggling every day to get people to be on the same page, have all the information, and collaborate on new ideas and projects within the company. It’s an inevitable problem that comes with growth. And we finally have a solution. A solution that has been tested repeatedly for more than 20 years and succeeded. A consensus mechanism which gives executives a higher context of the organization and its employees more power to make reasonable changes while making sure that everyone can see the whole picture, have all the information and be on the same page.