Verify Progress is Checked Against Goals Frequently

Practitioners: tactical, integrative, and strategic

There are a few key ingredients to this particular idea that might not be self-evident. The key terms for me in ‘verify progress is checked against goals’ are progress, checked, and goals. This suggests that we have established an objective of some kind, that we expect something to happen, and that we should conduct some kind of follow up. What a loaded sentence.

From the SMPL framework we can see the presence of the three functional systems in these terms. From the strategy system, we create clear and measurable goals. When goals are unclear, the outcome is at risk of falling short of expectations. The evidence of success must be measurable and meaningful. By achieving these characteristics, teams can self-evaluate and understand their own progress toward the outcome.

The management system encourages us to create accountability cycles, checks on efficiency and effectiveness. Is that something we expect to happen actually happening? If it isn’t what does the team need to get there? Is there enough capacity in the system itself? Is the capability to do the work present in the equipment and the team members? Does the process we have chosen work?

When the accountability cycles surface performance gaps, the performance system can much more effectively and efficiently address the source. This is the only place where the typical understanding of process improvement takes shape. Could this be why most improvement programs fail to meet executive expectations? Are we missing too many of the other systems to point us in the right direction?

Verify Progress

Operational excellence is an outcome. When we define the evidence of success and evaluate the methods we use to deliver those results, we can find ways to take the outcome to higher and higher levels. This is where competitive advantage can build momentum. When we verify progress is checked against goals frequently, we send a message to everyone involved. This is important enough for me to pay attention and to provide you with everything you need to succeed.

Everyone has a part. From the sponsor to the process owner and the process team, every part is critical to be played and played well. If any of these three key participants is missing from your program, you might have found your root cause to program failure. There are so many to notice.