Performance analysis and crisis governance by Frédéric Leteurtre, Director of MIP Operations

Did you know that 70% of employees are disengaged*?

How to give meaning to action, especially in times of crisis? How to ensure team unity and image stability in times of reorganization, transition or merger?

Companies are evolving their organizations more and more regularly to remain agile and respond to market needs. But while they are reorganizing, restructuring or merging, who is ensuring that employees and the end customer remain satisfied?

If governance is already essential in clear weather, it is crucial, even vital, when the storm breaks. Reorganization, restructuring, mergers or simple transitions generate instability, and teams can become disoriented and lose sight of their objectives. However, the analysis of Information Systems is an often underestimated means to lead a good change management. How do we do it?

 

 

Axis 1: push for better organization

Having both a targeted and global vision of the performance of the Information System allows to federate the teams in the understanding of their respective jobs but also in a common direction. If, for example, two companies merge, it is a matter of maintaining the good performance of both while waiting for them to come together at the end of the chain. Monitoring of exposed services, applications, networks and infrastructure provides continuous information on internal and external customer satisfaction through benchmark indicators.

Axis 2: Performance measurement

A good measurement system allows to maintain a good digital performance before, during and after the crisis situation. The idea is to constantly keep your eyes in the right places to identify potential points of weakness. It is a logic of rationalization and optimization of information processing.

But change management can also be necessary in times of technology transition, for example if a company is considering moving its applications to the cloud. In this case, precise continuous measurements make it possible to target the attention points very precisely. They also allow you to choose the right supplier(s). This brings us to axis 3.

Axis 3: decision support

In case of a problem, an efficient service manager can intervene in a curative mode. It acts on very concrete cases, related to networks or applications. In dysfunctional situations, he is able to offer the company a global vision that factualizes the situations over time.

• Example of a geographical difficulty: the Chinese firewall can make the passage of data difficult.
• Example of a technological difficulty: if software is installed in SaaS mode, it is necessary to factualize the areas of slowdown (in particular through business scripts). The customer can thus communicate very precisely with his supplier on the nature of the solutions to be provided. This vision allows you to challenge internal and external suppliers with facts, thanks to a trusted third party, a guide, experts connected to your reality.

Because it systematically takes into account the satisfaction of the end customer, this method of management by performance makes it possible to create a common frame of reference that constitutes a goal to be achieved. And what better way to orient yourself than with a clear goal? And let’s look on the bright side: organizational changes are conducive to setting new rules, a new course. This is probably a good time to take a new direction!

This clarity of vision and direction is what your team members expect in order to be more committed to the company’s project.

*Source: Isaac Getz, Liberated Enterprise