Colin Scott,
18th March, 2024
Having assisted numerous clients in establishing their business systems as part of their overarching Business Operating System model, I’ve observed intriguing linkages between systems and behaviors. Through this journey, three critical attributes emerged, which I’ve dubbed the “Critical System Behavioral Levers”.
Development #1:
Unveiling the Levers In my experience, successful systems possess:
- A Clear Aim: More than a goal, it entails a motivational purpose inclusive of ‘how’.
- Defined Measurement: The metrics significantly impact behaviors, both directly through scorecards and indirectly via managerial preferences.
- Standard Work: This serves as the human interface to most systems, promoting adherence through user-friendly, intuitive practices.
Development #2:
The Power of Synchronization Recognizing the interconnectedness of these levers, I devised a triangle model. Alignment is key; standard work must support the aim and be measured by aligned metrics. Misalignment can lead to behavioral variability or informal systems.
Development #3:
The Leadership Factor Despite synchronized levers, something was amiss. Leadership engagement emerged as pivotal during a workshop. Leaders’ shadows fundamentally shape behaviors, necessitating their active involvement and interface with other systems.
Achieving optimal business performance requires more than just focusing on systems; it demands building connections and engaging leadership. By understanding and synchronizing critical system levers and fostering leadership involvement, businesses can drive behaviors effectively and achieve desired results.
