systems renovation

Systems development is a key cultural lever for creating more of a 'one team' approach in the context of your global reach, because systems drive people behaviour. Aligned global systems will drive a more congruent culture which can be translated into an international customer experience.

Typical indicators

Typical indicators that systems require renovation are:

• Frustration with systems that prevent people from doing their work
• Managers do not feel trusted to get on with their work due to limited (or outdated) delegations
• Convoluted and dense procedures which ‘wear down’ the users
• Excessive centralised system control slowing down work in the divisions
• Confused accountabilities for ‘who does what’ and ‘who controls what’
• Competing systems that overlap or counteract each other
• Enterprising managers doing ‘work arounds’ that are faster but may cause risk management or governance problems and compound the problem in the longer term

It is critical to align systems to your business needs to prevent mitigating against getting work done and actively working against the strengths that you are building in your organisations culture; for example, performance management systems, CRM systems and your information management systems must align to provide the business with the right performance measures.

The key steps of this work can look like

We can concurrently audit the ‘health’ of your people and business systems and the behaviours they drive, using a project team comprising Mettle and the client's employees. When you have chosen the priority systems to renovate, we will work in partnership with key people who both are accountable for the systems and users of the systems to align the systems to the business needs. Our design methodology includes the system process, accountabilities, controls and linkages to other systems and best practice approaches are built into the system design.

The organisation design principles developed by the executive team enable multiple systems to be developed concurrently and interlock with one another to support managers and employees to get their work done. The systems are documented from a system owner and system user perspective, and implementation support through training, presentations etc. can also be provided.

The systems, when renovated, will drive consistent and positive behaviours in the managers and employees who use them. Overall, a coherent redesign of all systems is achieved and becomes an integrated super system, easily understood and used by managers, and seen by them as a positive support to getting their work done.