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Make It Better - MIB; Methodology to continuously generate innovative ideas, improve targets, metrics, and way of doing business by establishing focal points for each strategic area improving employees engagement, synergy and teamwork, intra and inter teams.

IP.com Disclosure Number: IPCOM000237528D
Publication Date: 2014-Jun-20
Document File: 4 page(s) / 53K

Publishing Venue

The IP.com Prior Art Database

Abstract

Disclosed is a Make it Better (MIB) methodology to continuously generate innovative ideas, improve targets, metrics, and way of doing business by establishing focal points for each strategic area to improve employees’ engagement, synergy and teamwork, and intra- and inter-teams. The project executes in six-month cycles.

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Make It Better - MIB; Methodology to continuously generate innovative ideas, improve targets, metrics, and way of doing business by establishing focal points for each strategic area improving employees engagement, synergy and teamwork, intra and inter teams.

Common operational practices employ team leaders and managers as the first point of contact for all the areas within the team ; the employee do not always have complete awareness and ownership to be able to identify opportunities for improvement , implement change, and use business analytics. When employees have ideas for improvement or innovation, those ideas are often lost due to the lack of effective management and tracking systems, as well as the lack of implementation and results measurement systems. In addition, tracking, management, and measurement are mainly the responsibility of the team leader and manager . As a result, the team leader and manager become focused on the operational issues and only focus on tactical activities , not strategic activities.

The novel contribution is a Make it Better (MIB) methodology. This methodology has universal and specific focal points with associated detailed roles and responsibilities. The roles and responsibilities must have designated owners in order to guarantee the departments are achieving better results at a year-to-year (YTY) comparison for each MIB area. This also acts to motivate the co-workers to bring innovative ideas.

The core novel components follow:

Focal points. Focal points are individuals that provide and represent clear roles and responsibilities for generic areas in every business (e.g., education, communication, tools, information technology, processes & controls, client services, innovation, etc.) or areas that are more specific to a particular business; MIB is applicable to any environment. These focal points, being common on all the teams, have regular meetings with each other in order to work on any issue or requirement together.

Balanced scorecardfor each focal point. This provides a structured way to measure, analyze, and recognize the best focal points for each area. Focal points can constantly evaluate all the associated reports based on roles and responsibilities.

Thematic team leader. Each focus area has a team leader assigned as a Thematic Team leader to ensure that all the meetings between the focal points from the different teams are taking place and are productive , and ensure that the team has the support needed for providing coaching and guidance.

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Focus on year-to-year comparisons and histories. Focal points for each metric established by the organization are responsible for reviewing historical reports and performing comparisons of the weekly measurement results. This allows the focal points to identify any issues and take preventative action. All the results of the organization are compared to the results from the same month of the past year, which allows the team to monitor progress (i.e. making improvements in processes, using tools to drive better results, etc.). The comparis...