For the past two years, a large manufacturing company has used a process whereby each department head turns in a one-page monthly summary linked to the comprehensive corporate strategy. The reports also explain how well the company’s progressing with the defined action plans, what obstacles exist, and what can be improved.
At a monthly meeting, the company starts by defining a series of actionable items based on the monthly reports. From there, action plans are developed and reported back on the one-page summary reports.
The CEO feels the benefits are usually quite substantial. After all, when action items are consistently elevated, department heads know they’re responsible for implementing the items as efficiently as possible (that’s called work peer pressure). The department heads appreciate this process because it raises the bar for everyone and keeps their staff focused on the right things.