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An alternative to anticipatory conformity
Starting next classClass structure
15’: group 1
15’: group 2
45 minutes: Me :-)
What you have to do
Report: 1p per question (due on the day of presentation)
Presentation: STRICTLY 15 minutes total, everybody has to speak
IS strategy --> Org strategy: Sauron
Org’l strategy
IS strategy
Automatic Reporting
ContinuousVisibility
ID work(avoid shame)
AnticipatoryCOMPLIANCE
IT and leadership: Metaphor.
ID & anticipatory conformity
. Embarrass people:
‘you’re the team’s chewbacca’
. Use peer pressure
‘you’re letting the team down’
. Sell them a project for their self
‘you’re the next crop of leaders
Using surveillance
data to...
IS strategy --> Org strategy: Barbie
Org’l strategy
IS strategy
Automatic Reporting
ContinuousVisibility
AdjustedCOMPLIANCE
Rationale for adjustment
IS strategy --> Org strategy
Org’l strategyIS
strategy
Automatic Reporting
ContinuousVisibility
ID work(avoid shame)
(anticipatory)COMPLIANCE
(adjusted)
Rationale for adjustment
Use!
IS strategy --> Org strategy
Org’l strategyIS
strategy
Automatic Reporting
ContinuousVisibility
ID work(avoid shame)
(anticipatory)COMPLIANCE
(adjusted)
Rationale for adjustment
How about managers’
identity (and bonus)?
What happened at DeskSales?
Europe Telecom
E-Tel Solutions E-Tel Retail E-Tel International Services
E-Tel Web
E-Tel Residential Customers
E-Tel Corporate Customers
E-Tel Corp. Cust.Field Sales Force
E-Tel Corp. Cust.Service Units
E-Tel Corp. Cust.Desk Sales
Team Retail 1
Team Retail 2
Team Retail 4
Team Retail 3
Team Finance 1
Team Finance 2
Team Tech. & Media 1
Retail Field SalesDirectorate
Finance Field Sales Directorate
Tech. & Media Field Sales Directorate
Central Service
Escalation Unit
DSL Specialist service unit
17 other specialist service units
Team Tech. & Media 2
E-Tel & DeskSales
DeskSales
General Manager
Technology & Media
Desk Sales Manager
Retail
Desk Sales Manager
Finance
Desk Sales Manager
E-Tel Field Sales
General Manager
Finance
Field Sales Manager
Retail
Field Sales Manager
Technology & Media
Field Sales Manager
Jim: FIN DSP1
Ann: FIN DSP21
Joe: FIN DSP2
Ted: FIN DSP22
…
. . .
John: RET DSP1
Jess: RET DSP11
Kate: CP DSP2
Karl: RET DSP18
. . .
Jack: T&M DSP1
Sue: T&M DSP19
Neil: T&M DSP2
Zed: T&M DSP20
. . .
Bob: RET FSP1
Bill: RET FSP57
Ben: RET FSP2
Anna: RET FSP58
. . .
Mark: T&M FSP1
Jane: T&M FSP49
Matt: T&M FSP2
Saly: T&M FSP50
. . .
Tim: FIN FSP1
Kim: FIN FSP41
Cris: FIN FSP2
Mary: FIN FSP42
. . .
- Bank of Europe field sales team
- Bank of Europe “virtual” sales team
DeskSales & FieldSales
Desk Sales Managers’ dilemma
Improvisational pull
• DSPs lacked sales experience
• DSPs felt they lacked the ability to sell
• DSPs had difficult relationships with field
salespeople
Bureaucratic pull
• Multiple sales and saleswork targets
•‘Stretch’ targets for sales
•‘Stretch’ targets for saleswork
Siebel-based supervision: Summaries of performance, Self-entry reporting
The bureaucratic pull over DSMsDesk Sales teams had to hit multiple targets
! Sales- Target for individual sales ($350,000/DSP) - {40% if bonus}- Target for involved sales ($200,000/DSP) - {20% of bonus}
! Saleswork - {20% of bonus}*- Target for calls to customers (7/DSP)- Target for salesplans (all records)- Target for Siebel errors (zero)
DeskSales GM committed to stretch targets - 6% extra sales, in a flat revenue period - 8 months to achieve sales target - Calls to customers on holidays / sickness / training - Salesplans and no Siebel errors for past two years of sales
* The remaining 20% bonus was paid if the target for the account was met
Desk Salespeople’s Motivations
Sales target
Saleswork target
Below target
Above target
Above targetBelow target Sales
Saleswork
Ladder-climbers“go up the ladder”
20%
Money-grabbers(Prize-oriented)
“make money and win prizes”
3%
Money-grabbers(Not prize-oriented)“just make money”
20%
Ladder-hoppers “move to corporate”
1%
Wage-earners “make a living”
56%
IT and the DSMs’ dilemma
Upper-level managers used Siebel summaries for supervision! Performance = Performance in Siebel
- Desk Salespeople sales targets = reporting sales in Siebel- Desk Salespeople saleswork targets = reporting calls and doing salesplans in Siebel
! Supervising summaries, not details - Upper-level managers received MS PowerPoint reports from GMs- Upper-level managers did not check reports (when relating to GMs)- Upper-level managers used these reports for their own purposes
Siebel was used as a self-entry system
- Desk Salespeople had to enter their own sales and saleswork - Desk Sales Managers compiled reports but did not check data - Upper-level managers interpreted Siebel data as the automatic
outcome of DSPs work
The DSMs’ dilemma, really
Improvisational pull on sales and saleswork
Bureaucratic pull on reporting sales
(reinterpretation)Improvisational pull on
reporting sales
(splitting)
The façade-creation pattern
•Show representation of compliance with sales and saleswork targets
•Hide representation work
• Find ways to represent sales without doing sales
• Make DSPs create a representation of
compliance with sales and saleswork targets
Produce a representation of compliance with sales
targets
Produce a representation of compliance with saleswork
targets
Making the numbers: Sales
Help desk salespeople find revenue to report
CHALLENGEDesk salespeople couldn’t
sell, but sales managers had to meet demanding targets
SOLUTIONHelp desk salespeople find
revenue to report as sales by using systems or building
relationships with customers
“Tom bragged he had already $5.8 million in revenue under his name in Siebel and that he had sold $60 000, at most.”
Helping DSPs finding revenue
SystemsFind and claim unclaimed
revenue (e.g. phone bills)
ServiceMake friends that show
unclaimed revenue (e.g. service orders)
CustomersDo service to become central
point of contact (e.g. direct orders)
Field SalespeopleDo FSPs’ Siebel in return for
sales and silence(e.g. Siebel errors)
Making the numbers: Sales
Portray reporting revenue as selling
CHALLENGE “we don't want open sales to be
logged in Siebel at 100% probability, that looks very
reactive.”
SOLUTION“we can hold [orders] and log
them at a lower probability and close them a few days later.
We need to follow all steps [stages in the sales cycle] because it puts
them [open sales] on the radar early.”
Help desk salespeople find revenue to report
Making the numbers: Sales
Use reporting as an opportunity for compliance
CHALLENGETop performers “keep sales
under their sleeves”
SOLUTIONUnearth unreported
revenue when producing reports
Portray reporting revenue as selling
Help desk salespeople find revenue to report
“Knowing that we have a gap of 1 million, we need to have a pipeline of 3 million to make sure that we hit that.” With that in mind, he asked if they had "any sales squirreled away under the blankets.” "Do you have anything that you decided, "let's chuck it away for next month or let's keep this one off the radar,”
Making the numbers: Sales work
Help desk salespeople reach their targets(Phone team meetings, date on sales plans)
Use reporting as an opportunity for compliance
CHALLENGE“My drivers are sales. That’s it. The internal drivers are stats.
And if you try to put a salesperson next to stats it doesn’t work. Sales people don’t like stats. Because it’s paperwork, it’s
something you’ve got to do after the event”
“10-fold increase in the number of completed salesplans overnight”
Shame and representation work
Narrating the numbers
Use numbers to showcase performance CHALLENGE
“I am the one who sells [desk salespeople’s] effort, I'm the salesperson for the desk role.”
She was being “pressured […] to show [DeskSales] add[s] value, […] that we can create [new sales opportunities] and close
from the desk.”
SOLUTION
She used monthly sales and saleswork figures compiled by desk sales managers from Siebel to run what she classified as a
“great PR campaign”.
Narrating the numbers
Use numbers to showcase performance
CHALLENGE
“[They]’ll look at DeskSales and say ‘look at all the revenue they brought in’[…
They]’ll say, ‘hang on, let’s have a look at the value, the real value that DeskSales
brought in, is this an actual big number?””
SOLUTION
"[Our team] spent the past two days rehearsing so that it sounds natural",
"[managers] have been in panic for the past two weeks, but today, I've never seen so
much panic in this unit."
Rehearse visits
Using the numbers
“Desk based operatives have had delegated to them the management of the Siebel MIS. They are able to manipulate the data, should they so choose, to make representations to their hierarchy, that further their
own interests.”
“At a higher and more senior level, the management team can implement tactics within the business unit, which ensure that they too are manipulating the data, to further their own political agenda,
and appease the directors of the company.”
Desk Sales doubled in size, one year after,its manager moved to E-tel’s board in just 5 years
The upwards flow of representation
Monitor the production of representations
Hide the production of representations
Help produce representations
Re-represent work to portray success
Use re-representations for power ploys
Reification of representations
Reification of representations
The production of information
‘To see’
(panopticon)
To show’
(shop window)
Production of performance information
Automatic and unproblematic
Effortful and problematic
Use of performance information systems
To see in detail downwards
To show in summary upwards
Source of compliance Work Representation work
Relationship between work and its representation
Tightly coupled Loosely coupled
IS strategy --> Org strategy: Wizard of OZ
Org’l strategy
IS strategy
Effortful reporting
Need to enforce
reporting
Opportunity to represent compliance
FaçadeCOMPLIANCE
IS strategy --> Org strategy: Wizard of OZ
Org’l strategy
IS strategy
Effortful reporting
Need to enforce
reporting
Opportunity to represent compliance
FaçadeCOMPLIANCE
Managers want summaries to show success