Case Study 1. Transforming a Site to a High Performing Organization Based on Balanced Scorecard Metrics
What do you do when you are in charge of 16 check processing and servicing centers across the country and your lowest performing site as measured by the Balanced Scorecard just keeps treading water or in some cases is getting worse? You could close the site and transfer the work to other centers, or you could hire The Adele Lynn Leadership Group to work with the site to transform it into a high performing site.
We knew that processes were inefficient and quality was poor. We also knew that the workforce was not even close to working up to the productivity standards of the other sites, the management team was dysfunctional and that poor morale was rampant.
Working in conjunction with the bank-wide internal process improvement team and a new leader, we designed an intervention to turn things around. We crafted a grassroots understanding of the mission, orchestrated buy-in at all levels, and then created a culture of effective leadership, open communications, and performance focused.
Because some of the quality and error measures included some easy fixes, we focused initial attention there and within two months saw improvements in the Balanced Scorecard results on three of the 13 measures. Capitalizing on the momentum of “wins,” we continued to work with the team. Within 6 months, 10 of the 13 measures were within the “A” range of performance. The site went from dead last to a respectable 2 nd place among the 16 operation sites.