Change is good. Or so our grandparents have told us. The reality is change is also constant.

This means that nothing stays the same, therefore innovation needs to be ever changing too.

Sadly many corporations continue to remain stagnant.

Stagnance is then multiplied as new energy and processes are not allowed to adapt or change with the times.

This is a big part of corporate chaos, but does not fully embrace the term.

Corporate chaos is the lack of organizational and psychological organization within the whole, and the whole is the sum of it’s parts.

Corporate chaos is easily seen when progress has not been made in a company for years.

The process is stagnant, the people are stagnant, and change is prevented due to fear of personal job loss.

How can this be solved?

First, it’s a people problem.

When people that create the problem, also create the solution, this is the ‘Houston We Have A Problem’ Apollo moment.

The bigger issue is that the executive board and C-suite management play a big part in the decisions to remain stagnant too.

This shows their loyalty to themselves and not the company, but it is everyone’s job to spot the freeloaders and make a change.

Usually the freeloaders are in plain sight. Causing chaos to hide the fact that they are not actually working proactively and inclusively towards the company’s common goals.

They tend to indadvertedly and adversely lie to colleagues, teammates, clients and the general public, to promote their standing in the position.

This is turn leads to corporate chaos, where accountability is lost and bad politics can get rid of good people that do in fact have their best interest in mind.

How can this be changed?

It’s a people problem, and with every persons problem lends creative solutions.

Creative solutions include, measuring Return On Investment (ROI) and analytics through accountability via Key Performance Indicators (KPIs).

Let me explain, and don’t let the acronyms fool you.

Every single department in the organization needs to have stretch goals (which equals 100% of the goal) and actual realistic hard goals (which equates to 70% of the goal).

“What does that mean?”, you ask.

Every person and department in your organization should be defining quarterly and yearly goals, and reassessing progress weekly.

Stretch goals are nice-to-have goals, which amount to 100% of the goal.

Actual hard goals are need-to-have goals, which amount to 70% of the goal.

The yearly goal is determined by the Board of Directors (BoD) in tandem with the Chief Executive Officer (CEO).

The quarterly goal is determined by the CEO or General Manager (GM) in tandem with the other C-Suite leaders. These include the Chief Financial Officer (CFO), the Chief Strategy Officer (CSO), the Chief Sales Officer (CSO), the Chief Technology Officer (CTO), or the Chief Product Officer (CPO).

If your company does not have a full executive C-Suite, then this would be the responsibility of each team leader, for example the Senior Vice Presidents (SVPs), Vice Presidents (VPs) or the Directors or Team Leaders of each vertical facet of the business.

The monthly and daily goals would be managed with you and your supervisor immediate supervisor.

The best way to measure success is by enforcing and overarching Customer Relationship Management (CRM) tools to show clear goal pacing.

Therefore as a Sales Leader, for example, you would probably define total meetings, emails, contacts, companies, interactions on LinkedIn, total orders placed, total orders booked, total revenue run, and on the flip side total revenue lost.

As a Product Leader, for example, you may want to use Asana and Jira as a tracking system for success.

As long as the top approves with changes, you are A-OK and on a path to greatness.

There are company wide tools out there that you can use to track KPI’s, just search around the web and you’ll find the right tools for your company.

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