Situation: The CEO of a company has a problem. Quality control is an essential part of the company’s success, but ownership of quality control issues is proving difficult. When more than one department is involved, each blames the other for issues or deficiencies. Who owns quality control?
Advice from the CEOs:
At the end of the day the project owner must own this responsibility. This individual can delegate work but not accountability.
QC must be embedded within the company’s systems. In addition, someone has to walk in daily to ask what is wrong with this project? What can be done better? A skeptic.
Put a skeptic in the QC role – the job is to find what’s wrong, not what’s right – a tactical skeptic.
Skeptics are ideal for design reviews.
It isn’t necessary to hire someone for this role if there’s already a productive skeptic on staff.
This person needs to be vocal and will irritate some of the other staff. Coach staff to tolerate this, because the individual is performing an essential role.
It’s impossible to check everything. However, as issues are identified, everything can be documented.
As systems are reviewed, look for patterns of problems.
Develop solutions as problems are identified.
Log issues and solutions on a shared server to facilitate access by project managers.
Institute cross-functional design reviews – representatives from different functions offer different perspectives. Formalize design reviews in the early and start-up stages of projects.
Work on company culture – build anticipation of challenges into the culture.
Build a heuristic of the output of each program. Use this to make sure that inputs, filters and system checks will produce the desired output and the desired level of quality.
Ask: where is QC currently working within the company? Why is it working?
Operations and testers catch the errors.
The issue is distributing the knowledge gained. In complex systems nobody understands the full picture or the impact on the customer.
This becomes the responsibility of the project owner.
A company seeks to leverage the difference between information from traditional
media and the richer information available through social media. Their objective,
using publicly available information, is to identify individuals’ specific plans
or preferences to better target their clients’ marketing dollars. Can social
marketing leverage your competitive position?
from the CEOs:
principal value proposition is the ability to mine publicly available information
from consumers through social media and make it useful to advertisers who want
to reach those customers.
the company’s technology allows access to shared data which can be used by many
companies this is less expensive than clients’ trying to go it alone.
most important differentiation will be the timeliness of data. Many firms
collect data after the fact – for example after a key purchase is made. What
advertisers desire is the ability to anticipate purchases. An example is a
consumer’s plan to buy a house. This information is valuable to many companies.
If data is mineable, it is valuable.
essential question is how the client will make more money from data being
near-real time. If the client can use the company’s data to enhance their marketing
database, this adds value.
partnering with the agencies that B2B and B2C companies hire to advertise their
products. Even the largest consumer B2B and B2C companies work with outside ad
agencies because these companies have better access to targeted customer lists
than the companies.
a subscription model, offering access to unique, current data to many customers.
The differentiating value is the currency and timeliness of the data. A
subscription model generates an ongoing revenue stream.
A company delivers specialized consulting services. The founder CEO is also a
lead consultant. As the company has grown, the CEO has struggled to prioritize
her time as she shifts from consultant to leader. How do you reprioritize your
from the CEOs:
at the skill sets required to run the company and compare this with the skills
of current staff. While the company has excellent consultants, do some of these
people also have experience in business development or management?
the skill sets needed and focus hiring efforts on those that can’t be filled by
the CEO is also the chief rainmaker, then a top priority is hiring a manager/leader.
The next level of development within the company will require a level of
that the company can’t get an A+ grade on every project or detail. Learn to
accept a B when this is enough. It will do.
that as priorities shift, vacuums will develop. Identify what will be missing. For
job descriptions for the roles.
the leader’s roles with flexible teams instead of individuals.
financial resources to fund the transition as incentives for individuals to take
on new work and responsibilities.
at profit-sharing models. Use profit sharing to facilitate the shift in priorities
by adjusting payout incentives.
the risks within the plan. Think through these thoroughly and develop
CEO, you will not be able to do everything that you do now. In your new role you
won’t want to do everything you do now. Your view and responsibilities will