Although review is relatively simple, there are different schools. After several years of exploration, Huamu Strategic Consulting has summarized it into a seven-step review method.
1. Review qualitative indicators
Last year, we helped Beike review 4 projects. The first step was to review the qualitative goals and quantitative goals. After the review, 2 of them The leader of the project said: "If I were asked to go back to the past, I would not set such a goal."
This is the fundamental methodology of review. When reviewing anything, you must think about it. First, was there a qualitative goal at the beginning? Second, is it reasonable?
2. Review the quantitative indicators
Based on this qualitative goal, let’s look at:
First, are there quantitative indicators to support this qualitative goal? Can the originally ordered KR1 and KR2 support "O"? If not, looking back on the past, will the new indicators still be these two indicators? Or will there be a third indicator?
Second, are the values ??in the indicators set at that time reasonable? Sometimes when we set a goal, we really want to shoot 1 billion. If it is unreasonable, has it been achieved? Is it because the value of the target is inappropriate, is it because of insufficient ability below, or is it due to other reasons?
So, have you really found all the KRs that can completely measure "O"? Are the indicators set really reasonable? A reasonable goal should be "radical and pragmatic".
3. Evaluate actual results
At the company level, everyone needs to come up with real results and real data, take a look at the key results, and evaluate what the real results are.
4. Analyze key initiatives
Every success is carefully planned and premeditated. At this step, you must ask: "Have you carefully designed key measures for the key goal that was set at that time?"
Many times we do things based on inertia. It turns out that I encountered problem A, My plan is ABC, but now I encounter problem B, the plan is still ABC. There is no effort to go in, the value is not highlighted, and things are just pushed forward according to habits.
So you have to ask yourself, did you carefully design key measures to achieve the goal? If there is, take it out. If not, then reflect on yourself. Why is it that such an important goal is not spent on designing key measures?
For key measures, we have to ask: Can key measures really support the achievement of goals? If not, what else is missing?
After half a year of strategic implementation, I want to redesign key measures. In addition to KR1, KR2 and KR3, should there be KR4 or KR5 to support my "O"? Did I order KR1 wrong at that time? It should not be KR1, 2, 3, but KR2, 3, 4?
5. Define the real problem
When defining the real problem, think about Bill Gates having a cake thrown in his face. What is the real problem? Should we find ways to reduce the number of opponents, or should we raise security issues to the extreme?
One of the goals of the review is to try to help the CEO clearly define the problem.
6. Discover root causes/laws
When you determine the real problem, you must discover the root causes and laws. If there is a gap, look for the root cause. What is the cause of the gap?
For those who have done well, we should summarize the rules. For example, the rules of "Oriental Selection Live Broadcast Room 3331" should be summarized for subsequent application.
7. Design the KISS plan
KISS refers to: Keep - what you want and do continuously; Improve - what you want to improve; Stop - what you stop doing; Start ——What to start.
At the Improve point, I once optimized it into a survey, because there may be some things after the review, which are neither continued to be done nor improved, but to be continuously verified. It is still a hypothesis, and we need to continue to verify whether it is reasonable.
In short, whether it is a personal review, organizational review, or business review, these seven steps must be used, but the content of the review is different. This is a fundamental methodology.
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