Why ‘Key Results’ Are Key to Changing Company Culture

This article was originally published by Workforce. See link below for full article. 

In early 2009, Brinker International Inc. faced massive business challenges: The economy had collapsed and the company’s business sector, casual dining, was experiencing one of the sharpest downturns of any business sector.

A 35-year-old organizational culture had slipped into a blame-game culture where no one would take responsibility for anything that was going wrong. Finger-pointing, confusion, cover your tail and other denial behaviors abounded.

This was an undeniably bad time for Brinker. Profits were down and shareholders were concerned with company stock dipping to an all-time low of $3.99 per share. Consequently, employee engagement plummeted to below 50 percent and turnover rates rose as a result to 110 percent annually.

At the time, Brinker had no fewer than 40 key performance indicators, or KPIs, across the organization that were inadvertently used as key results. It’s easier for company executives to admit now than it was then, but they knew they were experiencing a high degree of confusion around what to measure and really no way to remember easily at the team level just what they were accountable to produce.

Read full article at Workforce  – “Why ‘Key Results’ Are Key to Changing Company Culture”