is achieved through a constant balance between operational and functional approaches and through a subtle art of compromise between traditionally opposite forces:
- « know-how » vs « knowledge »;
- local vs central;
- « take care of it » vs « have it taken care of », …
The same oppositions and the same compromises apply to companies (e.g. multisite or multi-market ones) and to local administrative units as well.
Besides, the relative weight of each side of the balance can vary: that depends on the type of organisation, the global economic context, product life cycle, competition or local characteristics, …
In most cases,
the organisations’ monitoring system is fragmented as each stakeholder’s objectives follow their own logic :
- their common stakes are hard to identify
- their reciprocal expectations may be paradoxical
- certain decisions can be blindfolded due to insufficient use of available resources and information.
We think that monitoring must rest on a flexible, versatile and shared managing scheme, which implies:
- to intercross each organisational layer’s objectives;
- to cross-check and benchmark each site’s/each geographic zone’s indicators;
- to involve all stakeholders and make sure they effectively debate between each other;
- to allow each of them to find its pace in the general pattern – a determining factor of success.
We call that scheme collaborative monitoring:
Taking hold of both local and global issues at the same time, so as to exert the effort at the right time and in the right place, whenever and wherever the context requires it.
And a unique way to motivate everyone involved on the right topics, to improve the organisation’s global expertise and to ease tensions.