Bio

Rucha Kapare holds 7+ years of experience as a Business Analyst and Proxy Product owner in waterfall/agile software development. She has worked in teams across multiple domains, possessing a proven ability to lead teams and successfully deliver solutions of the highest quality in complex & challenging environments across geographies. She worked closely with the communications Lead, HRBP and Leadership team in Pune for the organizational initiatives like Competencies framework, Corporate Social Responsibility etc. She have been involved in managing teams which includes deliverables, knowledge management and other day to day activities. Working closely with Stakeholders and managing their expectations is a part of his daily job. She is also involved in the recruitment of BA's in my organization.

Rucha had also worked as a soft skill trainer and has mentored people on Business Analysis and conducted several training within and outside organizations. She is a team player with strong communication skills and certified in Business English from the University of Cambridge. She likes leading/ volunteering (in) events which gives creative liberty to his team.

Session Overview

Every organization hopes / expects / demands high performance from their employees and teams. It's not very long ago when most effective organization's in the world had a ritual called yearly goal - setting. Many organizations still continue with this where the HR cascades a set of goals set by the organization's leaders for their employees. This is usually followed by a quarterly to yearly review cycle which with most organizations are linked with incentives. In general terms, there isn't any flaw with this system; goal setting is an efficient way to continuously improve oneself. However, the execution of this process may be flawed and may lead to un optimized results.

With the advent of business agility, this focus shifted towards continuously learning & improving organizations. This meant that faster feedback was highly recommended for performance improvement and the idea of yearlong goal setting seemed a talk of the yesteryears. Many organizations embraced this change by completely abolishing the yearly goal setting practice and instead relying on mentor relationships for an individual's performance improvement. This did improve relationships at the same time hindered transparency since the organization goals were no longer directly accessed by every employee.

When seen from the perspective of game theory, it's evident that optimum results are obtained when employees achieve goals which are highly beneficial to them at the same time aligned with the organization's goals. With the former approach explained above, it's pretty clear that the employees in the first case were aware of the organization's goals, even if the goals were not aligned with their personal goals. Whereas in the latter case, the lack of transparency meant that the individual's goals were highly focused and may not be in-line with the organization's objectives.

This is where Performance Kaizen aligns these two systems with a flavor of Management 3.0 in order to create an optimum setup where high performing individuals, teams, and organizations can thrive. In this session, we present a case study of this implementation at Springer Nature along with our results and learning's; followed by a brief hands-on exercise for the attendees.