Tooling

The first thing to get right is preventing garbage in, garbage out. This happens in two ways: poor information is uploaded into the tool, or the tool is not used or updated.

A tool is only as good as the regularity and accuracy with which it is used — and this is three quarters of the battle.

This involves far more than defining a process or telling people to use the tool, or else.

It’s about changing the way people show up together, interact relationally, and collaborate in real time.

Once a tool is being used effectively, it’s going to shine a light on three areas:

• The efficacy of team cadence — how well people are working together
• Inefficient processes or poor communication
• An ineffective product, service, or go-to-market strategy

This becomes a looped process: people feed into process, process feeds into tooling, and then it cycles back again.

The tooling is actually the easy part. The strategy, the simulation of decisions, the measurement of decision effectiveness, and the assessment of alignment and cohesion across the company become the real focal points.

Having the right tooling guides leaders towards the areas that need attention and helps them have the right conversations.

Check out the tooling example below.