Stockon

Clients: Stockon & international FMCG brand

Category: Digital Assessment

Date: June 2018

Agile, self-directing teams, scrum, standups, AKR’s, OKR’s. holocracy these are just some buzz-words you might have heard of. The time upper management calling the, operational, shots is over. Teams are empowered and allowed to work on the issues they think add value to the business.

But if you have the freedom to work on everything, where to start?

Teams generally start with a meeting, often already a challenge because people already have a full agenda or team members are also part of other teams. After some puzzling, a timeslot is found often maximally lasting an hour. The ultimate goal is to come up with an answer where to focus on this year. We all know these meetings do not last an hour and often we walk away having mixed feelings; did we really get any further? Often we agree to start work on it individually and come together later on. Is this a process which can be improved?

Stockon

Clients: Stockon & international FMCG brand

Category: Digital Assessment

Date: June 2018

Agile, self-directing teams, scrum, standups, AKR’s, OKR’s. holocracy these are just some buzz-words you might have heard of. The time upper management calling the, operational, shots is over. Teams are empowered and allowed to work on the issues they think add value to the business.

But if you have the freedom to work on everything, where to start?

Teams generally start with a meeting, often already a challenge because people already have a full agenda or team members are also part of other teams. After some puzzling, a timeslot is found often maximally lasting an hour. The ultimate goal is to come up with an answer where to focus on this year. We all know these meetings do not last an hour and often we walk away having mixed feelings; did we really get any further? Often we agree to start work on it individually and come together later on. Is this a process which can be improved?

BRANDS

We like to introduce two brands, which faced similar problems. Introducing two brands

  • The first one is Stockon; a new, growing grocery delivery service in the Netherlands. They are using the delivery network of the biggest delivery service in The Netherlands; PostNL.
  • The second brand is a brand, which we cannot mention but we can describe it as an International FMCG brand.

CHALLENGE

As a fresh, new startup, Stockon had the typical challenges of a startup; a lot of idea’s but too little time to do them all full force. Where should be the focus to have maximum impact taking into consideration the effort it would take?

The FMCG brand had similar challenges; also a new venture but within a corporate environment. However, they had an additional challenge since the team was mostly consisting of people mainly part of separate teams. They did not even sit together in the same office. What should be our priority? And how to make it a coordinated effort? How can we make it a success without having a lot of “face time”.

APPROACH

Both teams played effort/gain poker under the supervision of Pervorm. Effort/gain poker is a workshop lasting a half to a full working day. During this workshop the team gets together with the ultimate goal to walk away with a clear idea about the priorities and next steps. Ok, that pretty much sounds like the meetings referred to in the introduction, right?

True, this workshop is different because of the “poker element” we have added. The result is an engaging focused workshop where creativity is stimulated since all team members pitch idea’s to each other. They profit from each other’s knowledge and insights. It truly becomes a team effort. And the best part? Teams actually walk away with a physical document detailing what to focus on, who does it and what the deadlines are. Everyone knows where to start the next day.

Stockon and the FMCG brand both played effort/gain poker with very diverse teams. Not only marketing was represented also roles within IT, project management, customer care, general management. Effort/gain poker does not require massive knowledge of marketing but it does require a commitment to the project and a willingness to step out of the comfort zone.

RESULTS

Both teams walked away with a team shared focus on the next steps and priorities all documented. Nice words but most important are the quotes we got from the players:

“Creates focus since goals are a result of group consensus”

“In general a very nice, engaging exercise”

“Good exercise to help prioritizing”

“Very positive; actually using the same approach for other projects within my company”

“The poker-element gameficates it, nice element”

“Stimulates the group process”

“Useful, pragmatic workshop to come up with solutions and help prioritizing”

“Great tool if used in the right setting and group”

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Pervormers who worked on this case:

Bart Bloemsma

Sr. Marketing Consultant

Roland Willems

Sr. Marketing Consultant

Pervorm | Erik Hornung
Erik Hornung

Sr. Marketing Consultant