Receive quality feedback for continuous improvement

When it applies

Every time a new product, service, channel, campaign, material, tool, app, project, initiative, strategic or transformation plan, is launched... Or you want to evaluate a current one. Also to assess starting situations. Prototypes (minimum viable products) or final deliverables. To assess the performance of departments, people, work groups. To gather opinions and suggestions for improvement from salespeople, employees, end customers or other relevant stakeholders. On a recurring or ad-hoc basis. When what is sought is to help the people responsible for an initiative improve, not so much to evaluate them.

Problem it solves

Transformation is forcing the launch of multiple initiatives that, at the time of launch, tend to differ from what is really needed. Much more feedback is needed, but the reality is that we still request and give very little.

It usually focuses on people and their 360º performance, when really we should ask for it in many other areas.
The medium used is usually the anonymous survey: this method, being individual, can generate as much collective intelligence as stupidity, since it does not allow deliberation among participants nor with whom requests it.
When done face-to-face, important biases are generated.

Face-to-face or feedback via survey is perceived more as an evaluation than as a way of improvement; It is not encouraged and the deliverables do not have the impact they should.

Added value by delibera

The feedback template facilitates gathering opinions with effectiveness and agility, facilitating communication between participants and who requests the feedback, promoting a culture of continuous improvement.

Getting “insights” (quantitative and qualitative) from large groups, in a very short period of time (a few days)
Reducing the effort needed to do so
Avoiding biases
Making interpretation and synthesis easier; guiding the actions needed for improvement
Measuring and recognizing collaboration

Continuously improving everything that is set in motion, promoting collaboration and accelerating transformation.

Traditional surveys can have as much collective intelligence as stupidity, continuous improvement requires quality inputs

AS IS: Survey

To evaluate

There is no dialogue between those who ask and those who give feedback
They can be scary
For end customer
Useful/necessary for final products/ fact checking/ mass reviews

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TO BE: Collaborative conversation

Feedback

To improve

Interactive dialogue with representative groups for continuous improvement
Perceived as valuable
Internal client

Sequence of templates to receive quality feedback for continuous improvement

Choose initiatives to evaluate

New products, services, channels, campaigns, events, documents, initiatives, tools…

Get feedback

Feedback

Key templates in this use

Adjust

Evaluate issues that came up in the feedback

New feedback

Feedback

Extend or ensure proper closer

Ad-hoc or recurringly

Overall assessment, % of approvals and disapprovals, willingness to continue, positive aspects and suggestions for improvement, assessment of specific aspects

Improve, pivot, reinvent or discontinue initiatives or situations

Debate

Decision

Ideas

Ask for feedback again and measure progress

Percentages

Scores

Alternative templates to ask for feedback on certain specific occasions

Continuous improvement with greater customer orientation

Success cases

The CEO of a leading global insurance company uses the delibera feedback template to assess the potential of its different commercial channels, aligning the leadership team and other key people in the diagnosis and actions required, making key decisions for a more effective omnichannel organization.

The Head of Digital Transformation of a leading global bank uses the delibera feedback template to assess the reception of the Robots/RPAs launched, after a substantial investment. They had generated a lot of noise among users and in a short period of time, adjustments are identified and changes made, bringing much higher levels of satisfaction.

The Commercial Manager of an electricity company in collaboration with the marketing department gets feedback of a key value-added service for the income statement. In one week, 57 improvements are identified, with the inputs of more than 100 salespeople.

The Head of Marketing and Communication of a third sector entity with more than 80,000 people between employees and collaborators, uses the delibera feedback template to evaluate the usefulness of manuals and other key material to guide social action.

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