User:Anders R Karlström

This template should be substituted on the article talk page. ==Results Oriented Management (ROM) a business performance and team development approach ==

ROM is an approach which brings together the development of individuals and teams with achieving barrier breaking results, by:
•	Introducing an ongoing, structured approach for identifying the results required from a team.

•	A rigorous and disciplined approach to follow-up of results and improvement plans.

•	Introduction of structured coaching for the leader and the team.

•	Creation of a clear line of sight between the results expected from each team through the organisation.

•	Work being carried out at the right level in the organisation.

•	Improving the value creation and innovation in the organisation

ROM creates a culture in which:
•	Teams manage the business while improving the business.

•	A coaching style of leadership is the norm.

•	Teams are built and continuously developed in the context of achieving results.

•	Results from improvement activities such as Lean Sigma are embedded and sustained within the team’s routine activities.

•	Constructive dialogue between different levels in the organisation is well developed both from a top down and a bottom up direction

•	Win- win cooperation is established across the organisation between different functions and groups

ROM was originally developed by Swedish consultant and economist Frank Bertil Johnsson in the 1960’s and has been periodically updated to incorporate best practice and contemporary management thinking. It was originally designed to continuously connect the personal developments each team member makes with the team’s focus on achieving its results. No other approach combined these two intents.

ROM and Results Oriented Coaching ROC, together develop a unique creativity and result orientation in peoples motivation according to principles defined by McClellan in “human motivation” and by Robert Fritz in “the path of the least resistance” ROM also has strong foundations in NLP and the writings of authors such as Chris Argyris, Edward deBono, Jim Collins, Mihaly Csikszentmihalyi, Viktor Frankl, Robert Fritz and Peter Senge

ROM In Practice
Through use of a Results Vision a focus on aggressive performance targets with a two to three year horizon (mid-term) generates energy within teams for recurring success in delivering agreed results, value creation and innovation. Ideally ROM is used by teams at all levels in an organisation so that there is a clear line-of-sight between the results delivered by each team, and the organisation’s expected results.

Introducing ROM into an organisation starts with a ROM specialist supporting the leader to develop four or five specific, measurable results – in the few key areas that the organisation must achieve to be successful. The choice of key areas is often guided by a balanced scorecard approach.

ROM is introduced to the team in a facilitated meeting which:

•	Develops a shared understanding of the results across the team.

•	Develops a plan for what the team will do during the next two months to move them towards achieving their mid-term results, and maintain delivery of their immediate results.

•	Creates a communication & bridge building plan in order to develop win-win cooperation to enable delivery of prioritised improvements

•	The team establish targets for improvement of the management approach in the team and increased individual involvement in team activities.

Successive, independently facilitated progress and control meetings occur every two months to establish what has actually been achieved regarding results and value creation. In the same meeting the team agree new targets, improvement plan and communication and bridge building plan which are then sanctioned by the coach and leader of the team. Associated with the progress and business control meetings is an integrated approach to regular individual and team coaching that increases efficiency, performance and motivation. This approach encourages a supporting and nurturing environment within the team in which the team learn together as they work towards their targets and improvements.

As the team progresses in its maturity, it will rise through levels of Team Development learning – increasing the capabilities of individuals and teams. --Anders R Karlström (talk) 08:16, 11 January 2011 (UTC)