Jadey for Executives

You set objectives and delegate responsibility. Execution is distributed across people, business units and systems. Those involved have different information and, in some cases, pursue their own priorities. What makes one business unit successful therefore does not automatically deliver the intended outcome for the company.

This is the principal–agent problem: gaps in information and conflicting objectives arise between your commission and its execution. Information is condensed, commitments are interpreted differently and outcomes are assessed against different standards. Follow-up, coordination and oversight consume leadership capacity.

Jadey's service-oriented operating model addresses this relationship. Business objectives are translated into binding services. A Service Agent takes operational responsibility for the outcome of each commission. It organises the required contributions, checks that they are usable and initiates rework. Even when it delegates further, it remains accountable for its own outcome.

This gives transformation a concrete focus: how your company organises work, delegates responsibility and delivers outcomes.

The following fictional scenario describes an industrial sensor manufacturer after introducing its new service organisation.

The company's leadership has established a clear division of work: sales representatives handle personal contact with customers. They advise, negotiate and develop customer relationships. Jadey SI handles the remaining sales work, including its operational management.

A Sales Agent manages the customer portfolio within agreed revenue, earnings and resource targets. It prioritises opportunities, plans the available time for personal customer contact and commissions the required services. Other Service Agents identify suitable leads, handle written communication, prepare meetings and take responsibility for quotations and order handovers.

From a suitable target customer to a personal conversation

Jadey SI identifies a machinery manufacturer as a potential customer. Its planned machine series fits the sensor portfolio, and an existing trade fair contact permits outreach within the agreed scope.

The agents check the contact and establish the customer's interest through written communication. When the customer agrees to a conversation, they arrange the meeting. The sales representative receives the previous correspondence, known requirements and outstanding questions.

During the personal conversation, the customer explains that it needs sensors on two delivery dates. The sales representative clarifies their intended use and the importance of those dates for the start of production.

The Service Agents use the available information from the conversation and update the customer case. They obtain the technical and commercial information needed for the quotation and handle internal coordination.

A quotation that connects customer requirements and business objectives

The Quotation Agent brings together the verified information on stock, production capacity, transport and costs. It uses this information to develop a delivery plan for the two requested dates.

The first batch of sensors can be supplied from stock. The remainder comes from production and reaches the customer by the second date.

During the personal negotiation, the customer requests a discount. It is within the permitted discount limit. That alone is not enough, however: the calculated contribution margin must also meet the company's requirement.

To calculate the contribution margin, the agent subtracts the estimated variable costs, including both shipments, from net revenue. The remaining amount must reach the required minimum share of net revenue.

With the requested discount, this share would be too low. The agent therefore calculates a smaller discount that meets the contribution margin requirement. The delivery plan remains unchanged.

The sales representative discusses the smaller discount with the customer personally and negotiates on price and value. The agent is responsible for the calculation, checks the commercial terms and updates the quotation.

The agent may not decide on an exception beyond its mandate itself. It refers the exception to the authorised person or decision-making body within the company.

Responsibility through to a confirmed handover

The customer places an order based on the valid quotation. The agents reconcile the order with the quotation, enter it and check the saved record.

They then obtain confirmation that order fulfilment has accepted the order. After that, they confirm the verified order to the customer.

This confirmed handover completes the agreed sales service. Order fulfilment assumes responsibility for delivery. The company assesses whether delivery actually takes place and what financial outcome is realised using the evidence subsequently available.

The operation described above was preceded by a deliberate organisational change. Jadey Steward examined how people actually worked together, investigated causes and developed the new service organisation with those involved.

One finding concerned quotation handling: sales was waiting for delivery dates while production planning was receiving incomplete requests. Steward examined specific cases and found that responsibility for bringing the information together and following it up was unclear.

This led to the service “Clarify the customer solution and delivery feasibility”. Its responsible agent owes the Quotation Agent a usable basis for decision-making. It obtains the required information, checks its validity and follows up missing contributions. The sales representative clarifies the customer's requirements in the personal conversation; the service handles internal coordination.

This transformation path comprises four steps:

1. Understand the starting situation. Agree objectives and the scope of the assessment, involve employees and examine how work is actually done using cases, documents and available system information.
2. Design the new organisation. Define the required services, accountability for outcomes, human contributions and decision rights. Missing capabilities and prerequisites become visible.
3. Put services into operation. Establish the agreed services, integrations and working practices, verify their outcomes and support their use in day-to-day work.
4. Assess the impact and decide on expansion. Compare outcomes and the full effort and cost with the starting situation. Use this evidence to decide which further services to take on.

You start with a specific question and a clearly defined commission. The assessment provides a basis for deciding on the subsequent implementation.

The company's leadership sets objectives, budgets and decision rights. In the sales scenario, the Sales Agent handles ongoing prioritisation and coordination within this framework. Decisions beyond the mandate remain with the authorised person or body.

In the scenario, Jadey Atlas makes the assessed original organisation, the agreed service organisation and the available operational outcomes accessible. Leaders can see how services work together, which commitments remain open and where outcomes deviate from requirements.

For sales, specific measures matter:

• How long does it take to move from confirmed requirements to a usable quotation?
• How reliable are delivery commitments, quotations and order handovers?
• How do conversion rates and contribution margins develop for comparable sales opportunities?
• What costs arise from using Service Agents for each service delivered?
• What is the total effort and cost, including implementation, operation, maintenance and human contributions?

This perspective connects organisational change with its financial assessment. Calculated outcomes, actual business results and outstanding evidence remain distinguishable.

The service organisation develops in response to its outcomes. In the sales example, the responsible agents investigate which sources generate suitable opportunities, where quotations are waiting and why customers decline. They implement justified improvements within their authority and assess their impact in subsequent cases.

Recurring structural problems can trigger a further assessment commission for Steward. The Service Agents retain responsibility for ongoing customer cases.

Starting from sales, the service organisation can expand along the services required: into production, procurement, logistics and finance. Each additional area has its own design and implementation scope. Its capabilities, decision rights and handovers must support the service it takes on.

This builds a body of services and capabilities that the company can use to meet new requirements. Transformation becomes an ongoing business responsibility.