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The Delivery Hub works because it's people-centric.
People express their identity through stories.
Stories create the culture.
The Delivery Hub works because it's people-centric.
People express their identity through stories.
Stories create the culture.
Culture
Culture
The Delivery Hub measurement, reporting and communication will make it clear how every driver is performing and what corrections they need to make.
The question then becomes, how will the management and drivers use that information? The answer to this question will depend on whether the culture is:
Rules based, or
Trust based
A DSP with a rules based culture will not be able to maximize the value the Delivery Hub. In fact, the Delivery Hub will solve many of the problems that caused a DSP to become rules based in the first place.
In contrast, in a trust based culture the motivation to care and do good work doesn't come from rules and enforcement, but rather from the driver. It's very difficult to get drivers to change their process and approach if they don't care. A primary goal of a trust based culture is therefore building an environment where the employees care about their work. When the drivers care, they will take the feedback from the Delivery Hub and use it to improve.
An increase in motivation and communication translates increased productivity. A trust based culture will approach mistakes as learning opportunities. Drivers who care are also far more willing to help each other out. They will also be far less likely to cut corners.
Note: A trust-based system doesn't mean there aren't any rules. In trust-based cultures, the rules spell out top-level expectations. Trust only operates effectively when there are boundaries.
The culture should be intentional and communicated. Otherwise a shift will cause resistance among those accustomed to the old system. The culture can then be integrated with the training program.
The culture should be intentional and communicated. Otherwise a shift will cause resistance among those accustomed to the old system. The culture can then be integrated with the training program.
Amazon's metrics are complex and fragmented and are therefore difficult communicate to team members to act on.
Analyzing the metrics and coming up with findings doesn't leave time for development and implementation of corrective programs.
Many analytics programs add another layer of complexity. Delivery Hub works by simplifying the numbers, then comunicating those results to the team.
Many analytics approaching can find the problems that need correction, but they are vague about how to solve problems. That's where years of practical delivery experience and listening come in.
We know what it's like to develop a performance program as we spent over a year developing Delivery Hub.
Many scorecard and texting services forward Amazons metrics.
To know if a metric is out of balance you need to track it over time and develope benchmarks
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