How can a team contribute to EBIT?

Through two questions: what can we change so that our customers get more value from us? And which unnecessary alignment rounds, approvals, waiting times or duplicated work can we eliminate?

How does a team's contribution become measurable?

Every action has an owner and is assessed in the impact check at the next SPARK. Across all teams, this produces a consolidated picture for senior management.

Insight

EBIT in the team: what can you move on a Monday morning?

EBIT is one of the most important metrics for executive boards. And one of the most abstract for teams.

In short

A single team can influence EBIT through two levers: creating more value for internal or external customers and reducing unnecessary complexity. With SPARKs, this regularly becomes a concrete action in every team, with an owner and with its impact tracked.

An executive board has many ways to influence EBIT: changing the portfolio, adjusting prices, introducing a new target operating model, consolidating sites, investing, automating. But which of these can a single team really influence on a Monday morning?

Which EBIT levers does a team have?

At team level, EBIT becomes surprisingly tangible. Within a team's direct sphere of influence, there are essentially two levers.

Create more valueWhat can we change so that our internal or external customers get more value from us?

Reduce complexityWhich unnecessary alignment rounds, loops, approvals, meetings, waiting times or duplicated work can we eliminate?

This means practically every team can contribute. Not through a big EBIT programme, but through small, concrete improvements within its own sphere of influence, month after month. When an idea becomes an action, someone takes ownership and it is later checked whether it really made a difference, many small improvements add up to measurable progress.

What does senior management see?

In addition, patterns across all teams become visible. When 70 teams independently name the same approval loop as a problem and describe their workaround, it is no longer a team problem. It is management information.

2levers within every team's sphere of influence: customer value and complexity

4.2 out of 5average effectiveness of actions from SPARKs

around 4 monthsuntil SPARKs pay for themselves on average through regained productive time alone

Source: TATIN Impact Data. Measured via the built-in impact check and usage data from the SPARKs platform in our own client projects, without any additional survey.

How we measure

Every action a team decides on in a SPARK gets an owner and a due date. In the next SPARK the team assesses whether it was implemented and whether it worked. This impact check and the platform usage data, i.e. topics worked on, actions decided and actions implemented, are evaluated only in aggregate across at least five leaders. The figures come from our own client projects and are not an independent benchmark.

Frequently asked questions

How can a team contribute to EBIT?: Through two questions: what can we change so that our customers get more value from us? And which unnecessary alignment rounds, approvals, waiting times or duplicated work can we eliminate?
How does a team's contribution become measurable?: Every action has an owner and is assessed in the impact check at the next SPARK. Across all teams, this produces a consolidated picture for senior management.

That is why it pays not only to steer EBIT from the top down, but also to improve it from the bottom up. More value. Less complexity. In every team. Continuously.