The ten biggest problems with the last business age - the so called knowledge economy and information age - how much more information do we need, before we make a true decision, and take action...and ten suggestions...
THE PAST
4. Strategy and Initiatives separated from day to day operations
…Few people get really passionate about Business Process Re-engineering, or Total Quality Management, or Competency Based Frameworks. Such initiatives have too often been seen, or operated. As separate from day-to-day operations. Some, such as ‘right first time’ tried be different, but actually led to inaction everywhere, with people being too scared to take risks or decisions in case things went wrong…
THE FUTURE
4. Strategy and Initiatives as one with day to day operations
Ensure your Strategy becomes a ‘how-to achieve it,’- make it live and breathe in the eyes, experiences and lives of everyone. And relate all of your initiatives to the Cause, and to ensuring you have real, bottom line value and measurable benefit. This ensures you will not be over-run with initiatives, and that people will not suddenly find themselves doing two jobs, the day job plus some randomly selected new idea.
* Revisit and review all of your initiatives – do they help your Cause? If not, ditch them
* Ensure every project has clear. measurable value
* Link your overall strategy with each of your departmental strategies
E-Mail me david@nakedleader.com or post a comment
Mark from Dublin wrote - "Any thoughts on improving performance reviews David?
Yes, Mark:
Ensure your people have as much say as possible in sharing how they are doing, and ideally they ‘mark’ themselves – ensure they open up early in the one-to-one
Remove the word “average”
When offering constructive comment, focus on the issues, not on the person
Give specific praise – praise in context is very, very powerful