Before we delve into the blocks that could be stopping your organising to its full potential, we need to understand the difference between organisational effectiveness and organisational efficiency. In simple terms the first, can be described as the “what” an organisation delivers Continue reading “What are the blocks stopping your organisation being efficient / effective?”
I have been studying change in the context of Lean & Agile for some time now. I have even blogged about the VUCA world we now live in, 5 years back. There is no doubt Continue reading “Dealing with Complexity”
We sometimes think that Lean & Agile is all about scaling back, in a context of removing “stuff” or unnecessary processes. However using Lean and Agile can help us grow. The leaner we are, the faster we can react to the market place, not just in terms of change, but in terms of growth. Industries such as digital tech, online food retail, takeaways, insurance, banking have increased significantly during the recent crisis.
This period of reflection has Continue reading “Scaling with Agile Thinking”
As we move into a difficult time are first thoughts are for our families and our livelihoods. We are correctly looking at the way we work and taking advantage of all the digital tools available. Others are rightly sharing their knowledge and experience around the mental health aspects of remote working which is critical for performance. I have blogged about this before Continue reading “Unnecessary Complexity & Waste – Bin It”
“Culture eats strategy for breakfast”
To be successful, a revised business strategy requires vision, transformation and employee engagement. Transformation, or cultural change, is the hardest to achieve and engagement depends on it entirely.
Have you ever found yourself sitting up at 1 am watching that shark documentary again, despite a 5 am alarm call for an important morning meeting?
If so, you are not alone. It’s human nature to continue doing what we are currently doing, despite knowing perfectly well it may be to our cost. It’s called human stasis.
For example, it’s widely accepted that most families could save thousands per year if they changed their behaviour, eliminated waste and shopped around more for their utilities and other essential requirements. Despite the ease of doing so on comparison websites, many don’t, and the providers’ profits are dependent on this irrational aversion to change.
“Watermelons frequently go from shop to fridge to bin.”
In business, collective resistance to change amplifies the problem and it’s the biggest barrier to the successful implementation of a new, exciting and often essential strategy.
You may have a clear business objective, a perfect corporate vision and an insight-driven strategy to achieve that, but if your people aren’t engaged and willing to accept change, it will likely fail to achieve the desired results.
So, what can be done to effect organisational cultural transformation?
It is the synthesis of three elements:
- Your organisation must have the essential tools, systems, and processes in place to underpin and enable the desired change.
- Those leading the organisation must be visibly passionate about the need for change and its importance for the future of the business.
- As that passion propagates through your organisation, behavioural change can then be encouraged through training, capability development, coaching, and mentoring.
One final thought … in 1998, Blockbuster could have acquired Netflix for $50m. Today, Neflix has a market cap of $137bn and Blockbuster is nowhere to be seen. Resistance to change can be deadly.
John Cockburn-Evans is professional “business declutterer” and “lean” machine. He is an expert international consultant and coach with over 25 years’ experience in a range of industries.
I have been reflecting quite a bit recently about this topic, and the potential for further improvements in personal efficiency. Overall company efficiency is the sum of the component parts i.e. the aggregate efficiencies. This is why it is important to stay focused on our personal efficiency. I have blogged about productive people before, but quite often we think we are better than we actually are. One factor is that in the corporate or large company world, we can get sucked into “Other People’s Waste”. What do I mean by that? Inevitably we have to work in teams , whether that be large or small. Each team member will carry with them their own waste. Continue reading “Internal Personal Efficiency – The importance of an “Interdependent Culture””
The Brexit position has become more uncertain and business confidence dropped further, even though the UK is still outperforming other EU nations such as Italy and Germany in terms of growth. This vindicates more than ever the need for a “Lean” approach with businesses more agility in the market place. Continue reading “Getting Clearer on Productivity”
In the line of work I do, there is a constant drive for productivity and efficiency. This clearly has its benefits, but it can be a hidden hindrance. As we rush to clear our job lists, key activities and work to have impact with our strategic goals, we have very little time to step back. This may sound obvious, and the principles of effective time management are well established, but what are the unintended consequences of this “hurried” or “rushed” state we create for ourselves? I use the word “ourselves” because even though our plates are filled by others, we have the power to control our environs. Continue reading “Productivity Inhibits Curiosity”
There was a very interesting article in this months HBR by Gary Hamel and Michele Zanini titled “The End of Bureaucracy” with an interesting example of how a Chinese company Haier, has adopted a very interesting business model to make it more efficient and agile in the market place. They have adopted the concept of ME (Microenterprises), whereby there are over 4000, each with 10-15 employees that serve the company both internally and externally. Continue reading “Bureaucracy – Fighting the “Waste” where appropriate.”
I am always amazed at what improvement potential there is for organisations, even profitable and well established ones. There is a perception that they are well down their “Lean” Journey, and that they have made significant improvements, whether it be through technology or process development. Organisations are rarely as well developed as they think they are, of course this breeds complacency. Maintaining the improvement “hunger” is a real challenge in large companies. Continue reading “The Difference Between Performing Organisations & Great Ones”