Wednesday, July 21, 2021


Setting grounding rules and policies is important to drive innovation and sustain changes.

A set of good policies define why we make a decision one way or another or the scenario behind problem-solving. Policies need to serve a purpose and they are mandatory to follow through.

However, in reality, in many organizations, just because a policy exists, it doesn't mean they will be effective or followed - that takes leadership maturity and peoples’ commitment.

Good policies make good things easy to do: Good policies encourage positive thinking, right attitude, and constructive behavior. Strong leaders set good policies to inspire transformative change and incremental improvement accordingly. They set policies in the language understood by stakeholders and they adjust policies accordingly to ensure their effectiveness. By setting and following good policies, organizations can focus on coordination and facilitation, and develop the best or next practices to proactive problem-solving.

Policy is the interactive zone where both management and governance should work collaboratively:
Setting and monitoring policy compliance is a governance activity; implementing policy is a management activity. People come and go. Therefore if a system is not in place, the policy is not set right, the roles are not defined, policy is just a slogan posted on the wall, no one pays enough attention to it; or it becomes an oxymoron that is outdated sooner than what you thought of. Effective policies shouldn’t enhance the “we always do things like that” mentality and stifle creative problem-solving. Some policies beget more and more detailed policy as the game of finding loopholes begins by those who may feel unnecessarily pestered by over regulation.

Not only promote the policy but also sell values on culture and philosophy: It is about leaders identifying their vision, strategy, and approach, make people feel responsible for the success of the plan, engage them actively and make sure that your new proposal solves their current problems and provides a better working environment. There are correlations between policy-making, culture, and performance. People in high performance organizations follow good policies voluntarily for their own benefit. On one hand, the proliferation of policies become necessities to shape a set of desired culture or accelerate performance; on the other hand, a positive or creative workplace reduces the number of policies to achieve high performance.

Setting grounding rules and policies is important to drive innovation and sustain changes. But overly restrictive policy discourages innovation. People need to do what policies say or have the policies say what they do. If not, then the policy is irrelevant, should be reinvented and go to the healthy cycle of de-policy and re-policy...Policy is not static, needs to keep evolving.


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