Forethoughtful companies take the journey of making continuous improvement by improving decision effectiveness, optimizing processes and fine-tuning performance for shifting, molding, and reframing old paradigms into new one progressively.
Improvement in practice can be achieved through many different means -reflection, best/next practices, to enhance iterative communication, and harness cross-functional collaboration for achieving high performance business result.
Improver of decision coherence: Business leaders and professionals need to make varying decisions on a daily basis across the organizational hierarchy. Misjudgment or poor decision-making, especially at the strategic level would cause business pains or even lead the organization in the wrong direction. An insightful assessment of overall decision effectiveness is based on the coherence, information quality, decision-making professionalism, contextualization, timing, etc. Complex problems require decision-effectiveness at every critical step and come up with coordinate solutions to fix the root causes.
To improve the overall decision maturity of the organization, it’s important to scrutinize the decision principles, processes, methodologies, practices, and outcomes. Any decision made needs to be applicable in a timely manner; resource limitations are significant and decision-makers who are not cognoscente of what they can or cannot do will always make bad decisions. The increased visibility of inter-dependency of capabilities means that there is a reducing number of decisions that can be taken by one person. Often decision-making in the company is the team effort. The decision oversight needs to present the strategic look and logical clarification on how those decisions are reached, articulate what the pros and cons of strategic decision options are both for today and the proposed tomorrow, and how to pick the best one for guiding actions and behaviors to maximize benefits.
Improver of process maturity: The processes are the tool to get the result you formulate in the strategy. It is an important issue to understand that the processes in your business will deliver optimal business results. Thus, process assessment and oversight are important to evaluate the overall agility, efficiency, innovativeness, scalability, etc, of the processes. The goal of process management is to understand every workflow process, eliminate redundancy, complications and reduce the burden on the company while trying to stay current with ever-changing technologies and dynamic business environments. Weighting factors may be applied depending on the scenario and the objectives of the assessment. The criteria to evaluate processes need to clearly identify the core competencies, and focus more on process optimization opportunities. Taken together, they can provide a good heat map to highlight where the organization should focus its energies.
Many times you don't consider the processes as the main driver to deliver the desired result, and then you will not get the result you hoped for. In the digital era, people centricity is fundamental to how processes should be managed. Processes in modern businesses today are dynamic, goal driven, with a mix of structural and unstructured themes. It’s imperative to get a deep understanding of crucial business issues, identify key strategic processes, build transparent problem-solving processes, and make continuous improvement.
Improver of performance management: Don’t just scratch the surface to manage the numbers, remember the old saying: Often people do what you inspect, not what you expect. Performance assessment, when used in an individual context, tends to focus on all that is good; which has been achieved by the individual. But sometimes, managers have to ask tough questions such as, if individuals’ performance were so good, why is the company failing? From the team performance perspective, there are always two sides of measurement; the measures to motivate teams to achieve more and the measures to distract management from the ultimate business goals. In fact, performance measurement setting is an important aspect of assessing performance management effectiveness.
Senior management can set guidelines to keep them focused on drivers of business performance, and appropriately weighted. Typical key performance indicators are revenue, customer satisfaction, or other important business drivers. Performance management is not an isolated management discipline. At the strategic level, performance management should connect multidisciplinary management dots to tell the full story with the business context, and ensure the business as a whole is superior to the sum of its parts. When the company fails to achieve any of those goals, the senior management can leverage performance information, do a comprehensive data-based cause-effect analysis, in fact, finding the right cause of the problem is a halfway to solve it.
There is velocity in change, there is uncertainty in the business environment, and there’s ambiguity in the planning-deciding-acting iterative cycle. Forethoughtful companies take the journey of making continuous improvement by improving decision effectiveness, optimizing processes and fine-tuning performance for shifting, molding, and reframing old paradigms into new one progressiveness.
Improver of decision coherence: Business leaders and professionals need to make varying decisions on a daily basis across the organizational hierarchy. Misjudgment or poor decision-making, especially at the strategic level would cause business pains or even lead the organization in the wrong direction. An insightful assessment of overall decision effectiveness is based on the coherence, information quality, decision-making professionalism, contextualization, timing, etc. Complex problems require decision-effectiveness at every critical step and come up with coordinate solutions to fix the root causes.
To improve the overall decision maturity of the organization, it’s important to scrutinize the decision principles, processes, methodologies, practices, and outcomes. Any decision made needs to be applicable in a timely manner; resource limitations are significant and decision-makers who are not cognoscente of what they can or cannot do will always make bad decisions. The increased visibility of inter-dependency of capabilities means that there is a reducing number of decisions that can be taken by one person. Often decision-making in the company is the team effort. The decision oversight needs to present the strategic look and logical clarification on how those decisions are reached, articulate what the pros and cons of strategic decision options are both for today and the proposed tomorrow, and how to pick the best one for guiding actions and behaviors to maximize benefits.
Improver of process maturity: The processes are the tool to get the result you formulate in the strategy. It is an important issue to understand that the processes in your business will deliver optimal business results. Thus, process assessment and oversight are important to evaluate the overall agility, efficiency, innovativeness, scalability, etc, of the processes. The goal of process management is to understand every workflow process, eliminate redundancy, complications and reduce the burden on the company while trying to stay current with ever-changing technologies and dynamic business environments. Weighting factors may be applied depending on the scenario and the objectives of the assessment. The criteria to evaluate processes need to clearly identify the core competencies, and focus more on process optimization opportunities. Taken together, they can provide a good heat map to highlight where the organization should focus its energies.
Many times you don't consider the processes as the main driver to deliver the desired result, and then you will not get the result you hoped for. In the digital era, people centricity is fundamental to how processes should be managed. Processes in modern businesses today are dynamic, goal driven, with a mix of structural and unstructured themes. It’s imperative to get a deep understanding of crucial business issues, identify key strategic processes, build transparent problem-solving processes, and make continuous improvement.
Improver of performance management: Don’t just scratch the surface to manage the numbers, remember the old saying: Often people do what you inspect, not what you expect. Performance assessment, when used in an individual context, tends to focus on all that is good; which has been achieved by the individual. But sometimes, managers have to ask tough questions such as, if individuals’ performance were so good, why is the company failing? From the team performance perspective, there are always two sides of measurement; the measures to motivate teams to achieve more and the measures to distract management from the ultimate business goals. In fact, performance measurement setting is an important aspect of assessing performance management effectiveness.
Senior management can set guidelines to keep them focused on drivers of business performance, and appropriately weighted. Typical key performance indicators are revenue, customer satisfaction, or other important business drivers. Performance management is not an isolated management discipline. At the strategic level, performance management should connect multidisciplinary management dots to tell the full story with the business context, and ensure the business as a whole is superior to the sum of its parts. When the company fails to achieve any of those goals, the senior management can leverage performance information, do a comprehensive data-based cause-effect analysis, in fact, finding the right cause of the problem is a halfway to solve it.
There is velocity in change, there is uncertainty in the business environment, and there’s ambiguity in the planning-deciding-acting iterative cycle. Forethoughtful companies take the journey of making continuous improvement by improving decision effectiveness, optimizing processes and fine-tuning performance for shifting, molding, and reframing old paradigms into new one progressiveness.
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