An improvement is a form of change, change can also be leapfrogged into business transformation.
The key business success factors are people, process, and technology. Conventional traditions, outdated knowledge, change inertia, are like the time glue that keeps people still. Improvement can only be there if people accept change, and make the most out of it. “Continuous Improvement” should be the principle to achieve high quality and push the human world forward without procrastination.
Let individuals take ownership, responsibility, keep improving, to unleash their potential: Improvement can only be there if people accept change, and make the most out of it. Improvement is the reward for being willing to change. The digital leader’s role is to empower their people to reach their full potential by building a work atmosphere to encourage autonomy, and continuous improvement. Change is often difficult, it includes a personal action navigated by habit and the changeability to moving out of a comfort zone.
Autonomy enables people to identify their talent, build strengths and spend more time on creative activities, sharpening skills, applying their learning to perform better and make continuous improvement. Autonomy with self-reflection, self-assessment, and self-improvement cycles drives accountability and accelerates performance. Transparent metrics and self-improvement tools have provided great value to make their improvement tangible.
Use an iterative improvement strategy to guide the movement of the organization forward: The goal of change and improvement should look beyond immediate problem resolution. People are able to adapt themselves and their organization through a collaborative and peer to peer approach. Business leaders need to set the right strategy for the team or the organizational level of improvement by diagnosing critical issues, setting the right choices. The "right" answer about the highest priority is that it depends on which of these areas are most in need of improvement in question. Be ready and willing to eliminate what clearly isn't working, so let great things shine up.
The management needs to understand the psychology behind change management: Have you considered or experimented with handing the problem to the team and letting them figure it out? Is the team allowed to inject their own improvement ideas into the process, retrospectives? Are the teams allowed to try improving ideas and fail? Etc. Deep cultural shifts from inertia to improvement happen over time. Cross functional business improvement initiatives enable the maximization of the business capital allocation and improvement of the multidimensional shareholder’s value.
Improvement is more likely to be sustained if there is a platform and takes a whole system-based approach: Sometimes the business managers keep on asking employee productivity instead of focusing on getting things to work correctly; or set-up metrics that show productivity improvements, but no real business improvements. The platform based continuous improvement means to continue to discover the right spot to amplify the improvement effect in a structural way. The purpose of differentiation is not about separating and siloing these changes but how to best link them together, across focusing on core activities and through continuous improvement.
There is never “enough” to optimize business management. It’s important to seize the opportunity, take a fresh look at the organizational structures, processes, people, and evaluate an organizational management approach to make continuous improvement by enhancing system optimization, process streamlining, or cost reduction, etc. The clearly designed balanced scorecard with well-selected metrics can harness information-based communication and lead to continuous improvement.
There are short term, long term changes. An improvement is a form of change, change can also be leapfrogged into business transformation. The magnitude of improvement and the impact it has on the organizational effectiveness, and profitability all depend on the vision and the competence of management leadership, capacity of the business and professional competencies of people. If we could come to some agreement on our collective purpose, goal, direction, then we can view progressive change from the perspective of accomplishing a well-defined goal, making improvement and fulfilling its purpose.
Let individuals take ownership, responsibility, keep improving, to unleash their potential: Improvement can only be there if people accept change, and make the most out of it. Improvement is the reward for being willing to change. The digital leader’s role is to empower their people to reach their full potential by building a work atmosphere to encourage autonomy, and continuous improvement. Change is often difficult, it includes a personal action navigated by habit and the changeability to moving out of a comfort zone.
Autonomy enables people to identify their talent, build strengths and spend more time on creative activities, sharpening skills, applying their learning to perform better and make continuous improvement. Autonomy with self-reflection, self-assessment, and self-improvement cycles drives accountability and accelerates performance. Transparent metrics and self-improvement tools have provided great value to make their improvement tangible.
Use an iterative improvement strategy to guide the movement of the organization forward: The goal of change and improvement should look beyond immediate problem resolution. People are able to adapt themselves and their organization through a collaborative and peer to peer approach. Business leaders need to set the right strategy for the team or the organizational level of improvement by diagnosing critical issues, setting the right choices. The "right" answer about the highest priority is that it depends on which of these areas are most in need of improvement in question. Be ready and willing to eliminate what clearly isn't working, so let great things shine up.
The management needs to understand the psychology behind change management: Have you considered or experimented with handing the problem to the team and letting them figure it out? Is the team allowed to inject their own improvement ideas into the process, retrospectives? Are the teams allowed to try improving ideas and fail? Etc. Deep cultural shifts from inertia to improvement happen over time. Cross functional business improvement initiatives enable the maximization of the business capital allocation and improvement of the multidimensional shareholder’s value.
There is never “enough” to optimize business management. It’s important to seize the opportunity, take a fresh look at the organizational structures, processes, people, and evaluate an organizational management approach to make continuous improvement by enhancing system optimization, process streamlining, or cost reduction, etc. The clearly designed balanced scorecard with well-selected metrics can harness information-based communication and lead to continuous improvement.
There are short term, long term changes. An improvement is a form of change, change can also be leapfrogged into business transformation. The magnitude of improvement and the impact it has on the organizational effectiveness, and profitability all depend on the vision and the competence of management leadership, capacity of the business and professional competencies of people. If we could come to some agreement on our collective purpose, goal, direction, then we can view progressive change from the perspective of accomplishing a well-defined goal, making improvement and fulfilling its purpose.
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