In order to expedite strategy implementation, the key is to engage the whole organization in knowing and understanding the direction of the business, create change momentum and increase the tempo of business management.
It’s important to keep evolving and gaining broader views, ask tough questions and dig deeper about the cause & effect of complex issues, discover unexpected connections between the business and its rich environment, take alternative paths and manage an iterative continuum smoothly.
It’s crucial to open the eyes on the previous experiences, and realistically define and communicate the need for a change: People are emotionally attached to those things being possessed. Consider putting yourself under the pressure of deviating from age-old habits due to a "Change Regime.” The first question that comes to mind is perhaps "what values in it? What’s in it for me”? Even though concerns are addressed properly, still a portion of reluctance will remain until you realize or feel the benefit of the change.
There are different stages before the change is reached: pre-contemplation, contemplation, preparation, action, maintenance. Walking people through the process of resistance is key. There is long-term mythology for big changes & short term mythology. Communication is the bridge between words and actions. Inconsistent communication blocks business fluidity, and causes organizational stagnation. Gather formal/informal response through various tools and mechanisms; clear communication to all levels of an organization is indeed a tool that increases business coherence to achieve desired results
It’s great to fine-tune the change processes, if required, and update the concerned after considering the feedback as applicable without much dilution to the organization's needs: Involve all stakeholders right from the beginning; practice cross boundary collaboration, seek ideas/suggestions with the execution team and create a bonding within the team and across functions. Update stakeholders on ideas, suggestions with appropriate rationale, be transparent to all activities relating to change initiative, take advantage of abundant information and the latest technology tools for making judgment and problem-solving.
Collegiality and critical thinking are not mutually exclusive. There are top leaders accountable for the business and it depends on their vision and ability to initiate dialogs, collect the cross-functional teams’ import and commitment to get the work well-done. They are able to utilize choices, encourage self-directed initiatives, and take collaborative approaches. It is important for building an innovative team with people who do not have the same view of the small part of the world that the team is dealing with so that they can be complementary to create differentiated value smoothly.
In order to achieve high performance, quality over quantity is an important rule to run a successful organization for the long term: You can only manage what you measure. People's behavior usually responds to how they are measured. Tell me how you will measure me and I'll tell you how I will behave. If you didn’t get expected performance results, is it because you are applying the wrong measures at a personal and group level? In many companies, a pervasive obsession for purely quantitative measurements indicators sweeps aside much of the softer and more qualitative information. That makes people overly interested in short term gain, but hurt long term business competency. Quality is the quantity measured from both technical view vertically and customer view horizontally.
It takes scientific discipline to manage quantity, it takes a holistic discipline to manage quality; remove the obstacles, clearly describe what quality looks like, and practice a set of activities to produce quality results. If quality is under expectation, organizational management needs to present the ability for people to self-assess, keep improving. Both quality and quantity measures are important to achieve high performance. The more key business processes are viewed holistically and integrated, the greater the quality of the products, services, systems would be.
There is a danger of not having a dynamic process to "develop and nurture" performance. People will make or break the implementation success. To expedite strategy implementation, the key is to engage the whole organization in knowing and understanding the direction of the business, create change momentum and increase the tempo of business management.
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It’s crucial to open the eyes on the previous experiences, and realistically define and communicate the need for a change: People are emotionally attached to those things being possessed. Consider putting yourself under the pressure of deviating from age-old habits due to a "Change Regime.” The first question that comes to mind is perhaps "what values in it? What’s in it for me”? Even though concerns are addressed properly, still a portion of reluctance will remain until you realize or feel the benefit of the change.
There are different stages before the change is reached: pre-contemplation, contemplation, preparation, action, maintenance. Walking people through the process of resistance is key. There is long-term mythology for big changes & short term mythology. Communication is the bridge between words and actions. Inconsistent communication blocks business fluidity, and causes organizational stagnation. Gather formal/informal response through various tools and mechanisms; clear communication to all levels of an organization is indeed a tool that increases business coherence to achieve desired results
It’s great to fine-tune the change processes, if required, and update the concerned after considering the feedback as applicable without much dilution to the organization's needs: Involve all stakeholders right from the beginning; practice cross boundary collaboration, seek ideas/suggestions with the execution team and create a bonding within the team and across functions. Update stakeholders on ideas, suggestions with appropriate rationale, be transparent to all activities relating to change initiative, take advantage of abundant information and the latest technology tools for making judgment and problem-solving.
Collegiality and critical thinking are not mutually exclusive. There are top leaders accountable for the business and it depends on their vision and ability to initiate dialogs, collect the cross-functional teams’ import and commitment to get the work well-done. They are able to utilize choices, encourage self-directed initiatives, and take collaborative approaches. It is important for building an innovative team with people who do not have the same view of the small part of the world that the team is dealing with so that they can be complementary to create differentiated value smoothly.
In order to achieve high performance, quality over quantity is an important rule to run a successful organization for the long term: You can only manage what you measure. People's behavior usually responds to how they are measured. Tell me how you will measure me and I'll tell you how I will behave. If you didn’t get expected performance results, is it because you are applying the wrong measures at a personal and group level? In many companies, a pervasive obsession for purely quantitative measurements indicators sweeps aside much of the softer and more qualitative information. That makes people overly interested in short term gain, but hurt long term business competency. Quality is the quantity measured from both technical view vertically and customer view horizontally.
It takes scientific discipline to manage quantity, it takes a holistic discipline to manage quality; remove the obstacles, clearly describe what quality looks like, and practice a set of activities to produce quality results. If quality is under expectation, organizational management needs to present the ability for people to self-assess, keep improving. Both quality and quantity measures are important to achieve high performance. The more key business processes are viewed holistically and integrated, the greater the quality of the products, services, systems would be.
There is a danger of not having a dynamic process to "develop and nurture" performance. People will make or break the implementation success. To expedite strategy implementation, the key is to engage the whole organization in knowing and understanding the direction of the business, create change momentum and increase the tempo of business management.
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