Companies have many different processes for strategic planning and strategic execution. These processes are designed to support the company’s culture and size. Irrespective of a company’s size, …Read MoreThis entry was posted in Business Hierarchy of Needs, Strategy 5.0, on August 27, 2019
In Part V of the series on Driving Continuous Improvement, we discuss the importance of utilizing the right combination of continuous improvement tools and data. This is where the rubber meets the road. Once you have your program aligned with your business strategy and …Read MoreThis entry was posted in Business Hierarchy of Needs, Continuous Improvement, Driving Continuous Improvement Series, Manufacturing and Distribution, Value stream mapping, on May 6, 2018
Five Things You Need To Do To Drive Continuous Improvement – Part III – Culture of Strategic Execution
Many people believe that continuous improvement is a culture. It certainly is in the eyes of the Japanese and many others, but is continuous improvement really a culture or something else? …Read MoreThis entry was posted in Business Hierarchy of Needs, Continuous Improvement, Driving Continuous Improvement Series, Strategy 5.0, Value stream mapping, on February 20, 2018
Organizations that aren’t guided by clearly articulated strategy and objectives have a tendency to wander and fall apart. Their foundation is weak and they have inadequate structural supports. They don’t have something to use as a litmus test for making decisions.This entry was posted in Business Hierarchy of Needs, Organizational Development, Strategy 5.0, Weekend Thought, on January 17, 2015
There are lots of reasons why failure in Strategic Execution™ is so common and why only 10% of all companies execute their strategic plans effectively. Many companies do strategic planning, and may even have a well-documented process. However, the process itself has become a hollow drill—a once-a-year exercise to get a financial plan to the bank and pacify the board—instead of a meaningful way to assess the business and set a meaningful course. As well, many …Read MoreThis entry was posted in Business Hierarchy of Needs, Strategy 5.0, Weekend Thought, on October 18, 2014
Understanding and being understood are among the most basic needs of all people. The same is true for businesses wishing to execute well, adapt to change, and effectively execute the company’s strategy. A common business language aligns a company’s operating organization and connects it with senior leaders and other key stakeholders. Further, a common, performance-based language helps avoid …Read MoreThis entry was posted in Business Hierarchy of Needs, Continuous Improvement, Organizational Development, Strategy 5.0, Weekend Thought, on August 23, 2014
My daughter is graduating with a master’s degree in Healthcare Informatics (a broad academic field encompassing computing technologies and development in healthcare). I asked her what here career plans were with a degree in this very hot field and her answer surprised me. She said that she wanted to lead teams of people who were responsible for designing and implementing new healthcare systems and the organizations to leverage them. I was intrigued by that answer. What title would that be, I asked. She said she didn’t believe it existed, because most organizations have different groups who are responsible for technology and organizations.
She went on to explain …Read MoreThis entry was posted in Business Hierarchy of Needs, Organizational Development, Strategy 5.0, on June 21, 2014
The Business Hierarchy of Needs ® is a compilation of three levels of activities. As our work on effective strategic execution continues, we have found that most companies haven’t developed strategic execution and change management processes that provide consistent and effective implementation of their strategic objectives. Every organization …Read MoreThis entry was posted in Business Hierarchy of Needs, Business Transformation, Company Physical, Continuous Improvement, Global Initiatives, M&A, Manufacturing and Distribution, Organizational Development, Strategy 5.0, on April 29, 2013
Many companies are thinking about Performance Management as a business strategy rather than a tactical business process. As we have spoken to senior executives around the United States, we have found that their perception ranges from doing better with employee evaluations to managing financial data to a company wide focus on managing performance. We have found …Read MoreThis entry was posted in Business Hierarchy of Needs, Organizational Development, Strategy 5.0, on March 2, 2013
When I was a general manager of a leading consumer business in the mid-90’s, one of my managers came to me one day and challenged me with the statement: “We are over-emphasizing leadership and under-emphasizing management.” I pondered that, not understanding his point initially, and subsequently concluded that he was right and went about changing my leadership approach to bring management and leadership into right balance. Since that time, however, whether in my role as a business executive or presently as a consultant, I continue to see the “over-led and under-managed syndrome” regularly, even in …Read MoreThis entry was posted in Business Hierarchy of Needs, Organizational Development, on September 2, 2010
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