In Part V of the series on Driving Continuous Improvement, we discuss the importance of utilizing the right combination of Continuous Improvement tools. Once you have your program aligned with your business strategy and Continue reading FIVE THINGS YOU NEED TO DO TO DRIVE CONTINUOUS IMPROVEMENT : PART V
The most successful way to look at unneeded business processes and their costs to the business is through a Value Stream Mapping (VSM) project. VSM provides a clear view of how various business processes are related to each other and assesses the need for those processes and how efficient they really are.
Entrepreneurs are wired differently than most, often “painting outside the lines,” seeing things others don’t. But their vision, creativity and drive can come with a cost. They under manage and most don’t manage their companies or themselves well.
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.
Yankee Hall of Fame catcher Yogi Berra once said, “If you don’t know where you’re going, you’ll wind up somewhere else.” A business interpretation: strategy needs to guide your efforts and your company’s Strategic Execution™– how effectively you implement your strategy — distinguishes whether you’ll win or be an also-ran. One of the ways effective businesses stay on course is understanding in detail where they have been, what successes they have had in execution and where they have come up short. All too often companies Continue reading What Does Yogi Berra Know About Strategic Execution?
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 Continue reading Most Companies are Poor at Strategic Execution
Your corporate strategy is as critical to success, as is your organization’s Strategic ExecutionTM. However, the level of accountability determines whether strategic gains are sustained or not. An accountable culture features extensive employee self-management enabled by related tools, key performance indicators (KPI’s) Continue reading An Accountable Culture – Your Best Business Asset
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 Continue reading You Need a Common Language to Execute and Sustain Gains
Change happens. Every business environment requires continuously changing strategies, processes, tools and skills. Implementing a continuous improvement program is one way a company can harness their response to change and create competitive advantage. As companies launch continuous improvement programs, they need to have a plan. Effective programs require the following 5 elements leading to successful and sustainable Continue reading Five Things You Need To Do To Drive Continuous Improvement Part I
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 a strategic execution process that provides consistent and effective implementation of their strategic objectives. Every organization Continue reading Business Hierarchy Of Needs