Over the last few months, none of us have been operating as usual. Swift action has taken place in all parts of every business. Actions that typically would take months of reviews and decision making have been done in weeks, days and hours. In trying times, we bypass the strict regimen of decision making and discard many of the minor concerns that get in the way of quick decision making. That is possible because business teams have Continue reading Change Management in the Current Environment
- A lack of a vision
- Clearly articulated strategies
- Engaged and accountable employees. In the short presentation below, !–more–>Jim Gitney, the CEO of Group50 provides more insight to these issues and reviews how organizations can create an effective strategic implementation process.
- Clear and concise strategies, mission, values and tactics
- Constant communications to all levels of the organization
- Measures that are cascaded down to each level that support the strategic initiatives
- Accountability for all managers and employees
- Full transparency in the company
- The ability to have communications both up and down about what is working and what isn’t
- An understanding of the company’s strategic and operating gaps
- Performance Management as a Business Strategy
- Organizational Alignment: The Good and Bad News
- Morphing Evaluations Into Strategic Execution
In the next few weeks, companies with under 500 employees will start receiving payments from the Paycheck Protection Act and all companies will continue to make important decisions on how to structure themselves to deal with the current downturn and prepare themselves for the future (Here is one view of the future Continue reading Leveraging the Paycheck Protection Act – Team Based Process Re-engineering
A very interesting read on recent research that indicates that we, as senior leaders, really do need to reconsider how we provide feedback to our employees: vis a vis, something different than yearly static employee evaluations.
If you wanted any more evidence that traditional performance appraisal methods are (at best) counter-productive, then new research Continue reading Employee Evaluations: Recent research further proves their ineffectiveness
The majority of organizations fail to consistently implement their strategic objectives. As a result, they are “Stopping Short Of Excellence®“.
There are three primary reasons for this:
Any size company or non-profit is capable of achieving excellence with a little bit of guidance and a few basic approaches.
We can present this material to your senior leadership team, provide a one day workshop on creating a roadmap for your company to consistently achieve your objectives or do an audit of your current strategic implementation process.
If you would like to find out more about Group50’s process for consistently achieving your strategic objectives go here or contact us at (909) 949-9083.
Group50 has introduced a new cost effective cloud based performance management and strategic execution tool called Cascade. This system provides clients with the ability to achieve higher levels of employee engagement, monitor key strategy implementation, focus on cultural and performance objectives throughout the organization and institutionalize winning behaviors throughout their company.
Companies who have implemented Cascade have seen significant improvement in their operating performance at all levels.
Read more about utilizing Cascade for:
About Group50® specializes in the development and implementation of manufacturing and supply chain strategies. The Group50 team are all former executives with well-known manufacturing and distribution companies who understand what it takes to put together and manage the implementation of a successful strategic plan. Group50 has designed a series of strategic assessments, workshops and strategic execution tools that eliminate the existence of Anti-StrategyTM. You can reach us at (909) 949-9083, request more information here or send a note to email@example.com.
Senior Leaders who have performance management and employee engagement as a strategic objective face a conundrum. As we continue to dig into corporate needs, the same message continues to come through. Senior management knows that the economy isn’t going to allow them to resume the upward trajectory of growth like the good old days. As we continue to discuss ways to achieve these objectives, the conversation always comes back to performance management: Doing more with what you have. As any leader knows, Continue reading The Performance Management Conundrum
Over the past few years it has been well documented that technology can significantly improve employee engagement and performance management. We see that networking has significantly increased the ability of people to accelerate their business dealings and personal relationships. Just about everyone in the workforce is familiar Continue reading Employee Engagement and Performance Management
Large cash positions coupled with historically low interest rates make mergers and acquisitions an obvious strategic choice for companies to significantly improve their performance. As companies increase their Mergers and Acquisitions activity, there is a need for a well thought through program assure the successful integration of new companies with different cultures and business processes. It is reported by KPMG that Continue reading The Fifth Stage of Mergers and Acquisitions
I was talking to several CEOs the other day about the challenges of today’s business climate and the parts of our businesses where we can continue to realize productivity gains. We all agreed that opportunities existed throughout our businesses to improve productivity, but quickly honed in on a discussion around how well our employees were aligned with our Vision, Mission, Values and Corporate Objectives. Everyone squirmed for a moment thinking about organizational alignment and organizational development, Continue reading Organizational Alignment: Good News and Bad News
I was speaking with a client the other day who was expressing frustration with being able to align his organization with the company’s strategies, vision, mission, values and tactics. He felt as if the yearly off site meetings and quarterly communications to employees weren’t causing the company to build a culture and performance mindset around those. He mused that there must be a better way to accelerate behaviors in the organization and create a culture of strategic execution.
As we spoke further, we talked about the need for:
We agreed that a significant shift in culture and performance was a difficult objective. We also agreed during our conversation that cultural change isn’t achieved by yearly reviews and occasional communications. The tactics to implement such a change need to be well thought through and executed with rigor. It is one of the single most important set of activities for the company’s leaders and needed to be a daily activity. As we talked further, we agreed to keep a dialogue going and focus on strategic alignment and performance management as part of our on-going work with his organization.
Several articles with further information on this topic include:
About the author:
Jim Gitney is the CEO of Group50® and specializes in the development and implementation of manufacturing and supply chain strategies. Jim and the Group50 team are all former executives with well-known manufacturing and distribution companies who understand what it takes to put together and manage the implementation of a successful strategic plan. Group50 has designed a series of strategic assessments, workshops and strategic execution tools that eliminate the existence of Anti-Strategy. You can reach us at (909) 949-9083 or send a note to firstname.lastname@example.org.