Defining Issues & Priorities


Ensure that the key issues facing business have been realistically defined in light of the current and rapidly changing business environment. There is nothing new about this requirement, but the fact is that very few management teams actually take the time and apply the discipline necessary to objectively define and prioritize the key issues that can make or break their business. The issues of inferior quality, higher cost products, lower productivity, and nonresponsive service plague manufacturers for the better part of the recent past. Many companies in industries such as steel, automotive, machine tool, textile, farm and construction equipment suffer badly as a result. Only few companies address these issues in effective ways. Most are unable to clearly identify the key issues, set priorities, and develop the necessary business plans to overcome the underlying problems.

While the specific issues vary for different companies and industries, the management mindset should not vary. To deal effectively with an increasingly turbulent environment, priorities must be set so the business can survive unexpected blows, adapt to sudden dropping changes, and then capitalize on smaller windows of opportunity that develop and close much more quickly than they have in the past.

Many progressive managers kick off their planning process with a session aimed specifically at getting agreement on key issues and priorities. Accepting these priorities require a shift in the way most managers think and act, such as:

  • Liquidity becomes a more important objective, often more important than reported earnings. It provides the flexibility to deal more effectively with unexpected events than is possible when everything is tied up in fixed and slow moving assets.
  • Productivity gains per dollar of capital and per employee must be achieved annually. These reductions must exceed inflation and achieve demonstrably lower costs.
  • Innovation must never stop. Demonstrable product and process improvements must be achieved year after year.
  • All cycle and response times must be continuously reduced.
  • A “frightened” sense of urgency must be the way of life in all parts of the business.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Change and Gain


The best schedule for your business is likely to be very different from your current schedule. Innovative schedules that require major changes are the most likely to give the biggest benefits. On the other hand, the closer the new schedule is to the current schedule, the easier it is for workers to accept. Implementing a current modified schedule is easier but has a limited impact. In some companies even a relatively simple change—new shift start times, changing the direction of rotation, or a new vacation selection method—can create considerable controversy while not solving fundamental scheduling problems. Changing schedules is an emotional event for your employees, so you might as well tackle all of your scheduling problems at the same time.

Ask whether you want to make a small change or a big change. As a rule of thumb, aim for the greatest change possible, because you are not going to get all the way there anyway. Most organizations have a built-in inertia that limits change. On a scale from 0 to 10, with 0 being the current schedule and 100 being the perfect schedule, aim for 100, with the hope that your business will fall within the 80 to 90 range.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Rational Management


Rational management means making full use of the thinking ability of the people in an organization. It is a continuing process. Use of the ideas and their benefits will eventually fade out if they are not continually used and reinforced.

Rational management aims at major change and therefore demands major commitment. But this system cannot be introduced by half-heartedly sprinkling a few ideas and suggestions among a random mix of the organization’s people in the hope that something good will happen. We must identify the significant people within the organization, for they should be the first to learn and use the new ideas. We must identify their subordinates and the people who provide them with information. We must identify those who will implement the conclusions that come out of the use of the ideas. In short, it is imperative to pinpoint all the people within an organization who make things happen. The objective is to move the organization closer to it full potential. This can be done only by introducing teamwork based on the continuing conscious use of common approaches expressed in a simple, common language and directed toward resolution of an organization’s important concerns.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Retailing


Retailing implies activities involved in the sale of goods and services to the consumers for their personal, family and household use. That’s about marketing activities designed to provide satisfaction to the final consumer and profitability maintain these customers through a program of continuous quality improvement. The scope of retailing, therefore, is defined as activities aimed at satisfying the final consumer profitability. This win-win situation is achieved through different activities the retailers provide both to the consumers as well as the manufacturers.

While the basic objective of retailing would remain the same in all countries, the retail environment in developed countries would be vastly different, and hence not conducive to adopting similar marketing practices.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Truth and Reconciliation in Business


Access to the truth is a fundamental human right and as such it must form the foundation of any truly amazing organization capable of maintaining long-term, mutually respectful and beneficial relationships. This is as true of organizations as it is of nation states or families.

Truth and Reconciliation in business aims to achieve exactly what it says. It aims to get to the truth about the way relationships are being conducted and it aims to use the acceptance of that truth as the basis for reconciling the organization and building fresh new relationships.

If we want our organization to be amazingly successful we must confront and overcome the practice of having completely separate management, employee and stakeholder perspectives, dividing the way we see our organization’s current and future priorities.

We need to develop one working culture capable of uniting our un-reconciled and incompatible aspirations and goals. This requires us to focus not only on our systems and processes but to build strong, dynamic relationships based on dialogue, interaction, genuinely shared values, mutual respect, inclusiveness, openness and trust.

Truth and reconciliation, as practiced by nation states, such as, South Africa, is a detailed process used under the most extreme situations – far removed from anything or indeed any of us has probably seen in any organization.

But let’s not miss the lessons these experiences can teach us about unity and strength, and about how to create harmony in inharmonious situations. Truth and reconciliation in business is significantly scaled-down version with reduced scope based on a drastically reduced need. What it does do, however, is adhere to principles proven in the most extreme environments where demands for forgiveness take on monumental proportions.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Monopoly Regulation


Monopoly is usually considered to lead to economic inefficiency. Excessive monopoly profits are commonly regarded as unfair to consumers. Policies for dealing with monopoly range from laissez faire or toleration at one extreme to “trust-busting” at the other. Another possibility is to put monopolistic enterprises under government ownership, as is commonly done in Europe for railroads and telephone service. Regulation of the monopoly’s price and quantity or quality of service by a government agency is important. In the US regulation is standard practice for privately owned ‘public utilities’ providing goods and services such as electric power, water and gas, telephone, and transportation—usually thought to be natural monopolies.

The standard philosophy of regulation aims at limiting the monopolist to a ‘normal profit.’ Normal profit is supposed to be just adequate to attract needed capital and other resources into the business, but not so high as to represent exploitation of consumers. Normal profit in the accounting sense corresponds to zero economic profit. Zero economic profit characterizes long-run equilibrium in perfect competition. In a sense regulation achieves the result that may occur if competition is possible.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Kaikaku


Kaikaku means instant revolution and aims at spectacular and very rapid productivity improvement in a focused area. It is often easier to achieve a 20 percent improvement than a 5 percent improvement. Kaikaku exercises have gained the serious attention of managers in recent years, if for no other reason than the scale of the gains achieved.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Social Audit


A social audit is a step-by-step examination of all the activities that make up a firm’s social programs. The firm may evaluate its own programs in terms of goals, and it may identify new programs that it ought to pursue. Goals are then formulated for these new programs. The general aim of the social audit is to make management aware of the impact of corporate actions on society. In some countries, social audits are mandatory.

Many difficult questions need to be answered when conducting a social audit. When activities should be audited? How should each activity be evaluated? How should social performance be assessed? In general, these questions must be answered on a case-by-case basis.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Checklist for Processes Improvement


Improvement is made by:

  • Viewing all work as a process, whether it is associated with production or business activities.
  • Making all processes effective, efficient, and adaptable.
  • Anticipating changing customer needs.
  • Controlling in-process performance using  measures such as scrap reduction, cycle time, control charts, and so forth,
  • Maintaining constructive dissatisfaction with the present level of performance.
  • Eliminating waste and rework wherever it occurs.
  • Investigating activities that do not add value to the product or service, with the aim of eliminating those activities.
  • Eliminating nonconformities in all phases of everyone’s work, even if the increment of improvement is small.
  • Using benchmarking to improve competitive advantage.
  • Innovating to achieve breakthroughs.
  • Incorporating lessons learned into future activities.
  • Using technical tools such as statistical process control, experimental design, benchmarking, quality function deployment, and so forth.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Company Self-Concept


A major determinant of a firm’s success is the extent to which the firm can relate functionally to its external environment. To achieve its proper place in a competitive situation, the firm realistically must evaluate its competitive strengths and weaknesses. This idea—that the firm must know itself—is the essence of the company self-concept. The idea is not commonly integrated into theories of strategic management; its importance for individuals has been recognized since ancient times.

Both individuals and firms have a crucial need to know themselves. The ability of either to survive in a dynamic and highly competitive environment would be severely limited if they did not understand their impact on others on them.

In some senses, then, firms take on personalities of their own. Much behavior in firms is organizationally based; that is, a firm acts on its members in other ways than their individual interactions. Thus, firms are entities whose personality transcends the personalities of their members. As such, they can set decision making parameters based on aims different and distinct from the aims of their members. These organizational considerations have pervasive effects.

Ordinarily, descriptions of the company self-concept per se do not appear in mission statements. Yet such statements often provide strong impressions of the company self-concept. The following excerpts from the Intel Corporation mission statement describe the corporate persona that its top management seeks to foster:

The management is self-critical. The leaders must be capable of recognizing and accepting their mistakes and learning from them.

Open (constructive) confrontation is encouraged at all levels of the corporation and is viewed as a method of problem solving and conflict resolution.

Decision by consensus is the rule. Decisions once made are supported. Position in the organization is not the basis for quality of ideas.

A highly communicative, open management is part of the style.

Management must be ethical. Managing by telling the truth and treating all employees equitably has established credibility that is ethical.

We strive to provide an opportunity for rapid development.

Intel is a results-oriented company. The focus is on substance versus form, quality versus quantity.

We believe in the principle that hard work, high productivity is something to be proud of.

The concept of assumed responsibility is accepted. (if a task needs to be done, assume you have the responsibility to get it done).

Commitments are long term. If career problems occur at some point, reassignment is a better alternative than termination.

We desire to have all employees involved and participative in their relationship with Intel.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

 

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