What’s Your Opinion?


A key part of the optimum result method is to get people to express themselves. Everyone has an opinion about a lot of things: What the company is doing, right or wrong; what’s good and what’s bad about the economy; how the mayor or president is performing; and whether any policy will survive.

 

And many people in a business have opinions about how the enterprise could be better run. The problem is, in most organizations the people who do the work are never asked, “What is your opinion?” “Got any ideas for doing this better?” and “Can you suggest a way to do this in less time?” As a result, a large amount of intelligence is untapped, the people with ideas feel frustrated, and the organization’s performance suffers.

 

A number of things explain, but one thing you should be doing is to get the opinions of your people before making key decisions. The best intelligence often comes from front-line staff. We install the steel we fabricate all over the country. Make it a point to talk with installation crews; ask for their opinions about what our customers are thinking. Maintain a steady flow of opinions, gathering information from your installation and sales people.

 

All people think. Encourage them to tell you what they’re thinking about. When you ask for opinions from employees doing different functions, you accomplish two things. First, you win their cooperation because they’ve had a chance to give you their views. Second, you pick up a lot of good ideas you can turn into profit.

 

Nevertheless, there is a problem when you teach the what-is-your-opinion technique to few managers. Some of them are conditioned to believe that asking other people, particularly subordinates, for their ideas is a sign of weakness. Letting other people express their opinions is a sign of strength.

 

Use the optimum results. It works wonders in getting what you want—a sale, a better job, and cooperation and support.

  • Find out what is the ideal benefit the other person seeks.
  • Tailor what you have to offer to provide that ideal benefit.

 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, Line of Sight

Closed-loop Teams


For years, banks have taken several days, and even weeks and sometimes months to get a decision to a personal loan applicant. The application would be passed around the various departments, traveling at its own pace. A series of supervisors, clerks, and internal mailpeople handled it. Today, aggressive banks take the application directly into a focused, coordinated group—a credit analyst, a collateral appraiser, and a senior personal banker—who decide and respond to the customer sometimes in thirty minutes and always inside a day. This is a small closed-loop team.

 

A closed-loop team includes everyone who is necessary to make the deliverable flow. The team includes all the needed functional people and decision-makers and is self-scheduling. Everyone the team is working for the same objective—to provide the deliverable on time. The team is empowered to make decisions and to act. It has all functions inside it with short lines of communication. Its leader is responsible for its overall performance and for seeing that it gets all the capability, both technicall and human, it needs. All of these are essential to flexibility.

 

The old bank loan approval process was open loop. There was no continuity in the process, no visible standard, little learning between the principles, only occasional feedback on the process, and no one responsible for making it better.

 

In order for the loop to close on a process it must be tightly organized around the deliverable; the same core group must be involved in the process every day; and there must be a working leader on the team.

 

Small teams work better than large ones because large groups create communication problems of their own. It’s best to include only essential functions and to exclude people whose job is peripheral to the deliverable. For example, the bank loan team excludes accounting and records people. Teams have to be self-managing and empowered to act because referring decisions back up the line wastes time and often leads to poor decisions. So the team ioncludes a bank officer because if the officer were not on the team, he or she would be prone to second-guess the group’s decisions. Its better if all the questions are asked and answers are exchanged just once.

 

Closd-loop teams handle variety better than open-loop teams because they can create new information and flexibility.

 

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, Line of Sight

Opportunities in the Developing World


Examination of opportunities in developing countries is appropriate for two reasons. First, more and more developing countries are pursuing the growth path. The developing world is beginning to rely on the market mechanism to attract investment and technology and become industrialized. Second, government plays a significant role in business decisions. The bureaucrats approach foreign investment with much less sophistication and confidence than to private sector executives.

 

These characteristics suggest that in analyzing opportunities in the developing countries, a company should be willing to lay more emphasis on long-term potential than on short-term gains. In addition, adequate treatment should be given to political and social variables. Further, business condition vary so much from one country to the other that a comparative (i.e., multi-country) analysis may be difficult. Availability of reliable and timely information makes the opportunity analysis more difficult in developing countries. Thus, there is no way to systematically evaluate such factors as sociopolitical conditions. Instead, a general feel for the situation is necessary, for which a trusted native could be of immense help.

 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 contact www.asifjmir.com, Line of Sight

Synergizing Training Strategy with Corporate Strategy


The primary objective of synergy is that employees acquire all the skills and knowledge they need, but only what they need. What do they really need? Whatever is essential to formulate and fulfill a successful corporate strategy? Certain skills and knowledge are needed to determine what products and services the company should produce, and what kinds of technology should be used to produce them; other skills and knowledge are needed in order to apply new technologies most profitably.

Those who determine corporate strategy must calculate whether the organization is capable of acquiring strategically necessary skills and knowledge on schedule. In learning companies, therefore, a senior officer in charge of training takes part in formulating strategy. That individual can also advise whether a more ambitious strategy would be feasible from the standpoint of training, and can help subsequently to communicate the strategy to all parts of the organization.

Communication of the strategy is vital. Trainees and their supervisors take training seriously only when they believe it will further the company’s prosperity and their own. If they do not understand the skill and learning requirements of the corporate strategy, they cannot make valid decisions on how to achieve strategic goals.

Ultimately, it is the chief executive’s responsibility to see that the training requirements of corporate strategy are met. The key points to be monitored are program priorities, program objectives, and program outcomes.

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 contact www.asifjmir.com, Line of Sight

Psychology of Entrepreneurs


Some people are more likely to become successful entrepreneurs because of their mental attitudes. Intensive desire for independence, or its converse, high dissatisfaction with operating under the direction of others. Such an urge frequently derives from an authoritarian father, whom the entrepreneur struggles to dominate and surpass. An ironly they point out is that when an entrepreneur finally achieves establishment of an independent firm, the sought-for autonomy may turn out to be a miraj, because the company is still subjected to whims of customers, employees, governmental agencies, financial backers, and others who can ‘boss around’ the entrepreneurs anyway.

Other drives proposed to explain entrepreneurial behavior unclude an urge for power, the will to conquer, and the joy of creating. Most commonly accepted as dominant, however, is ‘Need for Achievement.’ Symptoms of this need are 1) desire to take personal responsibility for decisions, 2) preference for decisions involving risk that is neither very high nor very low, but rather moderate, 3) interest in concrete results from their decisions, tendency to work harder at tasks requiring mental manipulation, 5) not working harder because of financial incentive, 6) tending to think ahead, and 7) preferring to work with experts rather than personal friends.

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 contact http://www.asifjmir.com

Policies that Empower Action


Speed is a critical necessity for success in today’s competitive, global marketplace. One way to enhance speed and responsiveness is to force/allow decisions to be made whenever possible at the lowest level in organizations. Policies are broad, precedent-setting decisions that guide or substitute for repetitive or time-sensitive managerial decision-making. Creating policies that guide and “pre-authorize” the thinking, decisions, and actions of operating managers and their subordinates in implementing the business’s strategy is essential for establishing and controlling the ongoing operating process of the firm in a manner consistent with the firm’s strategic objectives. Policies often increase managerial effectiveness by standardizing routine decisions and empowering or expanding the discretion of managers and subordinates in implementing business strategies.
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 contact http://www.asifjmir.com

Information and Knowledge-based products


As the know how proportion of goods and services continues to rise, the economy is increasingly knowledge-based. Consider the opportunities open to you to make money by packaging and selling information and knowledge. Entrepreneurs need to understand how to access, share, work with and exploit information. Its use should result in the development and application of knowledge and understanding that creates intellectual capital and value for customers.

So much information is available in a variety of formats that busy people are overloaded. Much of it is dated and not relevant to contemporary priorities and concerns. There are therefore unprecedented opportunities to help people cope with the flow. Information needs to be sifted, screened and sorted — to be presented in ways that make it easier to absorb and understand. Increasingly, people demand tailored selections of information relevant to particular requirements, issues and decisions.

Emerging technologies represent additional channels of communication that can be very effective at reaching tightly defined target groups whose members are widely scattered. Enterprising individuals have already successfully launched many information and knowledge-based services.

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 contact Asif J. Mir.

Previous Older Entries