Collaboration


Collaboration is the ability to work in a group, eliciting and offering support to each other member, creating a synergistic environment for everyone. This quality comes up over as we listen to stories of experiences. The behavior of the story-tellers is inclusive. They reach out to other people; they ask for help when they need it; they gather people in, collaborating to get the job done. A significant by-product that often results from this approach is the development of new leadership and great self-esteem for these empowered through shared ownership.

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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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

BPR Combines Several Jobs


The most basic and common feature of reengineered processes is the absence of an assembly line; that is, many formerely distinct jobs or tasks are integrated and composed into one. The payoffs of integrated processes, case workers, and case teams can be enormous. Eliminating handoffs means doing away with the errors, delays, and rework that they engender. Typically, a case worker-based process operates ten times faster than the assembly line version that it replaces. Moreover, because the new process generates fewer errors and misunderstandings, the company doesn’t need additional people to find and fix them.

 

Integrated processes also have reduced process administration overheads. Because employees involved in the process assume responsibility for making sure that customer’s requirements are met on time and with no defects, they need less supervision. Instead, the company encourages these empowered employees to find innovative and creative ways to reduce cycle time and cost continually while producing a defect-free product or service. Improved control is another benefit of integrated processes; because they involve fewer people, assigning responsibility for them and monitoring performance is easier.

 

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

21st Century Company


  • Does your company have a compelling reason for existing?
  • What would the world lose if it ceased to exist tomorrow?
  • Does your company have clear and agreed vision, goals and values?
  • Who within the company has thought through what the vision and these goals and values mean for its relationships with people, whether as customers, suppliers or business partners?
  • Is there an overview of what the company is trying to achieve in terms of various objectives?
  • Are all the objectives expressed in terms of measurable outputs?
  • To what extent are you and management colleagues frustrated with what has been achieved in the area of corporate transformation?
  • What are the symptoms of non-achievement?
  • Is there a process in place within your company to root out the underlying causes of gaps between aspirations and achievement?
  • Is the complex nature, and full extent, of the corporate transformation challenge fully appreciated?
  • Has thought been given to whether particular change elements are missing from the transformation jigsaw puzzle?
  • How genuine is the desire to change in each functional component and business element of your organization?
  • Is there an agreed vision of a more flexible and responsive end point organization?
  • To what extent have the changes which have been introduced into your company to date influenced attitudes, values and behavior?
  • Have relevant roles and responsibilities been allocated, and the required resources been lined up;
  • Are people equipped, empowered and motivated to do what is expected of them?

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations, makes them relevant, and suggests solutions for succes. For details please contact Asif J. Mir