Focusing Organization


This focus begins when someone at top identifies a set of concerns that require correction. These concerns are of significant importance to the organization, rather than passing operational concerns. They are persistent, undesirable situations that have grown over time and have never been adequately addressed. It is clear that a major effort is required to solve them and that new skill and approaches have to be developed if the effort is to be successful.

 The entire project is planned as a taskforce attack on identified situations; objectives—analysis and correction of the target situations, objectives are defined. This planning cannot be delegated. It is done by top management, since responsibility for the project must reside with those who initiate it. By actively directing the project, top management makes its support of the ideas evident to everyone. By participating in the project throughout its life, top management returns control and ensures success.

 The management works out a comprehensive plan and schedule. The population of individuals who can contribute in solving the target situations is identified by name and position. Workshops are scheduled. It is in the workshops that the participants learn. They apply their skills to analysis of their assigned 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.

Business Process Reengineering: Things to Remember


  • Do not undertake reengineering of all processes simultaneously. Select only those which meet the following criteria:
  1. Processes that require immediate attention;
  2. Processes that will have significant impact on customers;
  3. Processes which are most amenable to redesign.
  • Communicate intensely to persuade people to accept and not resist the proposed changes.
  • CEO must be seen to commit, at the minimum, 50 percent of his time.
  • Set aggressive reengineering performance targets; incremental improvement targets will not create either urgency or excitement.
  • Monitor progress and initiate corrective action.

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.

Drive


A person’s drive is not changeable. What drives him is decided by his mental filter, by the relative strength or weakness of the highways in his mind. His drives are, in fact, his striving talents.

Take the striving talent of competitiveness as an example. Some people have a four-lane highway for competition. Show them scores and they will instinctively try to use these scores to compare their performance with that of their peers. They love scores, because what you can measure you can compare, and if you can compare, you can compete.

However, people with a wasteland for competition will see the same scores and not feel any jolt of energy at all. Putting themselves on a level playing field, putting their best efforts against their peers, and winning means nothing to them. They rationalize their behavior by opining, “I don’t like competition; I prefer win-win scenarios,” or the classic, “I prefer to compete with myself.” But these comments are just signs that their filter is, understandably, trying to describe itself in the most positive light.

The truth is that they are not competitive. There is nothing good or bad about this. It is simply who they are. And there is not much that either they or you, their manager, can do about it.

Similarly some people have a four-lane highway for constant achievement, a striving talent we call achiever. They may not have to win, but they do feel a burning need to achieve something tangible every single day. And these kind of people mean, “every single day.” For them every day—workday, weekend, vacation—everyday starts at zero. They have to rack up some numbers by the end of the day in order to feel good about themselves. This burning flame may dwindle as evening comes, but the next morning it rekindles itself, spurring its host to look for new items to cross off his list. These people are the fabled “self-starters.”

Not all roles require employees to possess this striving talent of achiever. Nurses, for example, do not have to generate all of their drive from within. Instead they have to respond caringly and efficiently to the urgent needs that face them everyday—for nurses the altruistic striving talent mission is much more important than achiever. But if you manage roles that do require achiever—like an insurance agent, a pharmaceutical salesperson, or any role where the person must initiate rather than respond—then remember; You had better select for it. Because if a person does not feel this burning fire, you cannot light it for him.

The same applies to all striving talents: the need to be of service, the need to be on stage, the need to be seen as competent, the need to help others grow. All of these drives are talents, and therefore they have the same characteristics as other talents. Namely, they are part of each person’s mental filter. They are unique and enduring.

A manager can never breathe motivational life into someone else. All she can do is try to identify each employee’s striving four-lane highways and then, as far as is possible, cultivte them.

When describing human behavior, stick to the clarity of skills, knowledge, and talents. Tread carefully when using habits or competencies—they lump too much together rather haphazardly. Likewise, if you feel a need to use attitude or drive, be cautious. Remember that a person’s drive and his prevailing attitudes are talents, and as such, they are very hard to change. When you hear yourself berating the person to “get a better attitude,” watch out. You might be asking him to tackle the impossible.

None of this implies that a person cannot change. Everyone can change. Everyone can learn. Everyone can get a little better. The language of skills, knowledge, and talents simply helps a manager identify where radical change is possible and where it is not.

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, Lectures, Line of Sight

The Changing World of Business


The poor performance of star companies in the 1980s and 90s, both MNCs and domestic, has amply demonstrated their susceptibility to under-perform in the face of rapid and marked changes in technology, competition and customer expectations. It is not that all these companies lacked resources, capabilities or competent managers to anticipate and assess the impending changes and initiate proactive action; what they lacked was concern on the part of their managers to enhance the shareholder value of their respective firms on a sustained basis. As a result, this value got diverted to the customers, employees, competitors and suppliers of the company. While it is well known that a firm needs to develop distinctive capabilities and also build a strong network with its key stakeholders to enhance its value creating potential and appropriation of value this created, what really happened in case of most of these unsuccessful firms was that one or more of the stakeholders gained at the expense of the shareholders. The proponsity of managers to take operating, investment and financial decisions without any concern as to how such decisions can affect their shareholders led them to pursue strategies and investments that were ill-conceived and poorly executed, thereby systematically destroying the capabilities and equity developed over the years.

We should argue how the outcome of such a tendency can be detrimental to not only the firms but also to the job and career of the managers, particularly in the light of the various new developments—such as economic liberalization and opening up of most economies to domestic and global competition, greater freedom to access and move capital, emergence of the market for corporate control, and rising shareholder, activism—which have brought the issue of enhancing shareholders’ wealth to the forefront.

It is clear that managers will need to take a fresh guard and revisit their strategies, business processes and organization in order to face this complex set of challenges and retain their firm’s ability to enhance wealth of their shareholders. Thanks to the contribution made by the academia and practising executives, managers now have access to various concepts based on experiences when it comes to facing such challenges. However, it must be stressed that the need of the hour is not another set of concepts and framework; rather what is required is a new “philosophy of business” that draws the attention of every employee of an organization, starting with the CEO, to the importance of creating, enhancing and sustaining shareholder value in everything that the company does—be it strategic, tactical or even routine matters. Needless to say, the employees will also need guidelines on how to operationalize this new philosophy and what actions are needed to sustain the same.

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

Purchasing: Risk Reduction Strategies


Individuals are motivated by a strong desire to reduce the level of risk in purchase decisions. The perceived risk concept includes two components: 1) uncertainty about the outcome of a decision, and 2) the magnitude of consequences associated with making the wrong choice. Research highlights the importance of perceived risk and the purchase type in shaping the structure of the decision-making unit. Individual decision-making is likely to occur in organizational buying for straight rebuys and for modified rebuy situations when the perceived risk is low. In these situations, the purchasing agent may initiate action. Modified rebuys of higher risk and new tasks seem to spawn a group structure.

In confronting “risky” purchase decisions, how do organizational buyers behave? As the risk associated with an organizational purchase decision increases:

  • The buying center will become larger and will comprise members with high levels of organizational status and authority.
  • The information search will be active and a wide variety of information sources will be considered to guide and support an important purchase decision. As the decision process unfolds, personal information sources (for example, discussions with managers at other organizations that have made similar purchasees) become more important.
  • Buying center participants will be motivated to invest greater effort and to deliberate more carefully throughout the purchase process.
  • Sellers who have a proven track record with the firm will be favored. The choice of a familiar supplier helps reduce the perceived risk associated with a purchase.

Rather than price, product quality and after-sale service are typically most important to organizational buyers when they confront “risky” decisions. When introducing new products, entering new markets, or approaching new customers, the marketing strategist should evaluate the impact of alternative strategies on perceived risk.

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

Change when you don’t have to


Most organizations don’t change until they have to. They wait until things are going poorly and then desperately try to find a quick fix, changing strategies, products, services—anything to try to catch up. The problem is that you don’t think clearly with a gun at your head. The poor decision making, lack of innovation, and low morale characteristic of organizations playing catch-up create a vicious cycle that keeps them significantly behind.

Innovative thinking and the resulting quality and service so necessary today don’t come from a struggling organization that’s “gotta” make some changes fast to keep its head above water.

The best time to change is when you don’t have to. Initiating change when you are out front will keep you there. Contrary to conventional wisdom, the best time for pioneering and innovation is when you are on top. Confidence is high.

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

Strategic Planning Process


The process is orderly, deliberative, and participative and has following ten steps:

  1. Initiate and agree upon a strategic planning process.
  2. Identify organizational mandates.
  3. Clarify organizational mission and values.
  4. Assess the organization’s external and internal environments to identify strengths, weaknesses, opportunities, and threats.
  5. Identify the strategic issues facing the organization.
  6. Formulate strategies to manage these issues.
  7. Review and adopt the strategic plan.
  8. Establish an effective organizational vision.
  9. Develop an effective implementation process.
  10. Reassess strategies and the strategic planning process

These steps should lead to actions, results, and evaluation. It must be emphasized that action, results, and evaluative judgments should emerge at each step in the process. In other words, implementation and evaluation should not wait until the “end” of the process but should be an integral and ongoing part of it.

The process is applicable to public and nonprofit organizations, boundary-crossing services, inter-organizational networks, and communities. The only general requirements are a dominant coalition that is willing to sponsor and follow the process and a process champion who is willing to push it.

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

Training and Development


Mr. President, and Director Training:

Spring has arrived with flowers. The buds have reappeared on bare branches again. Indeed! The March winds are the morning yawn of the year.

All and every little thing tell us
That once again ’tis Spring

Please accept my best wishes for a bright and beautiful season.

 

This time spring has brought along the advent of cricket season. And the current cricket series with India has caused a sort of fever to cricket lovers. Today is a crucial day for all of us. An important and decisive match between traditional rival teams is about to start and we are here participating in a learning exercise. You are not alone missing the glimpses of the match. My heart also joins the curious thumping of your heartbeat.

 

I have the opportunity to talk to you, the learned managers under the new system of local government, and I will avail it with honor talking relevant or maybe some irrelevant things.

 

Overtly or covertly, the district government system is new and complex. Its managers face requirements that are different from their federal, provincial, or private sector counterparts. Because of the complexity and range of those requirements, it is important for DDOs to understand the requirements specific to the district.

 

Friends! We use management and professional development to refer to those processes directed towards equipping professional managers with the skills, knowledge and attitudes necessary to achieve administrative objectives both now and in the future.

 

Any human development must be aligned with the entity’s mission and strategic goals in order that, through enhancing the skills, knowledge, learning ability and enthusiasm of people at every level, there will be continuous organizational and individual growth.

 

The perspectives of management and professional development are interpreted here as including the terms education, learning, training, and development which are seen as an integral part of the wider professional development framework.

 

I have the reason to believe, my dear officers, that if the training and development of managers of any department is not accorded high priority, if training is not seen as a vital component in the realization of government policies, then it is hard to accept that we have committed ourselves to management and professional development.

 

Those departments where there is a chronic under-investment in management and professional development that is the prime reason for the poor performance of the financial management or economy at large. The critique that can be constructed is disturbingly pervasive. At the macro level the education and training infrastructure, particularly when subjected to international comparisons is the major basis for consistently failing to address the needs of economic development. Training initiatives failing to provide consistent direction; concentrating on the certainties of vocational relevance rather than longer-term knowledge demands relevant to an imperfect future, and, simply, a lack of overall investment.

 

At the micro level, despite the relevance placed on bureaucratic system by successive governments, the practice of individual departments is similarly disturbing. Under-investment in management and professional development, whether measured in terms of budgets or training days, is regularly reported. All too frequently management and professional development fails to be regarded as a managerial priority or something that should be fully integrated through a learning culture into everyday practice. The traditional practice of public service, dominance of accountancy traditions and short-term-ism that characterize our bureaucratic inheritance arguably provide infertile conditions for what is essentially a long-term commitment.

 

While acknowledging the pessimistic construction that I have made, I would argue that investment in management and professional development could play a key role in initiating and facilitating change. You can thus adapt to whatever comes along and to take advantage of it, turning threats into challenges, and rising to these challenges in ways that produce increased benefit to the government and employees.

 

If I were to prescribe one process in the training of men, which is fundamental to success in any direction, it would be thoroughgoing training in the habit of accurate observation. It is a habit which every one of us should be seeking ever more to perfect.

 

All organizations, entities, and departments require some form of organizational structure to implement their strategies. Principally, structures are changed when they no longer provide the coordination, control, and direction managers, and entities require implementing strategies successfully. The ineffectiveness of structure typically results from increases in department’s revenues and levels of diversification. In particular, the formulation of strategies involving greater levels of diversification demands structural change to match each strategy. Some strategies require elaborate structures and strategic control, while others focus on financial control.

 

Allow me to briefly converse about strategic leadership. If you are a strategic leader, you have the ability to anticipate, maintain flexibility, and empower others to create strategic change as necessary. Multifunctional in nature, strategic leadership involves managing through others, managing an organization rather than a functional subunit, and coping with change that seems to be increasing exponentially in the current administrative landscape. Because of the complexity and global nature of this landscape, as a strategic leader, you must learn how to influence human behavior effectively in an uncertain environment. By word or by personal example, and through your ability to envision the future, as effective strategic leader you can meaningfully influence the behaviors, thoughts, and feelings of those with whom you work. The ability to manage human capital may be the most critical of your leadership skills.

 

From now on, in the 21st century, many managers working in government across country will be challenged to alter their mind-sets to cope with the rapid and complex changes occurring in the global economy.

 

A managerial mind-set is the set of assumptions, premises, and accepted wisdom that bounds—or frames—a manager’s understanding of the department and the core competencies it uses in the pursuit of strategic role. Your continuous success depends on your willingness to challenge continually your managerial frames.

 

Today competition means not product versus product, company versus company, or department versus department. It is a case of mindset versus mindset, managerial frame versus managerial frame. Competing on the basis of mindsets demands that strategic leaders learn how to deal with diverse and cognitively complex situations. One of the most challenging changes is overcoming your own successful mindset.

 

As effective leaders you should always be willing to make candid and courageous, yet pragmatic decisions—decisions that may be difficult, but necessary in light of internal and external conditions. You should solicit corrective feedback from peers, superiors, and employees about the value of your difficult decisions. Unwillingness to accept feedback may be key reason talented executives fail. This highlights the need for you to solicit feedback consistently from those affected by your decisions.

 

Because strategic leadership is a requirement of strategic success, and because departments may be poorly led and over-managed, working in the 21st century competitive landscape you are challenged to develop effective strategic leaders.

 

At district level you are the top administrative managers. And top-level mangers are an important resource for departments seeking to formulate and implement strategies effectively. A key reason for this is that the strategic decisions made by top managers influence how the department is designed and whether goals will be achieved. Thus, a critical element of your organizational success is having a team with superior managerial skills.

 

You often use your discretion (or latitude for action) when making strategic decisions, including those concerned with the effective implementation of strategies. You must therefore be action oriented: thus, the decisions that you make should spur the department to action.

 

Since you are top executives, you have a major effect on your department’s culture. Your values are critical in shaping your department’s cultural values. Accordingly, you have an important effect on organizational activities and performance. The significance of this effect should not be underestimated. Permit me to remind you that acquiring of culture is the development of an avid hunger for knowledge and beauty.

 

 

Add innovation and creativity in all your endeavors. It will certainly pay off. Effective leaders focus their work on the key issues that ultimately shape department’s ability to perform effectively.

 

And in the words of Charles de Gaulle, “Every man of action has a strong dose of egotism, pride, hardness, and cunning. But all those things will be forgiving him, indeed, they will be regarded as high qualities, if he can make them the means to achieve great ends.” To get others to come into your ways of thinking, you must go over to theirs; and it is necessary to follow, in order to lead.

 

While concluding, let me ask: do you know how do geniuses come up with ideas? What is common to the thinking style that produced “Mona Lisa,” as well as the one that spawned the theory of relativity? What characterizes the thinking strategies of the Einsteins, Edisons, da Vincis, Darwins, Picassos, Michelangelos, Galileos, Freuds, and Mozarts of history? What can we learn from them?

 

“Much learning does not teach man to have intelligence.”

This is the quotation from the philosopher Heraclitus, who spanned the fifth and fourth centuries BC. Twenty-five hundred years later, he’s still right. You might spend most of your life going to school, reading, looking up facts, acquiring information, and memorizing it. But, although you’ll become more informed, in the end it won’t make you any smarter. Is a reference library smart? Is a computer with a vast storehouse of voluminous data smart? Is the simple act of digesting and then disgorging information either smart or impressive? My answer is simple: “No.”

 

Anyway, I hereby formally inaugurate this training course.

Thank you for your time and patience.

Thank you for listening.

God bless you!

 

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

Pertinent topics for training


I suggest three new topics for your training programs, vis-à-vis, Leadership, Creativity and Innovation in Decsion-making, and Future Trends. They are important for Change.

 

Development of leadership skills can enable target audience to challenge the process, inspire a shared vision, enable others to act, model the way and walk the way. This can be achieved by developing skills for regulating the information flow, direction setting, motivation and decision-making.

 

Development of creative thinking skills will enable managers to initiate a creative process focusing on the mechanisms and phases involved if they partake in a creative act. Such skills will allow them to look at problems as opportunities and not as threats.

 

Last but not the least, knowledge about future will allow managers to know about the environment in certain area in the forseeable future. This will help them in planning and public policy.

 

Without developing leadership skills, and enlightening the trainees about using mind tools for creative decesion-making and the ability to read future, no change can be possible. Those civilizations, societies and organizations,and even individuals face extinction if they fail to cope up with change, innovation and transition with time. This is the law of nature.

 

Include new topics—Leadership, Creativity and Innovation, and Future Trends—in all your training programs.

 

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