Vision and Decision


This phase is really a process of moving from awareness to commitment, especially among the key managers who must prepare to drive the rest of the organization. The aim here is to convince key people that a great opportunity—or looming problems—lies ahead and that radical thinking around a new paradigm is necessary to make real progress. All the work a company does during this phase—reckoning where it stands competitively on time-based performance, building a vision, and deciding how to proceed—is preparation for the big moves to follow. Some changes in how the company works occur naturally in this phase—good analysis always produces some early obvious action steps. But the real purpose of this phase is to build commitment to a new way of looking at the competitive game and how the managers must play it.

 

Reckoning where the company stands includes looking hard at its own current performance and direction in relation to what the best companies are doing and what the near future will surely bring. So the process has both an internal and an external analytic component. The internal part involves putting together moving pictures of how the company actually works in time—how it processes information, manages projects, moves materials, engages customers, and so on, and how all this is influenced by the firm’s briefs, practices, policies, and systems. The external part involves describing what customers what now and how they would be served ideally, and pacing together moving pictures of how the best time-based competitors operate. Together these two parts allow management to self-discover in concrete fashion the new time-based paradigm and the capabilities the company must build to gain control of 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

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Treating Employees as Customers


If employees feel valued and their needs are taken care of, they are more likely to stay with the organization. The CEO’s primary job is cultivating a corporate culture that benefits all employees and customers. If you build a company and a product or service that delivers high levels of customer satisfaction, and if you spend responsibly and manage your human capital assets well, the other external manifestations of success, like market valuation and revenge growth, will follow.

 

Many companies have adopted the idea that employees are also customers of the organization, and the basic marketing strategies can be directed at them. The products that the organization has to offer its employees are a job (with assorted benefits) and quality of work life. To determine whether the job and work-life needs of employees are being met, organizations conduct periodic internal marketing research to assess employee satisfaction and needs. Become the best place to work by doing the following:

  • Treating employees as customers;
  • Using employee input and a fact-based approach for decision-making in the design and implementation of human resources policies, programs, and processes.
  • Measuring employee satisfaction and trying to continuously improve the workplace environment.
  • Benchmarking and incorporating best 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, Line of Sight

Efficiency and Values


The term ‘efficiency’ is a concept that has meaning only in the context of an agreed set of objectives. Such objectives can include objectives about inter-personal distribution, typically reflecting one or other interpretation of equity. Occasions when the goals of efficiency and distribution conflict of the agreed set of objectives does not include equitable distribution. Indeed, historically and still to a great extent, the dominant interpretation of ‘efficiency’ has typically included only the objective of measured economic production/consumption. We should at most call this interpretation ‘economic efficiency’ and not honor it with the label of efficiency in general. But the efficiency label has enormous legitimizing power and functions as a trump card in the modern vocabulary. No one can declare themselves against it. If a policy option is deemed inefficient that usually sinks it. So contenders try to capture the label, to serve their particular set of objectives. This is what business interests and mainstream economists have successfully done for a long time. We need ask: Efficiency by which values?

 

Mainstream economists have focused on growth of aggregate production and national income. Business and other sectional interests may focus on sectional gains but advocate these behind the language of ‘efficiency.’ Not infrequently, the policies behind an efficiency label have been less economic as well as less equitable, and an ‘efficient’ only for elites.

 

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

Carrying out Change


Solutions to an organization’s problems cannot be found outside the organization. An organization possesses the potential and the capability to solve its own problems. This assumption is also a value, in that it asserts that change is most successful and effective when people in an organization act collectively to generate solutions and implement actions. In other words, solutions that are imposed on an organization from outside have little chance of success. The role of leadership in change is to expose the organization to challenges and problems faced, to mobilize support for change and to create the right conditions for people inside the organization to generate ideas for improvement.

 

Organizational change, in its essence, is about bringing a change in an organization’s routines. The term routine refers to the ways in which people perform their activities in an organization. It includes rules, procedures, policies and conventions. It includes both the formal (written) aspects of an organization’s architecture and its informal (unwritten, tacit) aspects. An organization’s policy for recruiting staff is a routine. Its procedure for evaluating quality is a routine. The way in which employees in an organization actually respond to customer complaints is another routine. For a specific behavior to be an organizational routine, it must be both repetitive and widely shared.

 

The second assumption is based on both empirical and theoretical ideas in organization studies. Activities that are performed to carry out day to day tasks of an organization are also referred to as operational routines. Some organizations also develop special kinds of routines, developed with the explicit objective of modifying existing operational routines in order to enhance the organization’s effectiveness. These are referred to as dynamic capabilities. If an organization already has well-defined dynamic capabilities, there is little need for anyone to manage change. However, the need for change arises because many organizations lack such dynamic capabilities.

 

Organizations can change their routines in three ways: first, they can modify an existing routine. A modified routine is different but not fundamentally different from original routine. Second, they can discard or eliminate an existing routine. Here, the organization stops performing a particular task or activity. Third, they can establish a new routine. This may take the form of introducing a new policy, procedure or task to perform a new set of activities.

 

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

The Driver for Speed


The time culture can impose unrealistic deadlines upon those who are charged with the responsibility for delivering improvements. When a supply chain is involved, the single company may be no more able to achieve a tangible impact upon the external environment that it can deliver all the value that is sought by a final customer. When others are involved, there is likely to be bargaining and negotiation.

Today’s craze can be tomorrow’s memory. Too many managers assume that trends will continue longer than subsequently turns out to be the case. With many environmental and social policies taking many years to have a significant impact, companies face a dilemma similar to that encountered by those seeking to change attitudes and behavior. By the time the outcomes initially sought have been achieved, the requirement may have changed. Will there be a backlash when people count the costs? Will they become bored? Will certain lobbies go the way of the skateboard as people become more aware of the lack of achievement in relation to fundamental problems?

Winners assemble a comprehensive, complementary and coordinated set of initiatives, embracing all the parties involved, that are likely to have a significant impact upon an environmental or social issue. They achieve a significant change of attitude, because all the varios change elements that are necessary have been put in place.

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.

Implementing Strategy


There are five tasks:

  1. Reallocating resources to match the budgetary and staffing requirements of the new strategy.
  2. Establishing strategy-supportive policies and procedures.
  3. Instituting best practices and mechanisms for continuous improvement.
  4. Installing support systems that enable company prsonnel to carry out their strategic roles day in and day out.
  5. Employing motivational practices and incentive compensation methods that enhance commitment to good strategy execution.

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