I write regular Strategic Snippets because I care about the success of your business. If you care about the success of someone else's business click "Send this page to a friend". Ask them to let me know that you were involved. |
mob+6421 620 456 |
Bruce.Holland@virtual.co.nz |
My last Strategic Snippet made the case for organisations being faster. I made the point that power is moving from slower organisations to faster organisations.
Organisations need to be faster because:
I do a great deal of work in this area so I've thought about it quite a bit..
I'm NOT talking about working faster, indeed I think that this is a major issue:
What we need is a faster system; the time it takes work to flow through the organisation needs to be shorter.
By working with the people who actually do the work, significant improvements are possible which is a win-win-win:
Win 1. The customers get better service
Win 2. The costs of inefficiency are reduced
Win 3. The workers take ownership of the process
However today I want to argue the case for being slow. You see what we want is both fast and slow.
For the next 30 seconds I challenge you to think back over the thousands of things you've done at work in the last year. How many were truly important to the business? Please stop and think now!
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If you're like most people, only a hand full of things will be have truly important to the business.
Why do we fool ourselves that the other stuff is important?
We are obsessed with the urgent. Faster in the short term does not always mean faster in the long term. Just like a short-sighted person, if organisations spend their time focussed on what's immediately in front of them they'll fail to see what's in the future. They can have the best databases, information systems and people but still they stumble around. Things don't get done. Everything they need could be there in front of them but if people don't know what to look for or if the organisation stops them being effective confusion will continue and progress will be slow.
In my experience successful people and organisations know what's important and do this first come hell or high water. This means stopping to think and getting the whole team to agree so we all move forward focussed on the same things. It's Called Strategic Planning. It's what I specialise in.
I don't believe anyone is going to give us time to think. We have to reclaim it for ourselves. Thinking is the place where intelligent action begins.
If you are in a position to reclaim some time for your team to think then please do it.
Get your team together and think about what's important to their success (and your's) in the long term.
I'd like to help you in this. Rather than me telling you that I'm good at it, here are a few comments from my clients (if you want the names I'm happy to supply them to you individually):
So how about it? Give me a ring onPhone +6421620456 or Skype Bruce.Holland and we can talk through the costs and benefits. Or if you know someone who wants their organisation to be more focussed, fast and flexible please pass this Snippet on to them.
I hope things are going well.
Bruce.
Helps large organisations be focussed, fast and flexible. Places where people have more meaning, depth and connection.
Expert in Strategy, Structure, Culture and Leadership Development.
One of NZs most experienced change agents.