Organizations that are either considered high performing or who aspire to become high performing understand that their employees are their greatest asset. A company can only achieve its overall objectives if their employees are aligned, on board and driving toward those goals.
At its core your employees understand how well or how poorly the day-to-day processes in your company run better than anyone else. They also have tremendous ideas on how to improve those processes, how to improve your metrics, and how to achieve your objectives.
So how do you tap in to that intellect, unleash those ideas, and empower your employees in an organized and efficient manner? How do you get your finger on the pulse of what is on your employee’s minds?
Continue reading “Change Leadership (Part 5) – Unleash Your Employees’ Ideas to Truly Change the Game!”
When you embark on driving any kind of Game Changing Transformation you will most likely also need to change the Culture. As the saying goes, “the definition of insanity is doing the same thing and expecting different results”. So in order to get different results you may have to break through barriers and drive different behaviours from what are inherent in your current Culture.
Your organization is an ecosystem of policies, practices, processes and procedures that are the result of decisions, beliefs and behaviours. Over time much of this generally gets accepted as the way it’s always been done and is not open to challenge or to change. Therein sacred cows, whether real or perceived, can become obstacles to making the changes needed to derive different results from the status quo.
So how do you change your Culture to achieve Game Changing results?
Continue reading “9 Characteristics of a Barrier Busting Culture!”
The Retail company I had just joined was undergoing a massive transformation. Fundamentally the new merchandising strategy was to curate a dramatically different set of products from that which was carried historically, but in addition to what was carried historically.
This meant that an enormous number of the business processes had to be transformed to support the new product set because management of the new merchandise required much different capabilities in all aspects of running a retail company. Not only did this transformation require new capabilities but it also required improvements to productivity and efficiency throughout the company. And overall this meant a need for cultural change.
I decided that I would introduce Lean process improvement techniques to this company.
Continue reading “Global Process Excellence (Part 4) – Introducing Lean In Retail … Start in the Backroom!”
You have determined that something has to change in your company! Customer satisfaction may be low. Employee morale may be in the dumps. Financial results and operating performance may be falling far short of your objectives.
Or maybe you don’t have any of these problems. But you view that your company is performing well now yet it is not well positioned to go to the next level and be successful in the future.
Or it could be any combination of these pressures. Whatever the reason, you have come to the realization that the culture of your company must change to get the results you need!
Continue reading “Do I Have Your Attention Yet? Driving the Need for Culture Change!”
“We have to make a decision. We only have enough cash to either pay our employees or our suppliers next week, but not both.”
Wow! This was what my Controller just told me. We had just acquired another company. The decision was made to operate it at arm’s length from the parent company. And this meant that we had to fund the operation with our own cash, which was at a dangerously low level.
Neither option that the Controller just mentioned was palatable. We needed a strategy to tackle the immediate cash shortfall and to then create a strong cash position moving forward.
We had the Call to Action! This would prove to be my first real lesson in Cash Management which could not have been made more intense and immediate!
Continue reading “Cash Is King! (Part 1) … Creating a Culture Focused on Money Management”
“Global Process Excellence” was to be the platform on which we would propel the company’s Operations upward toward Best In Class status. Our Call To Action objectives were clear:
- We had a clear requirement to improve our profitability
- We needed to respond to customer expectations for increased value and a consistent, exceptional customer experience in all Distribution Centres
- We needed to lean out the operations and improve our productivity
- We needed to create Best in Class capabilities
- We needed to enable profitable growth on the back of an enhanced Operating model, capacity and capabilities
- And we needed to unleash the tremendous experience and expertise that resided within our employees
Now we needed to formulate our Roadmap: the Approach, the Mandate, a set of Ground rules, and a process of Governance to bring together everything that would now be called Global Process Excellence.
Continue reading “Global Process Excellence (Part 2) … Defining the Roadmap to Achieve Best In Class Results”
Many projects start off with very lofty objectives. And with a lot of work and a little luck those desired results are often achieved. In every case those results usually have been achieved within a certain timeframe and with a lot of momentum.
Yet once you achieve those goals in many respects the energy and momentum which got you there may start to fade. Yet your work has just begun. The next question that always comes up is whether you can sustain, and further improve, those results.
Additionally if you are trying to drive Cultural Change and long term transformation after a while your initial project may become stale and your participants demotivated or distracted.
To avoid your project becoming “just another program” you need to proactively recognize when your project needs to be reinvented or rebooted to avoid irrelevancy and the back-sliding of your results.
Continue reading “Stop your Project from becoming “Just another Program”!”