My first Management job was on the Manufacturing floor on 3rd shift. It was company policy … anyone’s first Management job was in Manufacturing. The principle was sound: to really understand how the business operated you needed to be at the very core of what it did, which in this case was Manufacturing. Only then could you really learn the business and how to work with people.
So as I started a new job further along in my career, with responsibility for Distribution Centres around the world, I knew that I was not going to learn what I needed to know from behind a desk looking at Powerpoint slides with pictures and statistics. I needed to go to each and every facility and learn about the operation right from the floor.
I spent the next 2-3 months on the road. For my direct reports this pace was unprecedented and I went to locations that no other Executive had been to. While at the facilities I didn’t want to do the “Tourist” tour. I wanted to spend time doing an in depth tour of the entire facility, literally walking through every operation, meeting the people and understanding each process, the metrics, the organization, the products and the customers.
Only then would I have the basic understanding and credibility necessary to define the strategy we needed going forward. This was the start of what we soon named “Global Process Excellence”.
Continue reading “Global Process Excellence (Part 1) … A Journey From Disarray To Best In Class!”
I have seen many people join a new company or leave for another company. While I don’t have the precise statistics it is fair to say that as many as half of the people joining a new company will do well. However atleast half of these people will struggle in their new roles and in their new companies. Many will fail altogether.
What makes someone more or less successful when making such a career move? What are the environmental factors which affect this outcome? And most importantly what is it that the new employee does or doesn’t do that makes them succeed or fail?
Continue reading “Joining a New Company? Be a Positive Impact Player to Succeed!”
We have written many blog posts about Change Leadership and Culture Change. At its core the overall objective is to create a High Performance Organization (HPO). For a truly High Performance Organization is one in which their will be high morale and an innate ability to achieve superior results for all stakeholders in the company.
There are relatively few High Performance Organizations. More importantly there are many, many companies that are actively on the journey to become an HPO.
In our experience in driving Game Changing results we have found a set of tools and behaviours that are integral to creating a High Performance Organization. We’ve captured much of that content in the following Infographic.
Continue reading “High Performance Organization and Culture (Infographic)”
Have you ever tried to make large improvements for some aspect of your business only to find that after a period of time you feel like you are pushing on a balloon?
Have you ever lead, or participated in, a project with some very lofty targets only to find that you come up short of your goal because of unforeseen circumstances or unaddressed factors?
Have you ever got into a project only to find that someone else’s objectives seem to be in conflict with yours, and these competing objectives ensure that you will not succeed?
And stuff will continue to happen. So you need a Project Change Management Strategy to deal with the inevitable obstacles and influences that make achieving your goals more difficult. In my experience, a very powerful approach to help ensure your success is to Attack On All Fronts!
Continue reading “Change Leadership (Part 4) – Attack on all Fronts! Hedge Your Bets For Success”
The nature of the results you are trying to achieve will determine the type of change you need to create.
If you are making changes to a very small part of your job then your focus is very localized. If you are leading a project solely aimed at achieving a specific result then your change management focus is somewhat larger. But if you are leading a business-wide long term transformation then you need a comprehensive Change Leadership work stream and strategy.
While there are similar elements in driving change at any of these levels, the broader transformation requires a well thought out, well articulated Change Leadership program to be in place to lay the foundation for, and govern, your transformation.
Continue reading “Change Leadership (Part 9) – Integrate a Change Leadership Work Stream In Your Transformation Program”
Suppliers are an intrinsic part of the Supply Chain. It does not matter what business you are in, what products you make, distribute and sell, or what part of the world you are in. And it doesn’t matter where in the Supply Chain you are. You can not accomplish anything without Suppliers.
Yet I have seen, like many of you, Suppliers treated in many different ways. No matter what the circumstances are poor treatment of Suppliers is never appropriate. Given that Customers fundamentally need their Suppliers to be successful why do people treat them badly? And how do we ensure there is a healthy and productive relationship between Suppliers and Customers?
Working together with your Suppliers is always a formula for success!
Continue reading “Procurement (Part 3) – Supplier Collaboration is a Win-Win Strategy!”
In my experience when you embark on driving any kind of Game Changing Transformation you will most likely also need to change behaviours if not 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 the 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.
Having your Call to Action in Place, A Project Name and mandate, and a Holistic Approach are critical. But the “X” factor that you also need to have a strategy for is Cultural Change.
Continue reading “Inventory Turnover Breakthrough (Part 4) – Creating the Culture to Break Barriers!”