Introduction High performance for your business is about more than just making the right decisions. It’s about having the right KPIs in place to measure success, and rewarding employees for doing their job well. The key to building high-performing teams isn’t merely having good people on board – it’s understanding how KPIs work, what drives them and how to use… Read More »Building great KPIs
The current Coronavirus pandemic is cause for concern for many businesses. Pandemic response plans are being established and staff are being prepared for changes to the workplace that may (or may not) be implemented. What will happen to your team’s productivity if health agencies implement biosecurity measures and force your staff to stay at home? The availability of remote IT… Read More »Maintaining productivity in uncertain times
Business inefficiencies may seem to creep in over time, but they are actually ‘designed by default’. That is, inefficiencies are created (but are not always apparent) by not designing work systems properly at the right points in time. Inefficiencies wouldn’t creep in if the right design was in place (and being followed – which is a result of having a… Read More »Business inefficiencies
Part 3: Creating the burning platform This is a classic case of implementing one change by focussing on another – create a successful Continuous Improvement culture by focussing on developing Operational Management disciplines. The hard thing is that this needs the commitment, discipline and effort from Senior Managers and Executive. Everyone, especially upper management, will complain that they’re too busy… Read More »CI Programs – the Burning Platform
Part 2: Switch the Story. Setting Continuous Improvement targets is misguided. The concept of CI targets implies that these are different and distinct from real business outcomes, and therefore it pits these 2 areas against each other. People mistakenly believe that if they focus on their CI target, then the business outcomes will suffer, and vice versa. Business outcomes are… Read More »CI Programs – Switch the Story
… if there is no burning platform Part 1: Continuous Improvement programs can come in all shapes and sizes. But there are commonalities between the successful ones that anyone responsible for CI cannot afford to ignore. Too often, the CI Program is seen as someone’s job. But continuous improvement can’t be delivered by one person, or even a group… Read More »Continuous Improvement Programs are doomed to fail…
Community Aged Care is undergoing significant reform. With an increasingly open and competitive market where the consumer choice is at the centre, providers can no longer assume the safety of a guaranteed steady level of income. Customers having the choice to select their provider and switch if not happy with the service (along with providers no longer restricted to allocated… Read More »Sales is No Longer a Dirty Word, in Community Aged Care
E-I, E-I-O! goes the familiar refrain from the nursery rhyme. It’s very close to the mantra we use for process improvement…. EIAO: Eliminate, Improve, Automate, Outsource Delivering Efficiency and Effectiveness gains in a business process generally uses one of these approaches Eliminate: Critically look at a process (and then each process step) to see what value it is creating. Ask… Read More »Old MacDonald nearly had it right
If with great knowledge comes great power and opportunity, how do you avoid wasting your investment?
In the first 2 parts of this series, we covered the reasons why you really should be creating a better way of documenting your organisational knowledge. But how do you do it without making it too complex, unwieldy and over-engineered? How can you avoid implementing something which is ultimately doomed to be unsuccessful? When designing your approach, consider the guiding principles:Read More »Are you getting benefit from your organisational knowledge investment?
If with great knowledge comes great power and opportunity, why is harnessing this knowledge so often ignored?
Harvard Business Review (Staats, Upton, 2011) concluded that “we’ve found that lean principles can be applied in some form to almost all kinds of knowledge work and can generate significant benefits: faster response time, higher quality and creativity, lower costs, reduced drudgery and frustration, and greater job satisfaction.”
Outcomes like that are music to the ears of most CEOs and Boards. Yet a knowledge management strategy is often ignored because it’s mistakenly seen as too difficult, too time consuming or it doesn’t add enough value. Quite simply, decision makers don’t understand the Return on Investment or the benefits from running an efficient and effective business.Read More »Are you ignoring your organisational knowledge opportunity?
If with great knowledge comes great power and opportunity, who has the knowledge in your organisation?
The majority of organisations have a major issue, staring them right in the corporate face. One that can be solved with a little time and effort. However, time and time again, this issue is not identified, addressed or resolved until it’s too late (or at all).Read More »Who has the knowledge in your organisation?