

Learn the methodologies, frameworks, and tricks used by Management Consultants to create executive presentations in the business world.
Evaluation and onboarding of outstanding leaders is anything but straightforward. Almost all organizations have set up testing mechanisms or assessment centers to distinguish senior leadership candidates having traits that make up for Exceptional Leaders. These assessment centers shortlist leaders based on certain indicators and criteria.
However, these assessments are not always accurate in predicting the best leaders. At times, the entire evaluation exercise results in drafting mediocre leaders and fails to select top influencers and role models for the organization. The traditional methods of gauging senior leaders prove inadequate based, typically, on 3 common flaws:
Research by PwC—spanning over a period of 10 years with a sample size of 2500 senior executives, who remained a part of C-suite successions in large organizations—reveals that the common flaws in leadership assessment methods can be confronted methodically. To find the best C-level executives, leadership evaluations should focus on identifying candidates possessing the following 4 key traits that are typical only of the top C-level executives:
Let’s dive deeper into these traits.
In today’s world of disruption, organizations face new challenges on a day-to-day basis. Exceptional leaders have the ability to process tremendous volumes of information and simplify things fairly easily. Leaders who truly standout are well-versed in tackling confusion and learn promptly. They are great at:
People in an organization often operate in groups. These groups consider people outside their circle as competitors or “outsiders.” This tribal mentality is detrimental for an organization and inculcates individual thinking—focusing only on personal / group targets—and debilitates the ability to operate outside one’s comfort zone. Exceptional leaders have the skills to:
Nobody can undermine or deny the importance of teamwork. Much has been written on the subject. However, in reality, most teams do not quite understand the spirit and commitment fundamental to develop teamwork.
Exceptional leaders:
Interested in learning more about the traits of outstanding leaders? You can download an editable PowerPoint on Exceptional Leadership here on the Flevy documents marketplace.
You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library. FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:
“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”
– Bill Branson, Founder at Strategic Business Architects
“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”
– David Coloma, Consulting Area Manager at Cynertia Consulting
“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”
– Roderick Cameron, Founding Partner at SGFE Ltd
Management is not a function nor a blend of functions. It is a practice best understood by means of experience that are set in context.
All levels of education divide subject matter into definite categories, according to the means of creation of that knowledge, not by the manner in which it is used. This is true for Management Education as well.
Management Education being imparted in educational institutions, although essential, is missing a tremendous chance of creative learning for practicing managers that may empower them to engage in Innovation Management, by teaching subject matter in compartmentalized form.
For effective management, knowledge is essential but wisdom is key—the capacity to combine knowledge from different sources and use it judiciously.
Art combined with science through craft is what management is all about—coping with issues in their highest complexity of living, not as arranged compendia.
An alternative approach to Management Education has been developed that:
This approach has helped leading business schools revamp the whole process of disseminating Management Education. The approach encompasses the following 7 principles:
The application of above principles assists in simultaneous development of managers and organizations.
Let us delve a little deeper into some of the principles encompassed in this approach.
The criteria for selection of candidates should include practicing managers with demonstrated job performance.
The practice of management can be improved in a classroom, but it did not originate from there. Merely classroom study cannot produce good managers. Current Management Education programs rely on the candidate presenting themselves for selection, then choosing from the pool of candidates and setting them on a path for Leadership Development.
Transforming classrooms into vibrant learning platforms requires selecting learners on the basis of managerial experience. Intelligence is a good basis for selection but verified job-performance is a far more realistic and suitable indicator for participant selection, particularly when the aim is to groom great future leaders.
Education and practice of management should be parallel and cohesive.
It is not logical to select participants on the basis of their practice and improve their skill while keeping them removed from that practice. Keeping managers on the job enables education and experience to be intertwined making both environments richer.
Continuing both education and practice does create tension but such tension is inherent in management practice therefore encountering it is more beneficial than sidestepping it.
Management Education must draw from life and experience.
Presently, the learning agenda is controlled almost entirely by instructors in the class room resulting in much teaching and little learning.
Formalized knowledge—ideas, concepts, research—should meet the need that the managers bring to the classroom and reverberate with the participant’s wide-ranging but tacit knowledge.
A process of infusion rather than intrusion is required to galvanize the faculty’s educational push and the participants’ learning pull.
Interested in learning more about Principles of Management Education? You can download an editable PowerPoint on Principles of Management Education here on the Flevy documents marketplace.
Do You Find Value in This Framework?
You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library. FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:
“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”
– Bill Branson, Founder at Strategic Business Architects
“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”
– David Coloma, Consulting Area Manager at Cynertia Consulting
“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”
– Roderick Cameron, Founding Partner at SGFE Ltd
Humans instinctively want to share their experiences. The more experienced a person, the fuller they are with ideas.
Many people view Listening Skills to be of lesser consequence than articulation and focus on learning how they can present their own views more effectively.
Good listening—the keen and orderly pursuit of probing and challenging the information collected from others to enhance its quality and quantity—is key to developing a knowledge-base that creates new insights and ideas.
Listening is unquestionably the most efficient route to making informed judgments, particularly judgments that leaders have to make. That is why the Soft Skill of Good Listening is considered a building block of Leadership Development.
Good listening can lead to a longer and fruitful relationship at work and elsewhere. Exceptional Client Management and Team Management, especially, and a host of other situations demand Good Listening skills. Respecting the speaker, even if there is disagreement and reacting in the moment without expectation is part and parcel of Good Listening Skills. The speaker should feel respected and understood after having a conversation with a Good Listener.
People possessing Good Listening ability assume a somewhat passive speaking role in the conversation yet actively participate in the conversation using body language and follow-up questions. They display 3 Critical Behaviors that make them what they are—Great Listeners:
Demonstrate Respect
Making the speaker feel that what they are saying is important. This feeling gets reciprocated quickly.
Remain Quiet
One cannot really listen while busy talking. Remaining quiet enables understanding of the actual point the other person is making.
Challenge Assumptions
Good Listeners seek the underlying assumption in the conversation and challenge it. This generates new ideas and opens up paths untrodden.
Let us look a little more deeply into some of the key characteristics of the 3 Critical Behaviors of Good Listeners.
People displaying a Problem Solving Mindset solicit input from all levels and demonstrate respect in this manner. They always make the speakers feel that they have something exclusive to contribute and assume that the conversation partner has the proficiency to develop worthy solutions.
In a good conversation, the conversation partner speaks 80% of the time and the Ideal Listener speaks 20% of the time. A Good Listener poses questions in most of the 20% time. By remaining quiet the listener’s objective is to extract the prime motivation or thought behind the conversation. Patience and practice are needed to cultivate the habit of weighing in at the correct moment.
A Good Listener challenges long-held and valued assumptions in order to make gains from conversations. Ambiguity is embraced and a quest to uncover what both conversation partners can gain from the conversation is enlivened.
From the above 3 Critical Behaviors, we can synthesize the following 13 actions that a Good Listener should make while in an active conversation:
Identifying what a Bad Listener looks like helps avoid such behavior and consequentially move us on the path to becoming a Good Listener. Bad listeners may be categorized into the following 6 types:
The same person can display these behaviors at different times and under different circumstances. Perfecting listening skills means learning what prevents us from seeking and hearing the information we need.
Interested in learning more about the critical behaviors and actions of Good Listeners, and 6 Types of Bad Listeners? You can download an editable PowerPoint on Soft Skills: Good Listening here on the Flevy documents marketplace.
You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library. FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:
“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”
– Bill Branson, Founder at Strategic Business Architects
“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”
– David Coloma, Consulting Area Manager at Cynertia Consulting
“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”
– Roderick Cameron, Founding Partner at SGFE Ltd
Problem Solving is a fundamental life skill indispensable for survival of an individual. It is honed in every person to varying degrees. It is especially a useful skill to embody Leadership Development.
Problem Solving skill can be taught and learnt.
MIT defines Problem Solving as:
The process of identifying a problem, developing possible solution paths, and taking the appropriate course of action.
Problem Solving is a process that can be approached using various strategies but each Strategy usually follows the same theme, consisting of:
Problem Solving Strategies consist of steps that help identify the Problem and choose the best solution. There are 2 basic types of Strategies:
A certain Mindset is required to be developed for becoming a great Problem Solver. There are 6 traits experts have identified that shape the Mindset of a great Problem Solver. A great Problem Solver will always:
Problem Solving Mindset is valuable for any person especially professionals, particularly an entrepreneur, manager, or someone in the leadership role in an organization. A team of skillful problem solvers can become a notable source of Competitive Advantage for an organization.
Let us delve a little deeper into some of the Mindsets that make great Problem Solvers.
Innate human partialities frequently blind us to a range of solutions too early in the Problem Solving Process. Superior and increasingly creative solutions arise from being Curious about the wide-ranging possible answers. Very young children embody this trait. They are resolute in figuring things out hence their never-ending and high-energy inquisitiveness.
Improved results are generated by accepting uncertainty, constantly asking questions like why is this solution better, or why not the other one?
Absolute knowledge is virtually non-existent, especially for Complex Business and Societal Problems. Accepting that our knowledge is Imperfect can bring about more effective Problem Solving. Constant revision based on new evidence is key to good Problem Solving. This is possible when we begin by confronting solutions that imply certainty. And, this brings out tacit assumptions about probabilities and makes it easier to assess alternatives.
Most Problem Solving involves a great deal of trial and error. We form hypotheses, dive into data for validation, and either refine our premise or discard it.
The purpose is to gaze beyond the usual arrangement into which our pattern-recognizing brains want to gather perceptions. This facilitates identification of obscured opportunities and threats.
A good example of this is the approach experts took to tackle a major public health threat. They framed the Problem in larger social context—taking the Dragonfly-eye view—garnering wider support and success. Confronted with a complex social map and a ballooning infection rate, the Problem was tackled by widening its definition. The frame was shifted from a traditional epidemiological transmission model at known hotspots to one where, another affliction of a particular sub-set of the impacted population was targeted because it was more relatable. The major public health threat was made into a sub-set of the larger issue. The solution was implemented in 600 communities and was eventually ascribed with preventing more than 600,000 infections.
Interested in learning more about Problem Solving Mindsets? You can download an editable PowerPoint on Problem Solving Mindsets here on the Flevy documents marketplace.
You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library. FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:
“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”
– Bill Branson, Founder at Strategic Business Architects
“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”
– David Coloma, Consulting Area Manager at Cynertia Consulting
“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”
– Roderick Cameron, Founding Partner at SGFE Ltd
The introduction of emerging, digital technologies has ushered in the Fourth Industrial Revolution. To keep the competitive advantage in this era of Digital Transformation, leveraging contemporary technology is an absolute necessity. Using cutting-edge technology means not just augmenting, but in fact, revamping the whole Quality outlook.
Quality 4.0 is the complimentary Quality approach to the Industry 4.0 era. Quality 4.0 is about transforming and improving Organizational Culture, collaboration, competency, and Leadership Development among other things through the application of technology.
Quality 4.0 is characterized by:
Quality 4.0 is not just about Digitalization, but more importantly about the impact of that Digitalization on Quality technology, processes, and people.
Companies can use the 11 pillars of Quality 4.0 Framework to identify how the existing capabilities and initiatives can be transformed and then educate, plan, and act accordingly. The framework uses the traditional Quality methods to build upon and improve them. The 11 pillars of Quality 4.0 include:
The majority of the companies are still not in a position to take leverage of Quality 4.0. This warrants making investments in improving traditional Quality and bringing themselves in a position where they can spring up to use Quality 4.0 to prepare for the future.
There are strong interrelationships between the pillars of Quality 4.0, and adding new capabilities to certain pillars facilitates new applications on other pillars. Let us delve a little deeper into a few of these pillars
Data and Analytics form the first 2 pillars. Data is key to informed decision making. Most companies are still using fragmented data while the innovating market leaders have progressed to taking leverage of Big Data. Data can be better understood by understanding its 5 components: Volume, Variety, Velocity, Veracity, and Transparency.
Analytics help reveal the insights contained within raw data. Correct metrics are key to uncovering correlations and patterns—meaningful information. Big Data Analytics using Machine Learning and Artificial Intelligence is beneficial if the Analytics Framework—comprising Descriptive, Diagnostic, Predictive, and Prescriptive Analytics—is understood clearly.
Connectivity encompasses the link between Business Information Technology—e.g., Enterprise Quality Management Systems (EQMS), Product Life-cycle Management (PLM), Enterprise Resource Planning—and Operational Technology that is used in Manufacturing, Labs, and Services. Connectivity is achieved through abundant and inexpensive sensors providing real-time feedback from Connected People, products, edge devices, and processes.
Scalability creates uniformity in Quality. It is the ability to harmonize processes, best practices, competencies, and lessons learnt across the organization, be it global. Cloud Computing has played a pivotal role in harnessing scalability by providing Software as a Service (SaaS), Infrastructure as a Service (IaaS), Platform as a Solution (PaaS), and connection of databases.
The reality of the future is Quality 4.0. It is being adopted very swiftly. Those who remain unfamiliar with it or are slow to adopt run the risk of being marginalized very quickly.
Interested in learning more about Quality 4.0? You can download an editable PowerPoint on Quality 4.0 here on the Flevy documents marketplace.
You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library. FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:
“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.”
– Bill Branson, Founder at Strategic Business Architects
“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.”
– David Coloma, Consulting Area Manager at Cynertia Consulting
“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”
– Roderick Cameron, Founding Partner at SGFE Ltd
For Post-merger Integration (PMI) to be successful, it is critical that we have clearly defined, appropriate, and comprehensive roles and responsibilities.
Post-merger Integration is a highly complex process. It requires swift action as well as running the core business activities simultaneously. There is no one-size-fits-all approach to a successful PMI Process. However, careful planning focusing on the strategic objectives of the deal and the identification and capturing of synergies will help maximize deal value.
While it may be a highly complex project, a successful PMI may be achieved and greater deal value can be expected. Right from Day One of PMI, it is already important that the Buyer and Target have the right people in place. The success of the integration project depends on leadership, project management capabilities, and selection of the right personnel to the work in teams/streams.
So, what are the requisite PMI roles and responsibilities? Clearly defined roles and responsibilities are a fundamental factor that can make a big difference between gaining deal success or failure.
The Integration owner, together with the Integration Steering Group plays a critical role in defining the integration path of the organization. In Leadership Development, their role in the First 100 Days is a fundamental factor in achieving success or failure.
The Integration Stream Managers are selected from among the Buyer’s managers. They play a vital role as they are responsible for the development and implementation of detailed plans.
The Integration Stream Managers act as the team builder and introduce the team members to each other. They ensure that the team members have all the information and tools needed for the task. They clarify goals, targets, timetables, reporting, and other important matters relative to the integration. As Integration Stream Managers, they are expected to ensure that everyone in the team understands the goals the same way and is committed to making it happen.
In certain circumstances, it is possible that the Integration Stream Manager may also be Target’s manager. This happens when Target’s manager has specialized knowledge or attributes necessary for the integration.
Undertaking the Post-merger Integration Process the right way can maximize deal value. On the other hand, it can result in the greatest potential loss of value when not done right. Being able to select the right people is the key.
Interested in gaining more understanding of the various Roles and Responsibilities within PMI? You can learn more and download an editable PowerPoint about Post-merger Integration (PMI): Roles & Responsibilities here on the Flevy documents marketplace.
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“Leadership is not about titles, positions, or flowcharts. It is about one life influencing another.” – John C. Maxwell
Many people in a position of authority struggle with their Leadership Presence. They have adopted the kind of persona that they assume a leader is supposed to have: a TED Talk cadence, authoritative body language, studied informality, and a package of carefully curated slides. Yet, in adopting this stance it showed that you are not authentic and people will assume your message is not either.
The biggest challenge of leaders and aspiring leaders is to inspire and motivate people to take the right action on behalf of themselves and the group. This is the challenge of Leadership Development today. Leadership Presence has become the face of today’s leadership. An authentic leader does not mean just “winging it” or saying whatever you feel. Being an authentic leader now requires an ability to transform impulse into insights, articulate these insights to fulfill a purpose, and to build the needed relationship. Authentic leadership must be able to build trust. And an authentic leader must have Leadership Presence.
Leadership Presence is the ability to communicate what needs to be said in a way that inspires people to join their leaders.
Leaders or aspiring leaders at any level must inspire and motivate people so that they can take the right action on behalf of themselves and their group. Hence, it is important that a leader must have a strong presence and not just at conferences but in every interaction. As a leader, every aspect of your presence – your physical self, your intellect, your voice, and your emotions – is intimately bound up with your message.
To have Leadership Presence, a leader needs to inculcate within themselves the 10 Core Principles of Leadership Presence. These are the principles that will enable the authentic leader to raise the bar of excellence when it comes to inspiring and motivating people to reach their greatest potential.
There are 10 Core Principles. Let us take a look at 2 of the 10 Core Principles.
Achieving Leadership Presence takes a conscious effort to change and take command of what is important. Leadership Presence is achieved once we start putting the 10 Core Principles into action. Principle 1 requires recognizing connections among our emotions, reasoning, and actions. We need to work out these elements to be able to improve the overall impact. Getting a coach to help us go through the process will help a lot.
Adapting Principle 2 requires figuring out what we care about and why. We need to think about its connection to our purpose and our listeners. And once we do this, we need to commit to it wholeheartedly.
Once we learn Principles 3 to 10, this will further sharpen our leadership capability and build within us the ability to establish a unique sense of Leadership that is unique, authentic, and inspiring.
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Organizations are continually searching for innovative ways of enhancing competitiveness. This is brought about by evolving external factors such as changing demographics, globalization, and technology. Because of changing dynamics, it has required managers to rapidly rethink and retool their organizational management strategies.
Coming up with the appropriate strategies calls for an increasing need for organizational diagnosis in developing and maintaining a competitive advantage. Researchers believe that in conducting organizational diagnosis, organizational effectiveness must be viewed from a systems perspective using a multidimensional approach in assessing the factors affecting enterprise performance management.
At this point wherein the role of organizational climate in business performance has become significant, there is a need for a business model that is most influential. To date, the Burke-Litwin Change Model is the best known and most influential model suitable when it comes to organizational climate.
The Burke-Litwin Change Model is seen as a conceptual framework that can best describe the relationships between different features of the organization, as well as its context and effectiveness.
According to Burke and Litwin (1992), Change Management models are not meant to be prescriptive. They are meant to provide a means to diagnose, plan, and manage change. Using the Burke-Litwin Change Model will provide organizations an effective diagnostic tool to improve overall organizational performance. It is a useful model for understanding the organizational change process.
The Burke-Litwin Change Model, as a change management tool, assumes 12 organizational elements that determine a change within an organization.
The 12 key drivers of the Burke-Litwin Change Model interact with and affect each other. The change in the 12 key drivers brings about a series of changes in the structure, practices, and the system of the organization.
The 12 key drivers have been organized based on their specific roles within the organization.
Input.
Throughput: Transformational Drivers. Transformational Drivers are those that make up the fundamental structure of an organization. It relates to the organization as a whole. There are 3 Transformational Drivers.
The 3 key drivers have over-riding importance of dealing with a change that is intended to share up “the way things are done around here.”
Throughput: Transactional Drivers
Transactional drivers are drivers that are more easily changed, but rarely have the same kind of impact on organization-wide performance. This concerns daily activities that take place in organizations and their mutual cohesion. There are 7 Transactional Drivers.
The Transactional Drivers can affect performance. However, performance can only be long-lasting if these key drivers are aligned. The 7 key drivers are critical in their role of supporting the change process.
Output
Individual and Organizational Performance is the 12th key driver. It is the outcome of the change.
The only thing that is constant is change. As output changes, so does the input and the factors of change. Individual and Organizational Performance is the measure of the effectiveness of the change. It measures the performance levels of both the individual employee and on the departmental and organizational level.
Individual and Organizational Performance can be measured on the basis of turnover, productivity, quality requirements, efficiency, and customer satisfaction. This is the key driver that impacts on the external environment.
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Business Process Reengineering (BPR) can be a great success but it can also be a great failure.
After months or years of careful redesign, organizations can achieve dramatic improvements in individual processes. However, a paradoxical outcome has become almost a commonplace. Organizations suddenly find themselves watching the overall results decline. Process costs were reduced by 34% yet operating income stalls. Claims process time cut by 44% yet profits drop. It seems that organizations are squandering management attention and other resources on projects that look like winners but fail to produce bottom-line results for the business unit as a whole.
Reengineering can actually deliver revolutionary process improvements and many organizations have been undertaking major reengineering effort. However, like any major change program, a reengineering project can produce lasting results only if it is designed and implemented the right way.
BPR implementation is a series of waves that can wash over the organization for years, leaving a system for continuous improvement. It must be undertaken with a clean slate approach to process design. Only then can companies avoid a classic reengineering pitfall of focusing on fixing the status quo.
Implementation of the Business Process Reengineering requires that new infrastructures are planned and built to support this Business Transformation. The full commitment of senior executives on its redesign and implementation must also be present to ensure the success of the reengineering project.
It is essential that organizations have a good understanding of the success factors, as well as root causes of failure. While reengineering projects can succeed, it can also fail. There are 4 practices that are the most damaging.
The root causes of failure remain a challenge for organizations. These are 4 causes they must watch out for to achieve a successful BPR implementation.
BPR implementation requires a small group format where employees can give feedback and air their concerns. This may be time-consuming but it is important. In fact, organizations must create a comprehensive communication program that uses a variety of methods of communication. When this is undertaken, the chances of succeeding during the BPR implementation is high.
BPR implementation is most crucial. Hence, organizations must have a keen eye, as well as strong leadership development and commitment, to pursue it despite its challenges. BPR implementation is a series of waves that can wash over the organization for years. Hence, a system of continuous improvement must be in place.
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A company can have a team of skilled, talented, and educated professionals where each team member has relevant training and experience, a good attitude, and a solid work ethic. Members of the team get along well with each other. When you put all these together, you get to achieve results. The team gets to deliver high-quality projects on time and to spec.
However, the problem is the pieces do not always fall into place.
One teammate promises to deliver and then doesn’t. Deadlines are forgotten, meetings are being missed, and important communications being misplaced. We even lose track of our to-dos. As a result, when one person fumbles, the whole team scrambles. This leads to failed projects, frustrated teammates, and financial losses.
A total of 1,160 professionals were interviewed on how individual performance can affect team productivity within the organization. Ninety-four percent of those interviewed revealed that at least one teammate frequently misses deadlines, 85% said that at least one teammate appears busy but fails to complete tasks on time, and 91% said that at least one teammate spends too much time on unimportant tasks. Significantly, the study showed that 9 out of 10 professionals interviewed revealed that when one team commits any of these blunders, the team and organization suffer.
People come to the workplace with various skill sets and backgrounds. They know how to navigate the application, develop programs, oversee communications, manage resources, devise strategies, or lead people. Yet, only a few are well versed in workflow management or even had formal training on it. Yet, nobody gets a degree in Workplace Productivity.
Results of a McKinsey Research showed that knowledge and skills cannot make up for low poor productivity practices that can affect morale and results. Expertise is how people work. Effectiveness is what they can do. There is a key difference between the two.
Expertise can refer to people who have good intentions and rich technical backgrounds while effectiveness is the inability to manage workload. Based on the research, as a person’s roles and responsibilities increase, productivity begins to fall. To thrive in a world of endless tasks and inputs, it is essential that key productivity practices are developed.
In how work is done, even small fumbles have a huge impact. With key Workplace Productivity practices, organizations can move to be smart and strategic.
Taking on each of the productivity practices can deliver a great impact on organizations.
Organizations will always have top performers as well as average performers. What is important is the ability of organizations to develop their people into top performers. Having a good mastery of the key productivity practices can boost productivity to a high level despite multiple roles and responsibilities. This is also essential in Leadership Development.
Beyond these practices to improve personal productivity, a company can also adopt some Lean Workplace Productivity methodologies, such as Visual Management and 5S for the Office.
Interested in gaining more understanding of Workplace Productivity practices? You can learn more and download an editable PowerPoint of our Workplace Productivity Primer here on the Flevy documents marketplace.
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