John Seddon [video]:: Target Obsession Disorder laid bare.


John Seddon explains why targets make organisations worse and controlling costs makes costs higher. If you’re in management or in executive leadership you desperately need to watch this and know it, understand it and listen to it. For the benefit of yourself, those around you and those that interact with you business.

John breaks out why targets make organisations worse and controlling, or managing costs, actually makes them higher. He explains, in a rather entertaining way, why the public sector along with the private sector is doing horribly compared to what they should be doing…a bi-product of  ‘conventional ignorance’.

This elegant dissection of the organisational madness that pervades our culture was given at the 2009 conference of the Human Givens Institute.

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Business & Risk Management:: redefining ‘steps to success’


English: This is a visual, organizational map ...

English: This is a visual, organizational map of complex systems broken into seven sub-groups. (Photo credit: Wikipedia)

You may fully understand the products and services that your business supplies, even: how it operates – it’s many complex processes; who it’s key personnel, suppliers and customers are; it’s finances; be ‘sensitised’ to the early signs of (ever-present) opportunities and threats in the marketplace and; be well practised in the application of the tools and techniques of management BUT, here is the bad news: ALL OF THAT MAY STILL NOT BE ENOUGH, particularly if underlying theories or organisational structure are sources of unidentified and (therefore) unmanaged risk!!!

I have written plenty on the subject in an effort to convey the message that each business is wasting valuable resources to treat the symptoms of what WE have created and keep adding to [unintended consequences] at an ever-increasing pace whilst failing to address the root cause.

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Tips for Transformation – D.E.D.I.C.A.T.I.O.N. is what you need!


Tipping PointThe following is a mere extract from an excellent article that, literally, spells out THE messages that successful ‘Business Leaders’ of the future are already heeding.

Whilst others, instead of acknowledging the flaws and failures of conventional ‘wisdom’, remain trapped by the engrained-thinking of the prevailing culture, more enlightened leaders are happy to ‘exploit’ the competitive advantage presented to them.

Learning lessons from nature has never been more important…

More great work Giles. Thanks

The ‘new norm’ of turbulence in business requires a shift in conventional management thinking from over-reliance on top-down, hierarchical, risk-based approaches to managing within complexity.  Managing within complexity juggles and combines varying styles and techniques. It encourages bottom-up emergence to flourish; establishing an all-pervasive values-led work ethic while guiding and coaching.

via Ten Top Tips for Transformation.


David G Wilson:

The most effective, and sustainable, way to facilitate organizational change is to focus on improving business processes. Especially, key processes like R&D portfolio selection, product design and development, manufacturing, marketing and sales, and fulfilment strategy. If we get these processes right then the right culture and the right people will follow. Process is driven directly by business and customer needs. Culture and behaviour follow process.

Originally posted on Baker Street Publishing:

The consulting firm Booz Allen Hamilton has published a wonderful collection of articles on culture titled, Don’t Blame Your Culture: Instead, make the most of it for raising your company’s performance.  Jon Katzenbach is one of the leading authors.  He is a respected 50 year veteran of the organizational change wars.  See the video below.  I recommend the collection to decision coaches.   The collection is offered for mobile apps, e.g., iPhone, iPad, Android devices, etc.

I’ve learned from experience that there are four levers that a CEO can work with to change an enterprise: the people, the organization chart, process, and culture.    The organization chart is easy to change so we see lots of CEO’s try that.  It is also relatively easy for a CEO to change people.  Some CEO’s are even foolhardy enough to make a direct attack on culture.   Most of these change…

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Quite simply the most enlightened presentation EVER!


This isn’t just about ‘you’ as an individual it is about you, or in reality, us or WE, as social beings in every environment! Superb lessons in life for anyone willing and able to unlearn, learn and re-learn…it’s never too late!

I’m not trying to sell anybody anything, have no reason to promote this presentation and I’m not a ‘this will change your life’ kinda guy, but there is enough here to challenge what too many people don’t or haven’t even questioned and really should.

The Start-up of You

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