General ignorance:: accident or design?


The PROFESSIONAL-NOVICE DIVIDE is something that I have touched upon before, when dealing with “Hierarchies of Understanding” and “The difference between knowledge and understanding”. But, from the evidence of what I have seen in my own industry [insurance] – like wider Society – the gap between the haves and the have-nots, is, if not widening, then certainly not closing! This isn’t only detrimental to current stakeholders and shareholders…

  • job satisfaction
  • employee retention
  • effectiveness and efficiency
  • errors and omissions
  • management and performance
  • governance and compliance
  • profitability
  • resilience and sustainability

…but to those that follow.

I’m sure that there are those conspiracy theorists who would suggest that this is no accident. But I’m not so sure. Although I could be easily persuaded that leaders of the prevailing culture – some of whom view technology, like financial rewards, only in terms of what short term benefits it brings them and their business – still view humans and technology within organisations as separate entities.

How can they be? They are interdependent components in the processes of a business system that has been created to perform a range of functions from which the organisation generates revenue, the means to sustain the enterprise and (hopefully) profit.

This kind of thinking is holding many organisations back!

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Who ever doubted that happy employees were key to success?


image

When you ask the question like that it seems preposterous that there are any employers out there who actually ever thought “differently”!?

Even more bizarre when you realise that some prominent companies in the insurance industry (particularly brokers focused on growth…at any cost) prefer to continue to ignore the detrimental impact upon their business – of a "bad" culture or environment – preferring instead to “blame” employees if/when they don’t “buy-in” to flawed strategies or a Corporate Culture that is more about “the model” that it ever was about “the customer”.

The tell-tale signs are there for all to see: low morale; high staff turnover; high growth targets; focus on price, sales and marketing; low renewal retention, etc.

Give employees freedom within a framework to improve the customer experience

There aren’t too many “happy employees” within organisations driven by Greed, Fear & Ego and if employers don’t recognise the contribution of their own staff to the success of the operation, it really doesn’t bode well for how the company’s “leaders” treat their customers and other stakeholders! 

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The Seven Habits of Spectacularly Unsuccessful Executives – Forbes


Do yourself, your family, industry and society a favour…if your boss or senior executives at your company exhibit several of these traits, now is the time to start looking for a new job.

The Seven Habits of Spectacularly Unsuccessful Executives – Forbes.

SWOT analyses: Complex “heart” surgery can’t take months


It doesn’t matter whether it is a business YOU have built from scratch over many years; if it is a business turnaround; introducing Enterprise Risk Management; Corporate Process Management; Operational review, etc. getting to the heart of a complex business is a notoriously slow, painful and potentially costly process.

Financial data will provide little, as it is probably the reason why an exercise is being undertaken!

Qualitative feedback comes with a “tainted” perspective – whether top down or bottom-up – and can say more about the scale of the problem than it does about its nature.

Silos can be difficult to “get inside” or break down.

Buy-in is a whole different ball-game!!!

CHANGE MANAGEMENT ain’t easy and “time is money” that, often, can be ill-afforded.

One sure-fire way of getting insight, that is otherwise unavailable and provides an objective [100% quantitative] is a Complexity Analysis from Ontonix.

SO, if someone tells you “all I want is the best for the business” and that they, their role or their division “…are part of the solution, not the problem” you can test that out by mapping the interdependencies, strengths and weaknesses within the organisation.

Once you measure the health of the system you have a basis for sound, verifiable, decisions that are geared to maintaining, managing or improving the health of the business for its stakeholders.

WITHOUT measurement the complexity of the organisation may be compounded by that of the task: rendering projected timescales, improvements, savings and meaningful (sustainable) change, ineffective OR able, only to be assessed in terms of random outcomes…pot luck!

Good luck with that!

However, if you want to eliminate as much of the uncertainty and risk from these processes as is possible, I would be happy to hear from you. The Ontonix technology is unique: rigorously tested; reliable; effective; quantifiable; verifiable and, depending upon the size of the task, considerably cheaper that deploying a competent person.

Quantitative SWOT analysis Most people in business will have had, at least, a “brush” with an analysis of: STRENGTHS; WEAKNESSES; OPPORTUNITIES; THREATS (SWOT). Done properly, it can be a very useful tool. It can bring focus to key issues for the business to consider, can contribute much to strategic planning, change management and, even, negotiations…EVEN THOUGH, WHEN CARRIED OUT IN-HOUSE, IT IS SUBJECTIVE AND QUALITATIVE! Imagine how POWERFUL it would be if it was: OBJ … Read More

via Get “fit for randomness” [with Ontonix UK]

NHS: Faith Healer required


NHS logo

Image via Wikipedia

Thankfully I don’t work within NHS. I have enormous respect and sympathy those people working hard to maintain the level of frontline services that an increasingly “sick” UK society needs.

But I cannot avoid the obvious conclusion that, contrary to what is reported below, the NHS is and has been for some time on, financial, life support. It isn’t “clinically dead” but it is and will continue to be too frail to operate on for as long as treatment is limited to treating symptoms and managing pain…

The NHS could reach “breaking point” within the next few years due to increasing demands on services, senior doctors have warned. The UK’s Royal College of Physicians said that financial pressures may mean junior doctors are not given training posts within the NHS, while the overall number of places at medical school could also drop. At the same time, their report said that medical services across the UK were facing extra burdens including limits on how many hours doctors can work, more hospital admissions and people living longer than ever before.

The doctors warned that services dedicated to looking after very ill people were facing particular strain. About 3,800 NHS jobs are set to go this year across Scotland, but unions have warned that relying on staff turnover to reduce numbers means some vital staff risk not being replaced. The latest warnings came in the annual census of members by the Federation of the Royal Colleges of Physicians (RCP) of the UK, which includes the organisations in Glasgow and Edinburgh. (Scotsman page 2,