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culture

This category contains 6 posts

Flattening the Organization- Probably Not the Answer

One of the reasons often given for eliminating layers of management is that managers get in the way and slow down processes. Although often true, eliminating layers is not necessarily addressing the root cause of the problem. The company can benefit more by understanding why its leadership is ineffective and its processes and systems are slow, rather than assuming it is because of excessive layers. Continue reading

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Driving Improvement Through Systems Thinking

The more people learn the connections the components have with each other to achieve the overall business objectives, the easier it will be to see the problems and set improvement targets based on reality rather than gut feel. Continue reading

Short-Term vs Long-Term: They Both Matter

Over the years, I have found many organizations the lack the ability to effectively balance short-term pressures with long-term improvement. The situation causes frustration in people because, in the end, the short-term virtually always wins while the focus on the long-term suffers. There are a number of reasons for a tendency toward short-term thinking. First of all, people tend to be measured and rewarded based on achieving current year targets much more than long-term improvements.  Another factor driving a short-term focus is the targets are right … Continue reading

No Systems Thinking in Trump’s Plans

Another difficult to quantify consequence of significant tariff increases is the effect on developing nations that rely on access to the U.S. market to continue growing. The administration wants to build a wall along the U.S.-Mexican border to keep people from crossing into the U.S. illegally. Since many of those coming into the U.S. from Latin America do so for economic reasons, raising tariffs and pressuring manufacturers to scrap foreign factories to build in the U.S. will result in lost jobs and other problems for those countries. It seems logical then, that this action could actually increase the number of people attempting to cross into the U.S. to escape poverty. Continue reading

Identifying Proper Leading Metrics

The problems people have related to identifying leading metrics often result from failing to connect the effort to problem-solving. Attempting to determine the proper leading metrics in isolation from problem-solving often leads to frustration and wasted effort in creating and maintaining the measures, and a lack of clarity in understanding how to improve performance of lagging metrics. Continue reading

What’s Your Culture?

Most leaders today appreciate the strong connection between culture and performance. Understanding the importance and actually doing something about it, however, are two different things. Culture is generally considered one of those softer issues that is difficult to change. Because of this, many leaders either ignore it or attempt to drive small, less formal adjustments hoping that things will change for the better. Continue reading