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Challenges to Success by Role:: |
OPERATIONAL |
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STRATEGY |
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LEADERSHIP
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 Enquiry
handling staff's understanding of how value is delivered
is critical: they are the interface through which
beneficiaries first experience your services.
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It is too easy
to be distracted by the past, it is better to focus on
what is actually happening now and to meter this with
well developed foresight.
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Effective
forecasting can be as important as success itself: it is
therefore necessary to understand what success means to
those who inform your thinking.
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Listening
to operational staff is a
critical success factor. They
are often closer to the
opportunities and threats
affecting success.
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Small changes
in customer satisfaction can have a significant impact on
the success of any strategy.
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Identifying
and primarily rewarding interlinked success factors, and
common views of success will reduce the risk of failure.
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Linking supply activities to
demand forecasts, and
rewarding accuracy in this
area can assist you to avoid negative
cashflow
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Without
foresight, visions and focus will not deliver success.
Foresight can be purchased but it is better to inspire,
recognise and reward foresight in your staff.
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Regular
brainstorming sessions between managers staff will
significantly increase your understanding of the real risks facing your
organisation.
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Do not assume
that subordinates will do what you plan. Lack of ownership of plans
by those asked to deliver them frequently dilutes the value
of any investment in
implementing a plan.
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Understanding what is
working for your nearest
competitor, and what is not, should inform 50% of your
strategy.
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Balancing
of interconnected budgets is not a paper exercise.
The implications on individual success need to be
realised if success is to be maintained.
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Demonstrating effectiveness
is too often seen a resource burden, and is seldom
rewarded as a mechanism of highlighting individual contributions to success.
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The use of long
term framework contracting is increasing the need for
strong partnerships. The challenge is to know
when to sell direct and when to
partner.
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It is better to
deploy internal Mentors for key staff than incur the cost of
replacing staff.
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Multi-level contact is key
to effective account management.
The challenge is often the need to engender effective peer-to-peer
contact between you an those you seek to serve.
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Capitalising
on the innovative activity of your suppliers, or
assimilating their effective practices into your own is
crucial: before your customers by-pass you and engage your
suppliers directly.
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Stakeholders must align their Director's goals to
company-wide goals or planned investment will fail to
deliver expected returns.
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Becoming lean is a
journey. There is no “one size
fits all” approach. It is better to start the journey
with some simple measures that to try and implement all
aspects of lean straight away.
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Organisational
change programmes are notoriously difficult to run if
individuals cannot independently align their own views
of success to that of the organisation they serve
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Boards and management
teams no not know, what
they do not know.
Leaders need to make effective use on interim non-exec
directors,
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