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Many Organizations Lack Resilience Practices

13 Mayıs 2016 Yazar: admin Yorum Yap

Many Organizations Lack Resilience Practices

Despite overwhelming agreement that resilience is a priority for their organizations and indispensable for long-term growth, less than one-third of global business leaders surveyed last year by the by the British Standards Institution (BSI) said they believed their firms have fully embedded resilience practices. Less than half of those same business leaders said they expect their firms to have fully embedded resilience practices within three years.

Achieving the resilience to survive and prosper in the long-term is held back by a lack of skills and knowledge, insuffi cient leadership commitment and short-term fi nancial considerations, according to the report titled “Organizational Resilience: Building an Enduring Enterprise.”

The report, citing British Standard 65000—Guidance for Organizational Resilience, defines organizational resilience as “the ability of an organization to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper.”

Many Organizations Lack Resilience Practices

The report identifies six key features of resilient organizations:

A proactive approach—a willingness to adapt before being forced to.
Dynamic leadership—support from the top of an organization (from the CEO down) to embed a process.
Responsiveness to change—a willingness to listen to market needs.
A strong corporate culture—holistic inclusion and recognition of everyone’s responsibility and contribution to the business.
Keeping focused—possessing a clear vision, purpose and identity.
A long-term view—not responding solely to short-term fi nancial goals.

“The apparent gap between the intention and action in companies’ approach toward resilience suggests that businesses are facing a host of challenges in embedding resilience in a changing and volatile marketplace,” said Victoria Tuomisto of BSI’s economist intelligence unit and the report’s editor. “These, in turn, will be different for every company,” Tuomisto said, “But a resilient organization by defi nition is one that is constantly shifting and adapting. There is no ‘fi nish line’ when it comes to implementing a culture of resilience.”

Source, QP April 2016

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12 Mayıs 2016 Yazar: admin Yorum Yap

How to Manage Time

Being busy is a form of laziness—lazy thinking and indiscriminate

action.

Being overwhelmed is often as unproductive as doing nothing, and is far more unpleasant. Being selective—doing less—is the path of the productive. Focus on the important few and ignore the rest.

It’s easy to get caught in a flood of minutiae, and the key to not feeling rushed is remembering that lack of time is actually lack of priorities. Take time to stop and smell the roses, or—in this case— to count the pea pods.

Doing something unimportant well does not make it important.
Requiring a lot of time does not make a task important.

How to Manage Time

Pareto’s Law is a key for time management.

“Pareto’s Law” “80/20 Principle.”

80% of the outputs result from 20% of the inputs.

80% of the consequences flow from 20% of the causes. 80% of the results come from 20% of the effort and time. 80% of company profits come from 20% of the products and customers. 80% of all stock market gains are realized by 20% of the investors and 20% of an individual portfolio. The list is infinitely long and diverse, and the ratio is often skewed even more severely: 90/10, 95/5, and 99/1 are not uncommon, but the minimum ratio to seek is 80/20.

How to Manage Time

There are two synergistic approaches for increasing productivity that are inversions of each other:

Limit tasks to the important to shorten work time (80/20).
Shorten work time to limit tasks to the important (Parkinson’s

Law).

Source The 4 Hour Work Week by Tim Ferris

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11 Mayıs 2016 Yazar: admin Yorum Yap

Hoshin Kanri Method

To overcome fi refi ghting routines and more effectively deploy strategic plans, many

organizations use the hoshin kanri method and X matrix tool.

These help better align organizations’ long and short-term objectives, prioritize projects, and

fulfi ll their visions faster with a more organized and focused staff. Hoshin kanri is a simple and quick method of strategic planning and deployment that can break this cycle. The method adds focus, clarity and efficiency to an organization’s daily routine. It also can drive performance excellence, increase customer satisfaction and produce higher levels of margins and revenue.

Some Japanese organizations are known for producing 100-year plans. The Toyota Production System’s philosophy is to base management decisions on longterm objectives, even at the expense of short-term financial goals.4 American organizations must start applying long-term thinking to plan for greatness, and it doesn’t happen overnight.

Steps for deployement;

Develop the organization’s strategic intent: mission, vision and strategies
Develop the vital few long and short-term objectives
Define the breakthrough opportunities that will deliver the objectives
Determine the metrics and resources that align to the strategy
Show relationships or alignment in the X matrix:
Review matrix and play catchball
Cascade strategy to next level of management
Develop your execution plans (Resource plan, Project plan, Communication plan, Risk plans, Accountability plan, Metrics plan)

Counter-clockwise flow of strategy matrix

Adding initiatives and resources to the X matrix

Following steps are also impotant;

Instilling discipline and setting staff expectations
Gaining buy-in at all levels for accountability
Staying focused on critical objectives and initiatives

Source QP April 2016

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10 Mayıs 2016 Yazar: admin Yorum Yap

Understanding and Harnessing Multigenerational Talent

AROUND THE WORLD, employers are facing a generationally complex workforce.

More millennials are entering the job market even stepping into management as baby

boomers retire and organizations must contend with potential confl icts between older

workers and younger bosses.

Shifting generational landscapes

Statement one:

“Baby Boomers feel that younger employees don’t respect their experience.”

About 55% of respondents strongly agreed or agreed that baby boomers get little-to-no respect from younger workers.

Statement two:

“Millennial employees have poor work ethics compared to older employees.”

Around 50% disagreed or strongly disagreed versus 37.5% who agreed or strongly agreed that millennials have poor work habits.

Statement three:

“Leaders need to be more creative in communication when managing multiple multiple generations.” According to nearly all respondents almost 92% managing multiple generations requires a creative approach to communication.

Statement four:

“Younger employees feel that older generations are often resistant to change.”

Most respondents held the opinion that older generations are set in their ways and tend to resist change or different ways of doing things. Around 81% strongly

agreed or agreed versus about 20% of respondents who disagreed or strongly disagreed.

Statement five:

“Younger generations will stay longer if coached by a mentor in an organization.”

The majority of those surveyed believed coaching and mentoring could prevent unwanted turnover among younger employees. Almost 75% strongly agreed or

agreed, while roughly 9% of respondents disagreed or strongly disagreed.

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