Business Success Is a Function of the Mindset - The Value of Change

Introduction

The death of Steve Jobs exposed us all to so much information about what drove his leadership style. From the general discussions that flowed after his death, one can discern that visionary leaders like have certain characteristics in common, irrespective of the diverse industries, personal background and business style.

In business schools, one learns about the significance of change as a catalyst for business growth and success. Therefore, it may not be too difficult to convince business owners and managers about the positive values of change; yet, experience tells us that the practical aspects of evidencing the adoption of change as a business philosophy can be difficult to demonstrate in most businesses. This is more so with small businesses where the owner/leader is actively involved in the production processes giving him/her little room to reflect purely on supposedly routine administrative functions.

Developing a Culture of Continuous Improvement

Introduction

This article provides an overview of organisational culture, how it is formed and the practical actions that can be taken to understand and shape it. The prevailing culture of an organisation has a major impact on its ability to react to changes in market forces, develop innovative new services and products or adopt more efficient practices and processes. We have written this paper for managers within a wide range of organisations who are looking for practical advice and information to help them create an environment that will enable them to successfully adopt improvement methodologies such as Lean, Six Sigma and Continuous Improvement.

A Definition of Organisational Culture

An organisation's culture comprises all of the values, beliefs, assumptions, principles, myths, legends and norms that define how individuals and groups of people think, make decisions and perform. 

Your Business' Operational Brand

When we decide to make improvements to our business, the number of options available to us can seem overwhelming. Anyone who has looked into the Lean Transformation toolbox will remember how they felt when they first saw the full range of methods and techniques. However, there is a very simple way of deciding which tools will work best and that is to ask yourself whether the way your business operates lives up to the brand you have designed for it and the image you wish to project to your customers. To put this into perspective let me tell you briefly about some work I did with one of my clients. They were under pressure from their customers to improve their performance, particularly with respect to on time deliveries, and were about to embark in some Value Stream Mapping activities. At the point that I came to support the business there was already a long shopping list of methods, problems and potential improvements available for review. The problem was that after some analysis they were now stuck deciding on the most effective course of action.

Change Readiness As Currency

There are many different kinds of currency, but they all do the same thing - they can be exchanged for something else. Money is the item we most commonly think of as currency, but there are others. Frequent flyer points or rewards programs are a kind of currency, allowing you to exchange points for travel or goods.

The education sector has its own kind of currency. In Australia, students in their final year of high school sit for exams and receive a ranking. The higher a student is ranked the more choices they have in university courses. Their ranking is a kind of currency they can use to 'buy' their way into particular courses.

The change process, too, has its own currency; and that currency is change readiness. People with readiness in abundance have the ability to take up all sorts of opportunities and adapt to circumstances in their environment much easier than those who really struggle with change. Their readiness is a kind of currency that allows them to capitalise on opportunities and to adapt and innovate.

Why the Turnaround Failed: Former Hostess Brands Executive

We're witnessing the last rasping breaths of Hostess Brands, the national baking company in which I briefly held a senior position. For years, the company has been one of the living dead, just like the hordes in Zombieland, a movie that celebrated Twinkies' iconic status. Now the end is certain, and it's sad because it didn't have to happen. You see, long ago Hostess lost touch with its greatest asset, its people.

In 2010 I joined the Hostess turnaround team as SVP and General Manager of the Atlantic Business Unit. My mission was to start delivering bottom-line profit through a route delivery organization nearly one thousand strong, from central Virginia to Florida. As I had done many times as a soft drink bottler, I launched the sales transformation by getting close to customers through our employees. I conducted countless depot meetings and ride-alongs.

Here's an epiphany conversation with one of our route salesmen; I'll call him John. John was in his fifties. Like many of our employees, he had been with Hostess a long time. 

Why Renting Plastic Packing Crates Is the Best Solution for a Business Move or Reorganisation

The number of cardboard boxes required would be difficult to estimate and therefore to budget for. Heavier items are best packed in smaller boxes, which would make them easier to lift, so a variety of box sizes would need to be considered. Cardboard boxes are typically supplied flat-packed, so time is wasted assembling and sealing boxes. Cardboard boxes vary in their strength and durability, and are broadly available in a single or double walled construction. Double walled construction offers the most strength but even then if boxes are exposed to moisture or excessive pressure they become weakened.

Plastic packing crates are manufactured from tough polypropylene, which makes them exceptionally robust and secure. They are specifically designed to hold and protect the items within them, so the risk of damage to contents is minimised. Most removal crates come in lidded varieties which means they are weatherproof and can be securely sealed.

How Can the Role of Leadership Be Best Understood in Organizational Change?

Leadership as the Head

The Head offerr a prescriptive long-range strategic framing of the role of leadership in organisational change, common in bureaucratic approaches to organisational theory. The Head may take a normative re-educative approach influencing bodily reactions to stimuli; asserting power with mind over matter to affect change in a power-coercive approach; or making decisions to improve the wellbeing of the body to perform better by employing an empirical-rational leadership approach.

In this context the role of leadership relies heavily on the bureaucratic position, political power, authority and an implicit assumption that all change is a result of a planned change strategy, whether continuous or episodic. It also assumes that it is driven from the top in a linear way influencing how the Body responds. 

What Are You Assuming: Stability or Change?

Sometimes situations can be so difficult and unpleasant that we long for change - it can't come fast enough. At other times, we are perfectly happy in our circumstances and wish things would never change. But whether we regard time as our friend or foe, things inevitably change.

We all face the same reality of change, but some handle it better than others. How well we handle it has less to do with our external circumstances and more to do with what goes on inside of us - the attitudes, assumptions, and resources we bring to the circumstances we face.

Take assumptions as an example. Traditionally, the holy trinity of management has been control, organise, and plan. What assumptions lie beneath this well-trodden surface? The assumption is that we can control, organise and plan. And that we can predict what will happen in the future so we know what to control, organise, and plan. And that we will continue to have the knowledge and skills in the future to handle whatever the future brings.

Have Trainers Really Grasped the Importance of Training Transfer?

Introduction

Trainers face pressure to demonstrate that training delivers the desired skills, knowledge and behaviours required to enable the organisation to improve its performance. Transfer demonstrates the effectiveness of a training programme and is important because, it is believed that there is a relationship between improving employee capability and achieving competitive advantage.

Training spend in the UK is approximately £23.5bn per year. Stakeholders want a return on investment (ROI) from the training delivered. However, the 2011 CIPD Survey found only 28% of organisations measure ROI and conduct a cost/benefit analysis.

Definitions and Meanings

A review of research offered a number of definitions regarding transfer:

3 Simple Ways to Positively and Profitably Change Your Business

I watched a sandpiper scurrying around the beach looking for something to eat. At least that's what I thought he was doing. But he used most of his time and energy to chase away other birds. If another sandpiper approached his territory, he quickly ran over to chase him off. Then another bird invaded the opposite end of his area and he was off to chase her away. Back and forth that little bird ran, spending virtually no time eating and all his energy chasing away the competition.

Do you spend most of your daily energy at work defending your familiar turf, chasing away change like this paranoid sandpiper?

If you do, you'll quickly starve to death in this economy.