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Atricle Dump - Realising Improvement & Transforming Perceptions
I have been in recruitment for over 15 years and am a true believer in the use of good technology within the recruitment process. This has led me to make it a mission to keep informed of what resources are being developed and made available on the technology front within recruitment.I have therefore conducted continuous and extensive research in this area and have been involved in developing software and tools specific to our industry.This brings me to an interesting topic which has come up time and time again during my research and discussions with numerous recruiters, I am sure all recruiters have discussed this in length and with much passion at some time. The replacement of recruiters and the recruitment process by technology!I have heard from some clients as well as recruiters that some feel our days are numbered, as technology, for example on-line job portals / boards, both general and in-house developed will soon replace us.These are my thoughts and findings on this issue: Technology is fantastic! A great resource for Recruiters and should be embraced with open arms. Many recruiters are afraid of technology, they would still prefer to work with flip cards and say that anyone using technology is not a "Real Recruiter"!My experience is: ignore technology and "Real Recruiter" or not your business is doomed
Often the coordination of cross-partner/team activity is poor or the issues between partners or teams are not addressed until the problems reach such a level that they cannot be resolved because of a fundamental breakdown of trust.
Being clear about who needs to be involved and engaged from the beginning, and what level of authority each will have is essential to preventing downstream problems with relationships.
R2P2 - Improvement Success
What will hopefully have become apparent as we have reviewed R2P2 (Risk Management, Resources, Process Improvement and Partnership Management) is that there is a high level of inter-dependence between them.
Making the Switch to the R2P2
What we have attempted to show is how success in managing effective projects and achieving sustainable organisational improvements relies on the successful combination of Risk Management, Process Improvement, and Partnership working with the Resources. Our top 10 recommendations for achieving organisational success in any improvement programme are:
Ten Recommendations
for achieving organisational success in your improvement programmes.
1. Scope what you are trying to achieve very clearly and identify what risks you might encounter, the partnerships involved, the resources you will need and the actions you will take. Remember effective risk management is about taking risks, not just minimising them.
2. Look at the project or improvement project on the basis of an ‘End to End’ review (using processes like Value Stream Analysis) so that you can identify effective improvement and simultaneously understand the risks and impact of these improvements.
3. From the beginning, engage and inspire people (including partners) to participate in the process and then empower them to do so.
4. Having determined the ‘End
If you are a sole-proprietor, you may have wondered about the Owner’s Draw account and how it works. I’ll try to explain it in a way that makes sense to people who use QuickBooks.Owner’s Equity, Owner’s Investment, and Owner’s Draw - DefinedIf you open the Chart of Accounts in QuickBooks, scroll down to the Equity accounts – normally about half way down. You may see one or more of these names: Owner’s Equity, Owner’s Investment, or Owner’s Draw. To make it easier to understand, we’ll say, for now, that the above terms are synonymous. Some accountants reading this may not agree, but I think for anybody who doesn’t understand what they mean, it’s easier to understand them if we use the terms interchangeably.Here’s what I want you to know about the above terms: they all represent the amount of personal money the owner has put into, and taken out of, the business. Notice the emphasis on the word personal - this means money generated outside of the business' activities.Whatever the name, if it has a positive balance, this represents the sum total of personal money you’ve put into the business. If it has a negative balance, this represents the sum total of personal money you have removed from the business.How much money can I draw out of the business for personal expenses? Is there a limit? Do I pay taxes on
Many organisations, when driving a business improvement programme, forget about the management of associated risks, or when implementing risk management do not realise the impact of the controls they put in place on the efficiency of their operations. It also needs to be recognised that both achieving process improvement and managing risk are, to some extent, dependant on factors the organisation can directly influence, namely:
This article is a “thought piece” which explores the interrelationship between these two “Rs” (“Risk Management” and “Resources”) and two “Ps” (“Process” and “Partnerships”).
“R2P2”
Changing Perceptions
There is a growing realisation, particularly amongst larger organisations, that Risk Management has much more to offer than simply being a mechanism for regulatory compliance. It supports the effective management of the full cross section of risks the organisation is exposed to (for example operational, financial, reputation, safety and environmental risks) and when handled effectively, Risk Management can contribute significantly to organisational improvement.
Improvement techniques such as Lean and Six Sigma are currently popular in both the public and private sector in supporting the realisation of organisational improvement. When handled well they can help to improve organisational effectiveness but can also unintentionally introduce risks into an organisation or its value chain and because of this there is a growing realisation that the promise of improvement is often far removed from the reality of achievement.
Aligned with the issue of making effective use of Risk Management and ensuring that the Process Improvement activities are applied effectively is the need to develop and manage effective relationships between teams, groups and organisations and also to ensure that the organisation’s resources are effectively deployed.
Sustaining Improvement
A recent study has shown that amongst the supply chain of Nissan a large percentage of the organisations surveyed had struggled to realise the benefits from their improvement activities (such as Lean & Six Sigma) and through this had introduced additional risks to the organisation.
The prime reasons stated for the failure to deliver the expected results are shown below grouped into the “R2P2” categories:
1. Failing to allocate sufficient resources to effectively deliver the project 2. Insufficient or inappropriate training
1. Failure to coordinate organisational improvement activities 2. Poor implementation or project management
1. Not gaining the commitment of the staff / partners to engage actively in the process 2. A lack of management support and commitment
1. Poor selection of tools and/or an inappropriate approach 2. A lack of communication
These results correlate with previous work undertaken by the authors in the NHS and the service sector, so although being derived from a manufacturing source also have relevance to the public and service sector.
Sustainable improvement can therefore be shown to be at the meeting point of effective partnership management, process improvement, risk and resource management.
R1: Effective Risk Management
Often an improvement programme will be underway before the risks associated with it are fully explored and this leads to sudden delays, project cost swings and reduced performance.
Also, it is also often forgotten that making improvements in one part of an organisation or supply chain can introduce problems upstream or downstream, or even in a different part of the organisation completely. Understanding the operational impact (risk) of activities across an entire ‘Value Stream’ (or Pathway which is the equivalent term in the NHS) is essential to the success of improvement projects.
Risk management should permeate all aspects of organisational improvement, from looking at the impact of implemented changes on operational performance, to looking at the organisational impact of delays and changes to projects through, for example lost sales, broken relationships and reduced profits.
R2: Effective Resource Management
It almost goes without saying that ensuring that the team has access to the right resources is essential to success, whether these resources are assets, human skill/knowledge, system related or financial. However, having the right resources and deploying them effectively are two different things.
Planning for the right resources to be available is an art-form in itself and brings with it secondary issues of timing and deployment, but the investment in understanding what resources are required both for the improvement programme and its solution, and when they will be required will pay off significantly when it comes to making your improvements stick and your projects successful.
P1: Effective Process Improvement
The implementation of improvement processes such as Lean and Six Sigma (or Concurrent Design for the development of new products and services) often focus heavily on the use of ‘tools’ and ignore the overall process. This leads to isolated areas of activity (or ‘Islands of Excellence’) which have little or no impact on the overall ‘value stream’ and which can actually introduce unacceptable risks to the organisation and degradation in internal and external relationships.
Having a structured improvement approach that focuses on clearly scoping what needs to be achieved and why, and which then reviews the opportunity across an entire ‘value stream’ (considering all the partnerships and resources involved) before moving into action will ensure a more robust improvement that has a longer term and more sustainable impact than just picking off elements ‘piece meal’.
This structure ensures that the team are able to assess how their proposed improvement activities can be effectively introduced without impacting negatively on performance.
Warning:
In the rush to implement improvements quickly (the ‘magic bullet’) organisations can ‘go for the low hanging fruit’ and in the process pull the whole tree down.
P2: Effective Partnership Management
Improvement programmes often focus heavily on either the technological or process aspects of the activity and although the team are frequently involved they are often neither ‘engaged nor empowered’ to actually deliver the activity. An organisation can implement the programme without consulting with their partners from the beginning.
In addition, a lack of coordination or communication between partners and teams working on different parts of the improvement process, or working within related organisations when working across value chains, leads to conflict, confusion, repetition of activity, increased costs and the risk of missing essential elements or steps.
Often the coordination of cross-partner/team activity is poor or the issues between partners or teams are not addressed until the problems reach such a level that they cannot be resolved because of a fundamental breakdown of trust.
Being clear about who needs to be involved and engaged from the beginning, and what level of authority each will have is essential to preventing downstream problems with relationships.
R2P2 - Improvement Success
What will hopefully have become apparent as we have reviewed R2P2 (Risk Management, Resources, Process Improvement and Partnership Management) is that there is a high level of inter-dependence between them.
Making the Switch to the R2P2
What we have attempted to show is how success in managing effective projects and achieving sustainable organisational improvements relies on the successful combination of Risk Management, Process Improvement, and Partnership working with the Resources. Our top 10 recommendations for achieving organisational success in any improvement programme are:
Ten Recommendations
for achieving organisational success in your improvement programmes.
1. Scope what you are trying to achieve very clearly and identify what risks you might encounter, the partnerships involved, the resources you will need and the actions you will take. Remember effective risk management is about taking risks, not just minimising them.
2. Look at the project or improvement project on the basis of an ‘End to End’ review (using processes like Value Stream Analysis) so that you can identify effective improvement and simultaneously understand the risks and impact of these improvements.
3. From the beginning, engage and inspire people (including partners) to participate in the process and then empower them to do so.
4. Having determined the ‘End
Used primarily in the beginning as a traffic-monitoring device, remote security cameras are becoming the weapon of choice in the war against terrorism and crime around the world. A trained technician can sit in a control booth and monitor cameras placed in many locations around the city and using his remote equipment, he can pan and tilt, turning the cameras at will to view an even larger area than would be possible with stationary security cameras.The latest spy programs on TV use these cameras to monitor good guys and bad guys having clandestine meetings in downtown areas. They can pan and follow two people who are walking and talking and when they’ve reached the outermost edges of the camera’s field of vision, they merely switch to the next camera and pan and tilt all over again.While it seems far-fetched and makes for interesting entertainment, these cameras do exist and can be used precisely for that purpose.The uses these remote security cameras serve is two-fold. In the aftermath of a terrorist attack, like the recent events in the London subway system, those cameras could have noticed the packages containing the bombs used to blow up those trains. Then, the footage from other cameras could be used in reverse to see if the people responsible for leaving those explosive devices on the trains could be located.Furthermore, these
Aligned with the issue of making effective use of Risk Management and ensuring that the Process Improvement activities are applied effectively is the need to develop and manage effective relationships between teams, groups and organisations and also to ensure that the organisation’s resources are effectively deployed.
Sustaining Improvement
A recent study has shown that amongst the supply chain of Nissan a large percentage of the organisations surveyed had struggled to realise the benefits from their improvement activities (such as Lean & Six Sigma) and through this had introduced additional risks to the organisation.
The prime reasons stated for the failure to deliver the expected results are shown below grouped into the “R2P2” categories:
1. Failing to allocate sufficient resources to effectively deliver the project 2. Insufficient or inappropriate training
1. Failure to coordinate organisational improvement activities 2. Poor implementation or project management
1. Not gaining the commitment of the staff / partners to engage actively in the process 2. A lack of management support and commitment
1. Poor selection of tools and/or an inappropriate approach 2. A lack of communication
These results correlate with previous work undertaken by the authors in the NHS and the service sector, so although being derived from a manufacturing source also have relevance to the public and service sector.
Sustainable improvement can therefore be shown to be at the meeting point of effective partnership management, process improvement, risk and resource management.
R1: Effective Risk Management
Often an improvement programme will be underway before the risks associated with it are fully explored and this leads to sudden delays, project cost swings and reduced performance.
Also, it is also often forgotten that making improvements in one part of an organisation or supply chain can introduce problems upstream or downstream, or even in a different part of the organisation completely. Understanding the operational impact (risk) of activities across an entire ‘Value Stream’ (or Pathway which is the equivalent term in the NHS) is essential to the success of improvement projects.
Risk management should permeate all aspects of organisational improvement, from looking at the impact of implemented changes on operational performance, to looking at the organisational impact of delays and changes to projects through, for example lost sales, broken relationships and reduced profits.
R2: Effective Resource Management
It almost goes without saying that ensuring that the team has access to the right resources is essential to success, whether these resources are assets, human skill/knowledge, system related or financial. However, having the right resources and deploying them effectively are two different things.
Planning for the right resources to be available is an art-form in itself and brings with it secondary issues of timing and deployment, but the investment in understanding what resources are required both for the improvement programme and its solution, and when they will be required will pay off significantly when it comes to making your improvements stick and your projects successful.
P1: Effective Process Improvement
The implementation of improvement processes such as Lean and Six Sigma (or Concurrent Design for the development of new products and services) often focus heavily on the use of ‘tools’ and ignore the overall process. This leads to isolated areas of activity (or ‘Islands of Excellence’) which have little or no impact on the overall ‘value stream’ and which can actually introduce unacceptable risks to the organisation and degradation in internal and external relationships.
Having a structured improvement approach that focuses on clearly scoping what needs to be achieved and why, and which then reviews the opportunity across an entire ‘value stream’ (considering all the partnerships and resources involved) before moving into action will ensure a more robust improvement that has a longer term and more sustainable impact than just picking off elements ‘piece meal’.
This structure ensures that the team are able to assess how their proposed improvement activities can be effectively introduced without impacting negatively on performance.
Warning:
In the rush to implement improvements quickly (the ‘magic bullet’) organisations can ‘go for the low hanging fruit’ and in the process pull the whole tree down.
P2: Effective Partnership Management
Improvement programmes often focus heavily on either the technological or process aspects of the activity and although the team are frequently involved they are often neither ‘engaged nor empowered’ to actually deliver the activity. An organisation can implement the programme without consulting with their partners from the beginning.
In addition, a lack of coordination or communication between partners and teams working on different parts of the improvement process, or working within related organisations when working across value chains, leads to conflict, confusion, repetition of activity, increased costs and the risk of missing essential elements or steps.
Often the coordination of cross-partner/team activity is poor or the issues between partners or teams are not addressed until the problems reach such a level that they cannot be resolved because of a fundamental breakdown of trust.
Being clear about who needs to be involved and engaged from the beginning, and what level of authority each will have is essential to preventing downstream problems with relationships.
R2P2 - Improvement Success
What will hopefully have become apparent as we have reviewed R2P2 (Risk Management, Resources, Process Improvement and Partnership Management) is that there is a high level of inter-dependence between them.
Making the Switch to the R2P2
What we have attempted to show is how success in managing effective projects and achieving sustainable organisational improvements relies on the successful combination of Risk Management, Process Improvement, and Partnership working with the Resources. Our top 10 recommendations for achieving organisational success in any improvement programme are:
Ten Recommendations
for achieving organisational success in your improvement programmes.
1. Scope what you are trying to achieve very clearly and identify what risks you might encounter, the partnerships involved, the resources you will need and the actions you will take. Remember effective risk management is about taking risks, not just minimising them.
2. Look at the project or improvement project on the basis of an ‘End to End’ review (using processes like Value Stream Analysis) so that you can identify effective improvement and simultaneously understand the risks and impact of these improvements.
3. From the beginning, engage and inspire people (including partners) to participate in the process and then empower them to do so.
4. Having determined the ‘End
1. Career choice tests. There are a lot of tests out there designed to tell you what kind of career would be best for your personality and skill type. You can find some cheesy ones online that don't tell you much, or you can go to a career center/guidance center at your college if you are in school or apply at an employment agency that has one. Ask to take a career choice test; I'm sure they will have something for you. These tests are only to help you get ideas, and the results shouldn't be taken as your fate. Many times they are far from what you were originally planning to do and if thats the case it gives you something to think about.2. Job shadowing. It's a really great way to see what different careers are like, so you shouldn't underestimate it. It's easy to set up a day for job shadowing, especially if you know someone who works at the place where you want to shadow. Just call them up; most people are willing to help. Also network with people online who are in that line of work. Tell them you are interested and would like to know their honest opinion about what they do. I am sure they will be glad to tell you.3. Internships. Similar to job shadowing, and gives you some experience in the field which helps if you decide to continue that career path. Hands on experience is always the best, and you also get to see the type of environmen
Sustainable improvement can therefore be shown to be at the meeting point of effective partnership management, process improvement, risk and resource management.
R1: Effective Risk Management
Often an improvement programme will be underway before the risks associated with it are fully explored and this leads to sudden delays, project cost swings and reduced performance.
Also, it is also often forgotten that making improvements in one part of an organisation or supply chain can introduce problems upstream or downstream, or even in a different part of the organisation completely. Understanding the operational impact (risk) of activities across an entire ‘Value Stream’ (or Pathway which is the equivalent term in the NHS) is essential to the success of improvement projects.
Risk management should permeate all aspects of organisational improvement, from looking at the impact of implemented changes on operational performance, to looking at the organisational impact of delays and changes to projects through, for example lost sales, broken relationships and reduced profits.
R2: Effective Resource Management
It almost goes without saying that ensuring that the team has access to the right resources is essential to success, whether these resources are assets, human skill/knowledge, system related or financial. However, having the right resources and deploying them effectively are two different things.
Planning for the right resources to be available is an art-form in itself and brings with it secondary issues of timing and deployment, but the investment in understanding what resources are required both for the improvement programme and its solution, and when they will be required will pay off significantly when it comes to making your improvements stick and your projects successful.
P1: Effective Process Improvement
The implementation of improvement processes such as Lean and Six Sigma (or Concurrent Design for the development of new products and services) often focus heavily on the use of ‘tools’ and ignore the overall process. This leads to isolated areas of activity (or ‘Islands of Excellence’) which have little or no impact on the overall ‘value stream’ and which can actually introduce unacceptable risks to the organisation and degradation in internal and external relationships.
Having a structured improvement approach that focuses on clearly scoping what needs to be achieved and why, and which then reviews the opportunity across an entire ‘value stream’ (considering all the partnerships and resources involved) before moving into action will ensure a more robust improvement that has a longer term and more sustainable impact than just picking off elements ‘piece meal’.
This structure ensures that the team are able to assess how their proposed improvement activities can be effectively introduced without impacting negatively on performance.
Warning:
In the rush to implement improvements quickly (the ‘magic bullet’) organisations can ‘go for the low hanging fruit’ and in the process pull the whole tree down.
P2: Effective Partnership Management
Improvement programmes often focus heavily on either the technological or process aspects of the activity and although the team are frequently involved they are often neither ‘engaged nor empowered’ to actually deliver the activity. An organisation can implement the programme without consulting with their partners from the beginning.
In addition, a lack of coordination or communication between partners and teams working on different parts of the improvement process, or working within related organisations when working across value chains, leads to conflict, confusion, repetition of activity, increased costs and the risk of missing essential elements or steps.
Often the coordination of cross-partner/team activity is poor or the issues between partners or teams are not addressed until the problems reach such a level that they cannot be resolved because of a fundamental breakdown of trust.
Being clear about who needs to be involved and engaged from the beginning, and what level of authority each will have is essential to preventing downstream problems with relationships.
R2P2 - Improvement Success
What will hopefully have become apparent as we have reviewed R2P2 (Risk Management, Resources, Process Improvement and Partnership Management) is that there is a high level of inter-dependence between them.
Making the Switch to the R2P2
What we have attempted to show is how success in managing effective projects and achieving sustainable organisational improvements relies on the successful combination of Risk Management, Process Improvement, and Partnership working with the Resources. Our top 10 recommendations for achieving organisational success in any improvement programme are:
Ten Recommendations
for achieving organisational success in your improvement programmes.
1. Scope what you are trying to achieve very clearly and identify what risks you might encounter, the partnerships involved, the resources you will need and the actions you will take. Remember effective risk management is about taking risks, not just minimising them.
2. Look at the project or improvement project on the basis of an ‘End to End’ review (using processes like Value Stream Analysis) so that you can identify effective improvement and simultaneously understand the risks and impact of these improvements.
3. From the beginning, engage and inspire people (including partners) to participate in the process and then empower them to do so.
4. Having determined the ‘End
Okay so you have already graduated. You have passed your finals, breezed through all your classes and finished your thesis. Now what?Welcome to the real world.Now everything becomes even harder. With thousands of students graduating every year, it can be extremely hard to find a good job. It takes a combination of good grades, excellent credentials and job hunting skills to land a job that others will envy!Below are just some of the frequently asked questions about job hunting. Read on and you might learn a thing or two that can help you get your dream job.What do I need to prepare?Although application requirements will vary from one company to another, there are basic things that a job applicant need to have. The first thing is of course the resume, which will basically show your capabilities and your credential.The resume is one way to put yourself across and promote yourself without having to brag. The resume will include your education, your previous job experience if there is any, your skills and your achievements. Everything can actually be found in the resume.Is a cover letter really necessary?The cover letter will basically state the position that you want to apply for in the company. It is also used by personnel managers to gauge your language abilities as well as how well you compose a correspond
The implementation of improvement processes such as Lean and Six Sigma (or Concurrent Design for the development of new products and services) often focus heavily on the use of ‘tools’ and ignore the overall process. This leads to isolated areas of activity (or ‘Islands of Excellence’) which have little or no impact on the overall ‘value stream’ and which can actually introduce unacceptable risks to the organisation and degradation in internal and external relationships.
Having a structured improvement approach that focuses on clearly scoping what needs to be achieved and why, and which then reviews the opportunity across an entire ‘value stream’ (considering all the partnerships and resources involved) before moving into action will ensure a more robust improvement that has a longer term and more sustainable impact than just picking off elements ‘piece meal’.
This structure ensures that the team are able to assess how their proposed improvement activities can be effectively introduced without impacting negatively on performance.
Warning:
In the rush to implement improvements quickly (the ‘magic bullet’) organisations can ‘go for the low hanging fruit’ and in the process pull the whole tree down.
P2: Effective Partnership Management
Improvement programmes often focus heavily on either the technological or process aspects of the activity and although the team are frequently involved they are often neither ‘engaged nor empowered’ to actually deliver the activity. An organisation can implement the programme without consulting with their partners from the beginning.
In addition, a lack of coordination or communication between partners and teams working on different parts of the improvement process, or working within related organisations when working across value chains, leads to conflict, confusion, repetition of activity, increased costs and the risk of missing essential elements or steps.
Often the coordination of cross-partner/team activity is poor or the issues between partners or teams are not addressed until the problems reach such a level that they cannot be resolved because of a fundamental breakdown of trust.
Being clear about who needs to be involved and engaged from the beginning, and what level of authority each will have is essential to preventing downstream problems with relationships.
R2P2 - Improvement Success
What will hopefully have become apparent as we have reviewed R2P2 (Risk Management, Resources, Process Improvement and Partnership Management) is that there is a high level of inter-dependence between them.
Making the Switch to the R2P2
What we have attempted to show is how success in managing effective projects and achieving sustainable organisational improvements relies on the successful combination of Risk Management, Process Improvement, and Partnership working with the Resources. Our top 10 recommendations for achieving organisational success in any improvement programme are:
Ten Recommendations
for achieving organisational success in your improvement programmes.
1. Scope what you are trying to achieve very clearly and identify what risks you might encounter, the partnerships involved, the resources you will need and the actions you will take. Remember effective risk management is about taking risks, not just minimising them.
2. Look at the project or improvement project on the basis of an ‘End to End’ review (using processes like Value Stream Analysis) so that you can identify effective improvement and simultaneously understand the risks and impact of these improvements.
3. From the beginning, engage and inspire people (including partners) to participate in the process and then empower them to do so.
4. Having determined the ‘End
What happens when a board of director of a company with half a million employees starts leaking company secrets and strategy to the press? Well, in the case of HP, they decided to oust the CEO, when the board of director was caught thru looking at his phone records. The board of director who gave out the information costs the shareholders millions of dollars in shareholders equity due to negative press.The CEO has amongst here job the duty to protect shareholders value. And yet the CEO, Mrs. Dunn, was ousted from the company, rather than dealing with the criminal activity of the spy on the board of directors leaking information. Is that not the most insane thing you have ever heard? This is what happens when corporations turn to liberal thinking and political correctness.Unfortunately the CEO was a woman and Mrs. Dunn in resigning without a fight, does not do well for other up and coming women in corporate America and this may even have implications for Hillary Clintons run for the White House too.Why didn’t Mrs. Dunn stick to her guns, as she was protecting the company from fraud, deceit and spies on the board of directors? Additionally, what does this say about the future of HP and how all this disruption of leadership will affect the stock price? Consider all this in 2006.
Often the coordination of cross-partner/team activity is poor or the issues between partners or teams are not addressed until the problems reach such a level that they cannot be resolved because of a fundamental breakdown of trust.
Being clear about who needs to be involved and engaged from the beginning, and what level of authority each will have is essential to preventing downstream problems with relationships.
R2P2 - Improvement Success
What will hopefully have become apparent as we have reviewed R2P2 (Risk Management, Resources, Process Improvement and Partnership Management) is that there is a high level of inter-dependence between them.
Making the Switch to the R2P2
What we have attempted to show is how success in managing effective projects and achieving sustainable organisational improvements relies on the successful combination of Risk Management, Process Improvement, and Partnership working with the Resources. Our top 10 recommendations for achieving organisational success in any improvement programme are:
Ten Recommendations
for achieving organisational success in your improvement programmes.
1. Scope what you are trying to achieve very clearly and identify what risks you might encounter, the partnerships involved, the resources you will need and the actions you will take. Remember effective risk management is about taking risks, not just minimising them.
2. Look at the project or improvement project on the basis of an ‘End to End’ review (using processes like Value Stream Analysis) so that you can identify effective improvement and simultaneously understand the risks and impact of these improvements.
3. From the beginning, engage and inspire people (including partners) to participate in the process and then empower them to do so.
4. Having determined the ‘End to End’ improvements, risks and impact, make a rapid move to action and generate quick wins for all.
5. Remember that sustainable improvement requires a change in behaviour rather than just a change in process – and to achieve a change in behaviour requires management encouragement and support over an extended period.
6. Involving the right people (yours and your partners’) at the right time will ensure the right issues are discussed and the right result achieved.
7. Keep talking to your people and partners - It can be very hard to convince people that you have chosen the “Right Way”, especially if they perceive increased personal risk. When the future is unknown or yet to be experienced people will perceive risks to be greater than they probably are.
8. Deal with breakdowns in relationships and communications early on to prevent problems growing into disasters.
9. Remember – it is better to achieve an 80% improvement now rather than a 100% never – don’t get bogged down by planning for every eventuality, instead review the risks of different solutions and press forward with the best choice you have at the time. Then learn from experience.
10. On your journey toward improvement remember to celebrate success but accept occasional failure!
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