Paralysed by Indecision and Inaction
After watching various news programmes I am appalled by the breaking news from so called experts on the state of our economy and the relative strength of our businesses. I believe Sky, Bloomberg and the BBC are not just running ‘Breaking News Stories’ but are rather wearing us down and inadvertently breaking our 'Business Spirit'.
Take a Look into the Future
The Government and the Banks have a lot to answer for and the media are no better. The media have helped talk us into this recession and are doing their best to keep confidence low. We are still struggling into Recovery. We need some green shoots and in many ways these can arise from the changes required in not just the private but largely the public sector.
To meet the milestones of the budget deficit and achieve outstanding customer service and efficiency the public sector have to look at new ways of doing things. Unfortunately, this may not happen until the Council Elections are over in May 2013 in Scotland.
The Glass is Half Full
The free market economy is based on confidence. When confidence is low risk aversion to introducing change is high. When we need change in our organisations we are getting stagnation and indecision. This is precisely the time to invest in new business processes and new ways of doing business. This is the time to take a good look in the mirror and ask how can we improve, to influence change and our capability and capacity to perform at a higher level?
Fear & Breaking Spirits
Many organisations and their senior teams are paralysed. They are not taking action to improve their performance. They are paying too much attention to the breaking news stories – which incidentally change as the experts featured change. Management Teams are currently frozen by fear. They are damned if they do and damned if they don’t take action.
If you want to take charge of your issues and implement best practise in change and improvement commit to a Discovery Review and take a 'Health check' on what is working for you and what is not..
Isolate Blockages & Improve
I am optimistic that one can isolate the ‘Vital Few’ issues that holding back business performance. Working in partnership we can work with your people to promote confidence quickly that I know how to tune up performance by focusing on vital people and process issues.
In a very short time we can provide you with informed judgements on improving performance quickly. Expect exceptional analysis and straight talking.
Four Strategies I have to offer You
1. Research in Organisational & Cultural Change
We have created cultural and behavioural tools to drive business change and improvement. When I started out in the field of change management there was confusion with practitioners over 'best practise' which was confusing for clients. A lot of the approaches just did not work because many were just long drawn out training interventions staged very much as “mass baptisms” and “quick fixes”.
There were endless workshops, many tools and techniques but no joined up approach which produced consistent results. Working with ‘blue chips’ we developed our approach delivering prompt action and bottom line delivery.
2. Differentiate what works from that which confuses
I separated what worked from that which led to frustration. I only use methodologies that are proven to deliver results. My approach to business change was based on ‘reality’ of improving balance sheets rather than the dubious one size fits all of the generalised human relations approach.
3. Rejecting Generalised Human Relations Partial Solutions
The trouble with the human relations approach is the practitioners. They are good people but driven by a simple belief that simply developing a participative management style, tidy up the work environment and add a partial degree of motivation then the positive impact on business results would increase. How does that happen? What process guarantees that implementing ‘human relations’ thinking cause and sustains business improvement?
4. Focus only on what works? Disregard the rest however appealing
I look at what works. I constantly test concepts and apply them to unique situations. I closely monitor and measure that which works from that which does not. I differentiate my approach by using diagnostic tools that give precise measures on implementation and positive improvement.
I look at how organisations got over their really big issues. More importantly, I looked how senior managers got other there’s. The end result is my business approach to organisation development formed on tangible deliverables that add positively to growth and profitability.
Over the decades I have refined the process of organisational change. I believe I can help any organisation change their future and rid them of hindrances and barriers that stop them achieving their potential.
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