Speaking with a new client recently, he offered this observation about his decision to embark (for the first time) on structured strategic planning. He told me he realized that he spent more time planning his family’s vacation than he did planning for his business.
Recently, I was asked by a colleague to facilitate a strategy session for a rapidly growing company. The day before the meeting, I met with him and with the business owner to review and prioritize items on the agenda.
The story of a rapidly growing tech company, which recently went public, features their CEO’s approach to (among other things) hiring and maintaining a high standard of performance. Simply put, they set the bar high and they keep it there.
One of the most compelling aspects of lean manufacturing is to eliminate wasted time, effort, and of course, money. In many organizations, the number of internal activities having little or no impact on the customer (which is the primary reason businesses exist in the first place) is staggering. Why all this non-value stuff and what to do about it?
A recent issue of the Harvard Business Review features a cover story which zeros in on an important and all too common dilemma. Leaders believe they have alignment with and among team members. And why not? Meetings are held, key items discussed, nodding of heads and indications of agreement are noted. Then what?
At a recent Graphic Communications Leadership Institute (GCLI) Workshop (gcleadershipinstitute.com), the subject of individual assessments came up. While there are many to choose from, all agreed that these can be helpful and in ways beyond assisting in the hiring process.