Executives regularly complain their departments are not working together well. In some large organisations, executives spend most of the time refereeing disputes between departments. Why does this happen?
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Many managers are not good at solving problems. What do we mean? Well, many managers don't dig deep enough. In their haste to prove they can solve problems, they react to the first possible cause of a problem.
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A small group of organisations are serious about increasing their performance using innovation. A larger group pay lip service to increasing their performance using innovation. Those that pay lip service are unaware of how their policies and practices can discourage innovation. What can discourage innovation? We explore some wisdom from the book, Seeing what others don't: The remarkable ways we gain insights by Gary Klein. Who?
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Managers constantly want to get better results, better results for themselves and better results for their organisation. One way to improve performance is to get improved performance from individuals. For managers to improve their own performance and their organisation’s performance, they need to know a secret.
Read More![Focus on Growth_Now! [Part 2]](https://images.squarespace-cdn.com/content/v1/5385613ee4b0883f7108f96f/1521604438735-P19PUZWWDZO07R7PSAHP/Female+bodybuilder+compressed.jpg)
Companies are spending more time on how to compete in competitive markets using value. Four factors give best companies a competitive edge that drives growth:
- Intimately manage your top 10 – 20 key clients.
- Identify and manage your exceptional & strategic suppliers.
- Focus on your unique value proposition for your market – your competitive edge.
- Align throughout the company around the top 3 factors, always— allocating resources, developing talent & managing operating costs— for growth.
In an earlier blog, we explained the first two factors that drive growth. In this blog, we will expand on factors 3 and 4.
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By Stephen Kozicki & Gary Peacock
Over the past three years, the world has changed dramatically, and forever from digital disruption, Brexit and Trump. Your industry and your top clients are feeling the stress as their markets change, fast. These fast changes mean that your business needs to be more agile in response to the market. For companies unprepared for these changes this means lower revenue and lower profits.
Our blogs are usually short and punchy to grab your attention. This blog is a little longer than usual because delivering growth is just too important and too urgent to reduce the ideas down to a page, so we have split it into two parts.
To Grow – Act Now!
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One of the triggers for changing your organisation is time. Whether you realise it or not, when you design your organisation you build it to suit a timescale. The timescale for many organisations is the month. Every month your report sales, margins and profits. Doesn't everybody?
Let's look at how time affects your organisational design.
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In a world of information overload and so many different points of view, it can be hard to cut through the noise and figure out what's useful. For salespeople and account managers, an emerging theme recently is the concept of the challenger approach.
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