Employee Matthew Gracie wrote that in many organizations, clarity about distinguishing business excellence from failure is not a clear definition. This is the reason why aviation will cause 100 crashes and how to deal with it. As a consultant, I have the opportunity to work with different types of companies. When I first entered the organization and talked with people in the main business area, I often asked them what the purpose of the company was. “Quality” and “According to Numbers” are two common answers I get. Then, I asked the executives and managers the same questions, and got roughly the same answers through the additional qualifiers “product packaging quality” or “2 or more per day”. Everyone in your organization sees that some people focus on quality issues, others focus on numbers, and managers are reluctant to reveal more details. Why can this difference be seen in important places? Of course, all goals are important, but the question is, what is the ultimate goal: quality or match with numbers?. The problem in many organizations is that business goals are not the standardized-each employee has slightly different ideas about what they want to achieve and where they are going. Did you know that when everyone has a slightly different view of the goal, you will remain loyal to achieving the business goal? In many organizations, it is not clear what separates success from failure. Everything is going well, or really bad, but when everything is “business as usual”, the middle part is difficult to define. In fact, this is more serious than it seems. To illustrate this point, take a ship from Amsterdam to New York as an example. Deviating by 1% of the course will result in the vessel being unable to reach the target and landing more than 120 miles north of Boston. The captain’s correct rate is 99%, but the final error rate is 100%. Why is everything so different? Is it a challenge for the company to set a course and stick to it?The “vision” of many companies articulates business goals to a large extent. But does the mission statement contain enough detail to achieve true excellence? The business vision must be transformed from “the main supplier of product x” into a standard. The key performance objectives (KPT) of each department of the organization clarify the goals that each business area should meet. Differences in employees’ understanding of the purpose of the organization should be resolved to ensure that the organization always focuses on customer needs. Standard CBT will create some conditions. For example, when an organization has stable employees for many years, the organizational culture is strong and understandable consistency, or when different levels of “leaders” informally set standards. However, when the organization is new or undergoes major changes, consistency is always an issue. It will be impossible. However, we can perform some operations on the alignment to create the correct KPT. The creation of key performance indicators is limited to one department/region. Measure and strengthen ongoing work related to vision.Change KPT according to changing customer needs. Create KPT restricted by department/region. The manager must align the interpretation of the business vision with the local vision and wisely involve the team to create a limited number of KPTs. The entire department maintains a broader understanding. This encourages organizations to make decisions at the lowest level. Since employees do not always have to return to management for clarification and know how to remain loyal, they can make progress quickly and efficiently. Just as the crew knows the exact coordinates of the finish line, they can adjust to 3 o’clock in the morning. If they deviated from course without consulting the captain. Continuous performance measurement and visual enhancement. The captain will measure his position during the voyage to ensure that he remains on the route, as this may be caused by factors such as wind or ocean currents. drift. If it is not used to correct and change the heading, it is useless measurement; otherwise, you will lose your target.Similarly, data collected by the entire company should be used to adjust process performance and meet customer needs. Change CBT to meet changing customer needs. Customers changed what they needed, including external events and trends. Fashion, technological progress, etc. Posting information on social media or just posting weather information means that customers need something different.
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