Cyril Parkinson wrote a humorous essay for The Economist magazine, in part drawing from his experience working in the British Civil Service. He observed that work tends to fill the time available for its completion.
“Opportunity” is one of those euphemisms we use instead of “problems.” It’s arguably a better word, because most operating problems are, in fact opportunities for an organization to improve. Before we take
Management system changes often entail tightening up the planning standards that are used to schedule the operations, and then providing managers with tools to control, monitor and report on attainment to the plan.
Implementing change requires re-configuring processes – and modifying the management systems and behaviors that need to accompany them. But as anyone who has ever tried to instill change knows, maintaining those gains can be very difficult
We tend to zero in on management behavior, as opposed to employee behavior, because we find that management behavior is critical to a well-run organization and, in turn, significantly influences employee behavior.
When we bring new consultants on board, they usually don’t see opportunity when we ask them to observe a functional process. We have to teach them what to look for — and then train them how to watch the process objectively.