Before we work for a client we do what we call an “opportunity analysis,” which, as it sounds, is designed to help us figure out if there is any opportunity to improve and where it might be. It’s usually conducted over two to three weeks.
We spend countless hours in many different industry sectors observing and analyzing how work gets processed. We watch employees, managers and the tools they use in order to determine how much of their day is truly productive.
Work expands because there is no additional work available.” If people are aware that no work awaits them after they complete their current tasks, they will naturally start slowing the rate of completion to avoid running out of work. This is very common in project-based work environments.
Change-management projects can be affected by shifts in positive and negative momentum. It’s the reason that most change efforts stress the need to demonstrate some “quick wins” early in the engagement.
A number of years ago, we started an interesting study called the “whereabouts” study. The idea behind the study was to try to illustrate where a front-line manager spends most of his or her time during the course of the day; correlate it to what is actually happening in the business at the same time