A large part of our business comes from referrals from satisfied clients, so helping them build internal capability is actually more self-serving than it appears.
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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.
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The “hockey-stick forecast” is a fairly common concept for people who deal regularly with future plans of one type or another.
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In the day, for the day is a very popular way to describe how front line managers should think and act.
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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.
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Certainly there are operational efficiencies that you might be able to leverage when there is a backlog, but there are potentially hidden, but very real risks and costs lurking.
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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.
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Parkinson’s Law exists and thrives in environments where expectations and deadlines are not clear.
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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.
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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
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