Sales growth comes from some very specific sources (e.g., price increases, new customers or distributors, new products or markets, increased volumes from existing customers, better retention of base customers).
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You simply can’t be great at everything. There are not enough hours in the day, and companies would come to a grinding halt if they managed entirely by this edict.
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There’s a Latin expression that will resonate with anyone who has struggled to implement change in an organization: “Cui bono?” Commonly attributed to the Latin orator Cicero, it means “To whose benefit?”
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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.
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The X-Factor means problems that were initiated externally (i.e., outside the department) and were therefore difficult, if not impossible, to fix because local managers had no authority.
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A few more thoughts on some of the problems we have seen that can limit the effectiveness of PI groups.
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Employees are often initially worried that our watching them work is some kind of “Big Brother” intrusion and that the outcome won’t be beneficial to them.
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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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