What are we actually trying to improve?

“Boiling the ocean” is one of those phrases that can be quite accurate but is still slightly irritating to use or hear. It refers to analyzing something to death or tackling a

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Why happy customers aren’t enough

Over the years we’ve done a number of studies to try to help our clients find out what their customers think of them. These types of studies are often packaged under the

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In search of opportunities

Opportunities exist everywhere in organizations, because businesses are constantly changing in both subtle and not-so-subtle ways. We spend a lot of time observing organizations of all shapes and sizes, and it is truly fascinating to see how they operate.

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The problem with management training

Observation #49 In the relatively early days of our company, a few partners took a high-speed driving course on an old Formula 1 race track just outside Montreal. The conversation over dinner

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What are your three key indicators?

Over the years, one of the things we’ve noticed is that each new manager tends to create new reports, for whatever purpose they have at the time. Old reports are not eliminated, so over time there are a mountain of available reports – and a mountain of performance indicators — in the system.

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To whose benefit?

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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The analytical side of management behavior

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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