When we studied organizations and how management reacted to off-schedule conditions or variances from their plan, we noticed that results that came relatively close to an objective were generally considered “good enough.”
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.
A basic objective of many improvement programs is to figure out how to improve planning. The idea is that if you can plan better, you won’t end up scrambling as much when it comes to actually executing the plan.
Financial managers are often skeptical when they hear people claim that their projects have generated, or will generate, substantial financial benefit. There is often a long legacy of projects or investments that were based on some type of ROI.
When we look at organizations to understand where they might be able to make improvements, we do so from three different, but related perspectives: the process; the management system; and management behaviors.