The art of seeing opportunity

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.

Read More

The problem and need for savings evaluations

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.

Read More

Productivity improvement with no benefit

One of the great heartbreaks of performance improvement is to generate legitimate gains in productivity, but then discover that they have had no material impact on an organization’s financial results.

Read More

Why results don’t always sustain

To meaningfully impact financial results, performance improvement needs to sustain. Performance improvement projects, by design, jump performance from one level to another.

Read More

But where are the actual savings?

One of the more common complaints we hear about consultants and internal improvement projects is that the savings that are promised or reported never really hit the financial statements.

Read More

The less obvious root problem

If you spend enough time trying to improve processes, one of the fascinating things you will observe is that sometimes the root problem has nothing to do with the process you are trying to fix.

Read More

Managers work for employees

A number of years back it was popular for consultants (and a few executives) to draw the company organization chart upside down. The idea was that organizations needed to recognize that managers actually worked for employees, and not the other way around.

Read More