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Business Transformation News |
| Issue 2: Working the Plan |
September 2009 | | |
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Dear Subscriber,
Although there is a quarter left in the year, the applied working days are much less. Weekends, holidays, snow days, and flu days--they all eat away at what little time is left. Your team may only have 30 to 40 "working" days left this year. How do you make the most impact to the end of 2009 and the beginning of 2010? Through this newsletter and the accompanying Website, you have access to practical advice and hands-on business insights. With today's media, support is just a click away. Contact Kate for more information.
Wishing you great success
Kate Fialkowski | |
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 Impacting the numbers: Is there time to start a new change initiative?
We're coming to the end of the year. Perhaps the numbers are tight. It would be a great time to launch some change initiative(s). Cut costs, increase productivity...start it this year and have some quick hits before the end of 2009 and solid Q1 results. Is this a realistic expectation? It depends... . Read on for five considerations in undertaking a fast-paced change. |
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Measuring performance to influence stakeholders
There are several types of metrics for any one situation, and the pairing is of utmost importance. Make sure the appropriate metric is paired to the recipient/audience. There is a vast difference between input, output, outcome, and impact metrics. If the pairing is wrong, you've lost your audience. If the pairing is right, you may have closed a deal. Read on... to learn more about the differences in these metrics. Use this to refine your own preference. Share it with your team. |
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When more is not better
Despite the declaration that we are at the end of the recession, the economy continues to be tight. Many organizations are telling their leadership teams to figure out how to do more with less. Sometimes this works very well and this is "optimization." Leaders and their teams are left pulling their hair out when "more" produces even worse results. Read on for several examples where Dilution, Diseconomies of scale, and Learning Curves impacted the results. |
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Risk and Reward
Risk exists. Sometimes we filter it out so that we can live. Sometimes it feels overwhelming. There are three basic factors in your perception of risk:
- "What can I tolerate?"
- "How likely is it to occur?"
- "How bad can it be?"
Re-frame to put risk in perspective. Where risk exists, the truth is that failure also exists. Failure is the price you pay for experience. Experience doesn't come cheaply. On the other hand, if used wisely, it has vast rewards.
Read article... | |
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