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Mobilize for Change
August 5, 2009
Change, as described in strategy, is a constant. Simply put, change is a dynamic
array of internal activities and external factors that affect an environment. The
question remains, however; “How does an organization effectively measure and
Although there is no “band-aid” approach that will suffice, mobilizing for change at
the executive and managerial levels is an excellent way to prepare for change.
Leaders must both “buy-in” and “stay-in” to establishing a culture that embraces
change. The first step is to mobilize for change.
Performance Management: The Drivers of Success
August 13, 2009
Today’s enterprises have focused on measuring performance. Often “boilerplate”
metrics are the highlight of an organization. Moreover, many organizations often
don’t have any way to gauge how well (or not) they are performing, rendering them
inefficient and ineffective. Clearly stated, this is organizational peril. An
organization undoubtedly has the need to measure performance. Equally
important is the need for balancing performance measurement and
This balance allows enterprises to function far more harmoniously. A better
way of managing, organizations are then able to make better decisions on how to
best to allocate resources without compromising the needs of various areas of the
organization. When balanced with the right measures, performance management
is a true driver of success.
Business as Usual
August 17, 2009
Time for a reality check! Does your organization have a ‘Plan of action”?
How well does your organization measure and manage the “plan”? Is it
“Business as usual” or does your organization operate in ways that
embrace change and respond operationally according to your strategic
Change being constant, an enterprise must discover effective best practices that
create a culture and climate for action. The result is an aligned and balanced
organization that for the first time has an improved platform fordoing
“business as usual”.
Leaders and Laggards
August 24, 2009
Why do certain enterprises achieve “breakthrough performance” while others just
exist? How do many organizations respond more effectively to change and
operate hyper-efficiently versus less successful entities.
The difference is the mindset of successful enterprises. The choice to be a
“leader or laggards” is a sea-change paradigm shift that abandons a “business
as usual” mentality. Leaders create teamwork and alignment through
investments in people, refined processes, and technology. Laggards watch the
game from the sidelines an d never get to the “Big Game”. The question to ask is
“Are we leaders or laggards”?