Today there is an overload of strategies, tools and technologies vying for attention and all with the promise of solving the issues of the day. Case studies lay out how a random company went from zero to a million in productivity, customers and morale using the solution being described. You have to ask yourself, “If this is so easy why isn’t everybody using this?” This healthy skepticism unfortunately has put off some companies from doing anything at all and that isn’t helpful either. Jack, from the story above, has got it half right. All tools and strategies come with their own batteries, which must be paid for and nourished for any chance at success. Many times after a lengthy training or implementation people are just so happy to have it over with the original justifications are soon forgotten. Only to be remembered later by someone like Jack at a budget meeting. “We’ve seen the enemy and they is US”- Pogo Focus on the area that will provide the highest return over any tool or strategy at your disposal-your company’s culture. For many this subject is too soft and without a hard dollar return so it’s considered not worthy of a separate focus. Certainly, treating your company’s culture as a competitive weapon doesn’t guarantee success. It does guarantee that whatever strategies or tools you do choose to undertake will have a better chance of succeeding and taking hold. With little or no attention paid it’s more than likely the company receives no more or less than what a job title requires and maybe less if no one is watching. Defining your culture starts at the top and strides are made just by the fact that it’s now being recognized as playing a role in your company’s success. Now follow through with the guidelines below: 1. Define the company values and goals.
2. Determine the role everyone in the organization has in
conforming to the values and meeting the goals and
communicate them to each individual.
3. Make continuous improvement one of the goals and support
the workers with the resources to continually improve.
4. Create a regular communication channel so that those
closest to the processes are aware of their impact on
meeting the company’s goals.
5. Push down accountability and responsibility for meeting
those goals to those closest to where the process takes
place.
6. Establish a recognition system whereby those helping to
achieve the company’s goals are recognized. The above is not meant to be an all inclusive list but adopting these six points will start you on the journey. Consistency and persistency are the keys; as there will be many in the ranks that will test the company’s resolve to change. Just as you can’t expect permanent weight loss by skipping lunch for a month, you can’t expect a permanent culture change by issuing a memo or holding intermittent meetings. A change in the culture requires a new level of communication and activity at all levels of the organization. It’s clear from today’s headlines that the future increasingly belongs to those companies who not only can anticipate the customer’s needs tomorrow but can also deliver tomorrow. Companies who continue to rely on a traditional strategy of more; bigger and faster to compete or petition for government protection are making a mistake. A culture that consistently supports and encourages employees to do what is needed as opposed to just what they’re told is the key. Some may say they do have people like this on staff today; we made them supervisors and managers. For this effort you’ll need every person in the company not just the 14% represented by management. Whatever tools or strategies that are then deployed have a much higher degree of success and being sustained over time. Otherwise you’re liable to meet someone like Jack at a meeting with a story to share with you.
The Everest Consulting Group has two books and many articles that may help with your efforts to implement teams and lean at your company. Click on www.everestcg.com to learn more about The Kaizen Revolution and The Journey To Teams. You’re receiving this email as a result of your signing up at our web site, www.everestcg.com, for our newsletter. If you no longer wish to receive our newsletter please send an email to ecg@everestcg.com with the subject line: Remove team newsletter © 2004 Everest Consulting Group, Inc. (888)910-8326.
You may print / distribute / forward this newsletter freely as long as you include the entire text of this e-mail. We want to give all readers a chance to subscribe or contact us.
ECG | Phone: 888.910.TEAM | Fax: 703.444.9804 ECG | Phone: 888.910.TEAM | Fax: 703.444.9804 ECG | Phone: 888.910.TEAM | Fax: 703.444.9804 ECG | Phone: 888.910.TEAM | Fax: 703.444.9804 | 
