An important lesson learned from Jim Collins' Hedgehog Concept (2004) is that passion alone is not enough. Passion is an important starting point, as we've written previously, and a prerequisite to motivating the organization. But when passion becomes unbridled and unstructured, it becomes difficult to establish a structural change - one that is sustainable, relevant, and impactful in our modern, volatile world. You don't want to be a one-hit wonder, after all.
It takes more than just a plan to make people take action towards continuous improvement. A good plan helps to accomplish product development, or to improve a service or capitalize on a market opportunity, but that's not the starting point that intrinsically motivates people. Martin Luther King Jr didn't say: "I have a plan!" And he certainly didn't say: "I have a planning!" He shouted: "I have a dream!" A dream is a motivational vision of the future - a plan, or planning, is only a roadmap to get there.
Part one of our NPRS case study describes how the social work program attempts to put people back on track to gainful employment. The real trick isn't putting people to work, however, but keeping them there. How did they put people to work without them backsliding? Read part II of our NPRS case study. If your only KPI is "number of people put to work" (Plan phase of the PDCA cycle) and every action is focused on this (Do phase), you're essentially creating a problem: a situation where even people who struggle with addiction, or who have no permanent residence, are put to work. But addicts or people with a complex home situation, or no home at all, are unlikely to be able to hold down a job. They often can't be sustainably employed. The odds of this group returning to the social security safety net are huge.
Data-driven improvement cycles help you to keep making the right moves quickly and reliably. But why should people want to do this? Where do they get the intrinsic motivation to want to embrace data-driven working? Why should people want to take charge and be in control? The answer is simple: because data-driven working has a huge number of benefits. This blog will cover the six most important benefits of data-driven working.
Many organizations are paying more and more attention to PDCA and continuous improvement. That's no surprise, because this powerful improvement method leads to much better results. PDCA is embedded in the heart of every intelligent organization. If you want to successfully apply the PDCA methodology, you have to be cautious. There's a slim margin for error. Employees have to be inspired and mobilized, feel appreciated, and be able to reflect on their actions. Without taking the right steps, the approach could fail, and your team might sour on the whole approach. Here, we've compiled the 5 biggest pitfalls to avoid when implementing PDCA.
Defining the right KPIs (Key Performance Indicators) alone won’t get you where you need to go. The biggest challenge is taking data and using it to continuously learn and improve, and eventually achieve better performances. Intertwining KPIs and (big) data with the daily process of continuous improvement using so-called PDCA improvement cycle leads to sustainable value creation. Doing this will let you reap the advantages of working with KPIs while operationalizing the results.
The number of projects, programs, and portfolios is rapidly growing all around the world. Over the past forty years, project management has become a prominent discipline that's undergone a lot of development and has become highly visible. However, despite this growth in the field, the amount of successful projects isn't growing at the same rate. Studies show that only twenty percent of all projects are completed successfully. The biggest culprits that cause failure: limited budgets, poor communication, unmotivated team members, not enough time, wrong priorities, and scope creep.
Karl E. Weick, in 1969, already talked about "organizing" instead of "organization" in his revolutionary book The Social Psychology of Organizing. With that, he turned the earlier philosophy of organizations on its head. "To organize" is a verb, which is precisely the difference between it and the static noun "organization". It implies action. It's about what people agree to do, and what image is created by the process of interaction.
It's not news that all big organizations are changing quickly at the moment. Trends like layoff rounds, different visions and goals, changing markets, and so on, are daily occurrences. Change is the most stable factor at the moment. Innovation, speed, flexibility, and taking advantage of the changing market are crucial factors. There's a demand for a faster time to market, other products and services that are a better fit for this moment. But having to react quickly to new developments like social media, online sales, and the explosive growth of data has a downside: how can the organization keep everything under control, and how do you know if everything is going well?