The most recent advancements in communication technologies have enabled some companies to create new ways of doing business at the expense of companies whose business model is locked into traditional ways of doing business and governed by laws which have not kept pace. A typical example of this is UBER, which has disrupted the Taxi Industry worldwide, but there are many more recent examples. The effect of this has been highly disruptive to many Fortune500/ASX listed organisations and detrimental to their product and customer expectations. Recently my colleague Reuven Gorsht wrote a great article Reuven Gorsht at SAP , highlighting the way some traditional groups are responding to these disruptors. Responses, which incorporate customer expectations as a core outcome, linked to evolving government regulations, are occurring on a global scale. These organisations are building innovation capabilities and dynamic in-house cultures in line with best practice outcomes and incorporating customer centric requirements as outlined in the following article overview “Know Your Customer” VOC / CX
Organisations who have not adapted to this technology type change, and are not evolving are facing a slow decline, or worse perhaps for shareholders a takeover.
In addition to eliminating organisational waste and poor customer service functions with obsolete and broken/and disconnected technology systems, they will perish or be taken over by organisations that are nimble and agile lean type organisations that have been able to engage and innovate with their team based employees and collaborate with customers to collectively deliver best practice products, services and cost outcomes.
Over my many transformation programmes I have often observed the old traditional ways of the executive leadership that have previously worked with top down strategy deployment approach only and don’t include the many other business critical stakeholders that will determine if the organisation will have ongoing customers to generate revenue and growth within our disruptive evolving future.
These organisations also have poor engagement and culture within the company, due to the disconnected strategic and customer vision and do not harness the knowledge and skills of their most powerful assets – “their employees” and access to their “their customers” organisations that are unable to establish “true partnership relationships” that cannot establish the “business critical drivers + metric’s + strategic and customer vision”
Quite often these organisations have old style “hierarchical type” department structures in place that causes silo’d type performance and behaviours from poorly conceived “Top Down only” strategies, vision and disconnected performance management systems being deployed that leads to stagnating engagement scores and only reward “short term – cookie cutting type” individual command and control type executive performance that further incites fear and more resistance against poorly considered cultural and change type performance models, that often has the impact of “killing off the organisations culture” that creates further engagement issues and long term organisation failure.
These traditional organisations practice and teach the same traditional “old skill sets” across a limited part of the business, most of the training budget is deployed across the executive leadership areas only and often fails to be deployed down to the “business critical team leader/supervisor leader level” to these highly skilled team members that ultimately generate and are directly responsible for the company’s product or service offerings, “these team members are the face and spokespersons of the organisation” and need to have the latest “Kaizen Lean Six Sigma leadership coaching & Project/Change Management capabilities“, coaching team members for people development and practicing problem solving techniques and transferring knowledge to allow efficient, reduced operating cost structures and achieving lean agile based results and flexible customer based demand to achieve long term partnership outcomes.
Everyone wants to collaborate to a common shared vision to innovate and deliver great results, but they want to share the success and credit to achieve the overall results and outcomes.
In addition to championing and change project management initiatives to eliminate the waste generated from the many broken process and customer service functions that our customers hate to receive, and that also adds much on cost to the organisation and customer generated complaints.
Many global best practice type organisations have deployed T.Q.M/C.I methodologies into their organisations, but one common failure cause to achieve deployment success is not rolling it out across all operating departments, ie finance, sales, marketing, I.T, external channels, suppliers etc, “this approach creates more silo’d self operating departments” and limits the deployment and engagement success, also many of these departments are often causing or contributing to the main “root causes” of many of the process, customer and operating system failures, more detailed reading and learning at Kaizen Lean Six Sigma “Best Practice” Overview
There are hundreds of great tools and systems available to allow the visualisation, statistical quantification and prioritisation of project based improvement initiatives, but the trick is having someone with the competency and skills to facilitate, coach and mentor the teams to break down the resistance to change issues and also having the executive sponsorship of the CEO and his direct reports to engage and demonstrate the leadership behaviours and sometimes making “the hard decision processes” to break down the “cultural barriers” this is the most critical part to achieving true business success is at the “Executive Leadership” levels of a organisation and the sponsorship and engagement of creating a “Best Practice” “transformation and change environment” that includes all internal and external stakeholders to work together as one team and extending these directly into the customer and supplier supply chain networks to collectively reduce quality and innovation design problems, pain points and to eliminate any potential competitor or potential disruptor activity, as collective innovation and agility will deliver best practice outcomes.
Empowering the team and giving them the open power and confidence to make decisions and also learn from their mistakes, but also letting them take credit for their valued efforts and results in a team based environment will further develop their leadership abilities.
The following are some of the key leadership styles listed in bullet point form and behavioural traits that will deliver great engagement and cultural change, a recent Google based analytical review of their teams showed that their best leaders who scored the highest from their assessment showed the following (8) prioritised behaviours
- Is a good coach
- Empowers the team and does not micromanage
- Expresses interest / concern for team members’ success and personal wellbeing
- Is productive and results-orientated
- Is a good communicator – listens and shares information
- Helps with career development
- Has a clear vision / strategy for the team
- Has important technical skills that help him / her advice the team
6 Traits of the Invisible but Highly Effective Leader
- The Amazing Power of Letting Go
- Deliver Simple, Clear Messages
- Stay Even in Troubled Times
- Being a Strong Leader Means Never Having to Say “I Am the Boss”
- Be Quiet, Respect and Listen
- Harness the Energy of Your People
Three Leadership Qualities” “These three qualities are invaluable to the leader:
A – Compassion for all creatures
B – Material simplicity or frugality
C – A sense of equality or modesty
Some critical differences between a manager/boss and true leader
- Managers rely on control and leaders inspire trust
- Managers keep an organisation functioning and leaders work to build a shared vision.
- Managers manage work and leaders lead people
The business critical differences between “A BOSS” versus “A TRUE LEADER”
10 Skills – That Are Hard to Learn But Pay Off Forever
- Time management
- Mastering your sleep
- Positive self-talk
- Asking for help
- Knowing when to shut up — and actually doing it !
- Listening with respect
- Minding your business
- Mastering your thoughts
Credits – to my colleague Reuven Gorsht and to my many connected friends and colleagues that add great leadership and technical advice with practitioner based discussions throughout our social and group networks…
If you liked the above article and content, please feel free to sign up for further “Kaizen Lean Six Sigma Leadership” best practice articles and advice at our web site Richter Consulting Group Website or contact us for an obligation free discussion on your new “Best Practice” strategic vision and operational business improvement deployment program, that will identify and optimise all of your process and customer service systems, “voice of the customer” experience modelling, statistical data analysis, visualization, quantification of opportunities with project based transformation, deployment and problem solving of your enterprise wide cultural engagement challenges.
We are located in Australia and have highly qualified international senior Kaizen Lean and Six Sigma executives that cover global partnership and relationships with many global based best practice organisations. We operate over the Asian Pacific Regions and have also conducted programs in Europe and the United States.
Please feel free to make contact with us free call on +61 3 9432 0166 or email email@example.com for a obligation free discussion on your strategic vision and operational realignment programs covering your process and customer service outcomes, customer experience, statistical data analysis visualisation, project based transformation, deployment and cultural engagement challenges….. also visit our “Best Practice” Website kaizenleansixsigma.com.au and for more articles and training program updates to engage and reskill your teams..