Results are evidence of the process that generates them. When implemented fully, poor results are either the consequence of poor process, or the process wasn’t followed. Both are correctable.
The process followed to implement a business performance improvement consulting engagement will most certainly impact the results. Poor process, poor results. So the first day of a new client engagement I would sit one-on-one with key executives to get a feel for their understanding of the issues and potential solutions, the things that cause them worry, and their understanding of anything that has been tried before.
Typically there would be questions about how we would move ahead, (already spelled out in the engagement letter, but not everyone will have seen that), and since the details only take shape after the first day’s meetings, I would give a somewhat canned answer about how it works. It went a little something like this.
The entire universe of performance improvement can be fit roughly into three phases, Assessment, Solution Design and Implementation. We will do a well rounded assessment, and let the data tell us what the issues are.
In practice 80% of issues undermining business performance will track back to a lack of focus and alignment. When everyone knows what the organizational objectives and priorities are at the individual, team and organizational levels, it allows the resources needed to make that happen, to be deployed more effectively.
When I taught Entrepreneurship I used a three box model to help students understand their business proposition more clearly. The first box is Inputs, which flow into the second box, labeled Transformation, which flows into the third box, labeled Outputs. Businesses take inputs, transform them to add value and sells the output, subtracting the waste. When managers and team leaders have a clear understanding of each of the three boxes, it simplifies the challenge of improving focus and alignment. So we’ll discuss that model as it pertains to every business unit, and the organization overall.
Finally, it’s easy to focus on the pain during these engagements, but that isn’t how this will unfold. We don’t deal with problems, because that turns the entire experience negative. You already know what hurts, and we call those opportunities to improve. We deal with opportunities, not problems. This is a solutions-facing engagement, because that offers the best chance to effect lasting change.
Improvement is a process, not an event. So the goal of our Solution Designs will seek to instill a self-correcting process, not just one that captures the opportunities presently on hand.
I became disgruntled with consulting in general because I lost respect for how business is conducted in America. Too many of my clients valued money more than people. Consequently I saw managers make short-sighted, selfish decisions which hurt the organization and their team, but helped the manager make numbers in the short term. I first left consulting, then corporate america, as a result.
I’m happy to discuss consulting in general, the improvement process, or ideas on tackling an issue you might be dealing with.
I’m also fascinated with the current technological disruption that is unfolding, and can offer opinions on how I think that will unfold, to some extent.