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Posts Tagged ‘Management System’

Visual Learning, Part Six: Process Mapping


Processes are a series of steps or actions that transform inputs into well-defined outcomes or outputs. Well-managed organizations understand that everything they do is a series of integrated processes: purchasing, building, product development, technical support, customer service, hiring, accounting, finance, etc. These organizations also know that their processes and related impacts extend beyond the walls of the organization to include suppliers, partners and customers.

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Visual Learning, Part Five: Strategy Map


According to research by Harvard Business School, 90% of business strategies are not successfully implemented. One reason is that leaders and employees do not have clear and actionable strategies or an implementation plan. Therefore, employees’ daily decisions and actions do not focus on implementing the strategy. A second reason is that organizations do not capture and visually display metrics in a way that cements accountability.

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Who Is Running This Place Anyway?


Most managers develop a set of activities they use again and again to drive the work their department needs to accomplish. And still others ignore disciplines of management and try to rely solely on their inspirational leadership to cause employees to do the right thing.

The system of management an organization uses is one of the most influential levers of organizational and individual performance. However, how we manage is usually left to the manager. Leaving this decision to each manager prevents a cohesive management of the business, largely because the essential work of any organization crosses from one department to the next and varying management approaches end up disconnected, incongruous and confusing. There are far too many process interdependencies for a collection of ad hoc management approaches to be efficient.

Sure, one manager’s relationship skills will vary from the next, but the interpersonal aspects of managing are only a small subset of the overall job of managing.

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What Do We Need A Management System For?


An effective management system is designed to help organizations take conscious control of the reins of their organization. A sound system designed to engage employees is the first step in creating extraordinary performance. It also forms the essential architecture needed to engage employees by providing a direct line-of-sight between the organization’s goals and the individual’s contribution. The process of creating the map facilitates agreement by an organization’s management team as to exactly how they will run their business.

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Visual Learning, Part Four: Mapping


Visual business solutions are applicable to a number of critical applications across the enterprise. These include strategy implementation, board governance, process improvement, risk management, audit and internal controls, leadership development, organizational transformation and project management. Regardless of the specific application, there are four crucial elements required to build a relevant and useful business map.

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I Need Me A Management System


The fact is EVERY organization is run by some form of a management system, whether its existence is consciously recognized or not, whether someone designed that system or it simply evolved. Most organizations operate under an informal momentum-driven management system that few, if anyone, in the organization really understands.

How do I know?

I often ask people in organizations—even CEOs—what their system of management is. Most often in response I get a blank stare and at best, a few words–after they take a few seconds to think.

Management system? What’s that?

In fact, there are most often multiple systems in a given organization, which ultimately creates the fractures that lead to disengagement, the biggest enemy to individual and organizational performance.

And whose job is it to determine the organization’s management system? The top executive! We need to start helping them.

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Management From The Collective Mind


Our human bodies have many systems that function without our conscious control—they are autonomic.  Our autonomic nervous system supplies impulses to the body’s heart, muscles, and glands which drive much of our underlying functioning as humans without our direct awareness. Our cardio vascular system does its work without our intervention, as does our digestive system and our nervous system. These systems all operate without our direct involvement or conscious knowledge; they are part of the many autonomic systems of the human body.

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Visual Learning, Part Three: Paradox


In commenting on modern society, 20th century author, G.K. Chesterton, wrote, “It isn’t that they can’t see the solution.  It is that they can’t see the problem.”  This paradox also inhibits organizational innovation and problem-solving.

However, visual business solutions enable leaders and employees to overcome this paradox by providing a quicker and greater understanding of complex business functions, processes and problems, better grasp of cross-organizational connections and dependencies, increased individual accountability and team collaboration.  The tools also provide stronger prioritization, more concise and relevant communication (which is now readily remembered), faster and more effective planning and execution efforts, more reliable decisions, and reduced waste.

Bottom line, visual business solutions convert complexity and ambiguity into clarity and action.

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Visual Learning, Part Two: Clarity


Visual business solutions are dynamic maps, which enable leaders and employees to clearly see their current situation and create a shared picture of their desired state.  By using visual solutions, the ability to analyze and improve the direction of an organization or department, and improve overall efficiency and effectiveness, is accelerated.  Business mapping is the process of creating these pictures and can be applied to numerous areas across the enterprise, including strategy development and implementation, board governance, process improvement, risk management, audit and internal controls, leadership development, organizational transformation and project management.

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Visual Learning, Part One: Learning


Visual communications has long been a catalyst to human development.  Before possessing written and spoken languages, early humans used pictures to communicate complex concepts.  For example, thousands of years ago cultures with very few words, taught the vital skill of hunting to young boys by pointing to an image of their intended prey that had been carved or painted on a cave wall.

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