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Answer Upon - Don't Forget Where You Came from - Why the Past is Important in Implementing Business Change
There are many reasons why you could be in the market for a new job right now. Perhaps...==> You just graduated from high school--or even better, college--and you’re ready to strike out on a quest for your first "real" job.==> Your worst fears finally manifested and you’ve been downsized.==> You’re bored with the career path you’ve been on for the past few years, and you’re ready to strike out in a new direction.==> You want to change jobs (within your field) for
Experience and knowledge
Every view of the processes
You’re on track to land your dream job. But can you afford it?Knowing how to handle the money question plagues job seekers. Especially if you’re exploring an opportunity that looks very promising.You don’t want to jinx the situation by prematurely asking about the salary. On the other hand, if they can’t afford you, you don’t want top waste your time pursuing a hopeless employment goal.Before you even go to an interview or first meeting with a decision-maker you MUST avoid
Clean sheets and blue skies
Business change projects tend to begin with a “visioning exercise”, to determine where the organisation is going and what its objectives are. The output of this exercise is used as a guide to determine the changes that need to be made. Much is made of “starting with a clean sheet” or the clich?d “blue-sky thinking”.
This approach has the benefit of allowing more radical changes to be made, facilitating (consultant clich? overload warning!) “thinking outside of the box” in an environment where “there are no sacred cows”.
It is true that the proposed changes need to be freed from the constraints of the past, however there is far too much accumulated experience and knowledge in the existing processes to be ignored.
Experience and knowledge
Every view of the processes o
ISO 9000 is a set of standards for quality management systems. Perhaps, it is the most popular generic international standard today. First published in 1987 and modified in 1994, it is the true basis for businesses to develop or improve their quality assurance systems. Today, most international businesses document their quality systems according to the ISO 9001 elements.There are a total of 20 elements (sections) in the overall ISO 9000 standard. Each section explains what a company has to
Clean sheets and blue skies
Business change projects tend to begin with a “visioning exercise”, to determine where the organisation is going and what its objectives are. The output of this exercise is used as a guide to determine the changes that need to be made. Much is made of “starting with a clean sheet” or the clich?d “blue-sky thinking”.
This approach has the benefit of allowing more radical changes to be made, facilitating (consultant clich? overload warning!) “thinking outside of the box” in an environment where “there are no sacred cows”.
It is true that the proposed changes need to be freed from the constraints of the past, however there is far too much accumulated experience and knowledge in the existing processes to be ignored.
Experience and knowledge
Every view of the processes
These days its extremely difficult to distinguish between ethical and unethical advertising, the line between is so fine that the interpretation of it is ultimately left up to the consumer to make the decision. The closer the advertising pitch is to controversial, funnily enough, the more consumers find it appealing, get suckered in and after its too late realise the consequences. Blatant trickery in advertising in my opinion constitutes fraud and these companies should have the whole book flung
This approach has the benefit of allowing more radical changes to be made, facilitating (consultant clich? overload warning!) “thinking outside of the box” in an environment where “there are no sacred cows”.
It is true that the proposed changes need to be freed from the constraints of the past, however there is far too much accumulated experience and knowledge in the existing processes to be ignored.
Experience and knowledge
Every view of the processes
I have been a big fan of the aviation industry ever since my stint with PeoplExpress Airlines in Newark in 1984. The defunct carrier, long since absorbed by Continental Airlines, was one of the first airlines to take advantage of a deregulated industry. Cheap flights, onboard paying, and recycled airplanes were some of the hallmarks of the carrier. Years later the industry has changed dramatically, but to this day there are millions of people in the US whose jobs are directly or indirectly affili
This approach has the benefit of allowing more radical changes to be made, facilitating (consultant clich? overload warning!) “thinking outside of the box” in an environment where “there are no sacred cows”.
It is true that the proposed changes need to be freed from the constraints of the past, however there is far too much accumulated experience and knowledge in the existing processes to be ignored.
Experience and knowledge
Every view of the processes
You’ve probably noticed how few people always seem to get the raises, promotions and pats on the back from the boss, while so many others toil for years, unrecognized and unrewarded, at the same jobs.You can attribute career stagnation to bad luck, but that’s not enough. Napoleon believed that luck didn’t fail people; rather people failed to exploit their luck. Nor can it always be blamed on bad companies and unfair bosses; that’s sometimes the case but too often an excuse. While hard work
Experience and knowledge
Every view of the processes of a business is conceptualised, usually very highly so. The real processes that ensure that the job is carried out are largely informal and fill in all the gaps around any formalised procedures that are in place. These informal processes exist as a result of the cumulative experience and knowledge of the employees carrying them out. Every time minor problems occur, these informal processes are tweaked to ensure that the job gets done.
This knowledge and experience is not captured anywhere and is not even in the heads of the management team - it exists only in the heads of the employees involved in the process.
To start a change project without capturing this knowledge and experience is asking for trouble, either through getting it wrong or through disillusionment of the employees who see the proposed changes as being quite abstract to their day-to-day jobs.
Babies and bathwater
Any business going through a change project has usually been in business f
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