An Agile Business Operation
A top performing business in the current economic environment has to be an agile business. There is a need for the business to have the capability of rapidly and efficiently adapting to changes.
Being able to identify those changes and determining which ones can be adapted & then, of course, which ones should be adopted for your business, is an important task in a competitive business world. The question should be asked: Is the adaptation going to benefit my business? If it is, then the process needs to begin to determine how it can be implemented for maximum advantage, with least impact to the current operations.
Systems, processes and people all need to work together to make that adaptation. If they can’t – if there is a disconnect – then a decision has to be taken about whether the change is worth it, and what has to change in order for the adaptation to work.
That can be a tough call, if it involves a potential “separation” between old & new. The one to make that determination is the business owner, being aware of all the possible consequences and weighing those up as part of the decision-making process!
There should be minimal disruption to the product or service delivery of the business whilst the implementation is underway. It should be as seamless as possible from the point of view of clients and end-users, so that the ‘brand’ is not unduly impacted by delays caused by ‘improvements’.
The other critical element in implementing any change to the systems, processes &/or products of any business is a sense of confidence in the people charged with implementing the change. They need to have the skills & confidence that the change is going to be of benefit to 1) the business, 2) them as individuals and 3) the clients with whom they interact.
To ensure they have those skills & confidence there needs to be a program of skill development (or skill acquisition). A consistent (&, indeed, constant) program of quality training is required which will enable them to be champions of the cause.
Many examples of great products, systems and processes lie abandoned because those charged with ensuring the effective rollout were not subscribers to the benefits of the change. Great products will fail, if they have not been ‘sold’ to those who have to ‘sell’ them. That is the fatal flaw in some great product/service innovations over the years.
The success of any new product/service, as well as the process for introducing it to the market should be able to be measured – a key element in being able to determine the success, or otherwise, of the innovation.
jacobvanloon
germansingergirl
dailybridgerton
janainaart
tangentwithtanner
kaledo-art
yousharknotpass