ARTICLE TEXT:
GET
SHIP SHAPE
Clear
the decks.
This
naval, not novel, analogy is the call of many business leaders
at present.
The
current marketplace provides a timely and substantial opportunity
to remove barriers and filters as the first steps to improving
productivity, efficiency and effectiveness.
The
analogy does not extend to a diving submarine or to businesses
which are or are about to go underwater.
Structural,
operational, personnel impediments are contributing to suboptimal
performance levels.
REMOVE
THE BARRIERS
Significantly,
detailed reviews of and refinements to the internal aspects
of businesses typically accord immediate and appreciable
savings. Competitiveness improves, profit margins
increase and importantly, strategic flexibility broadens.
The
marketing message is simple:
“It is one thing to know the competitor.
It is best to first know thy self.”
Far
too many public and private sector entities, large and small,
throughout the world and in Australia in particular, suffer
the adverse consequences of territorialism and silos.
Prospects
for leveraged increases in revenue, customer satisfaction,
loyalty, repeat and referral business “fall” between the
cracks or are repelled by imaginary, perceptual and internally
self imposed walls.
A
change of focus, attitude and underlying culture effects
a change to prospects. In the words of Alvin Toffler,
the first international futurologist and author of generational
shifting
book, “Future Shock “(1970):
“Old information looked at through
new perspectives creates new information”.
Greater
and more collegiate internal endeavours, complemented by
select and discrete external strategic alliances facilitate
the establishment and maintenance of additional revenue
and profit streams.
Delineations
of clients and end users, or customers and consumers provide
for a better understanding of the marketplace, of needs,
wants and aspirations, as well as thebases for value and
competitive advantage.
Ships,
yachts and motor boats perform best when barnacles and flotsam
are removed and hull lines are sleek. A redesign
of the physical and operational architecture of an entity
offers the same outcomes.
WHAT
YOU CAN CONTROL
Among
the consequences of creeping globalism are more complex
commercial, industrial, financial and political infrastructures.
The scope and capacity to control and influence many
marketplace variables are limited.
However,
changes to the internal aspects of an entity are within
the remit of owners, managers and teammembers.
Take
for example the ongoing enhancements and refinements of
the supply chains of supermarkets in particular and retailers
in general. Banks too have the essentials in hand
for sustainable growth and increasing economic strength.
Conversely,
many major mining exporters suffer the adverse economic
competitive, relationship and operational consequences of
obsolete and inadequate rail, freight and port facilities.
Therefore,
emphasis should be given to refining and, in some instances,
redefining operational philosophies and procedures.
The primary intent will be to improve efficiencies, lower
costs and increase marketplace impact with existing or less
resources.
HORIZONTAL
ORGANISATION
A
“seamless” organisation structure is a virtue.
It provides advantages for external and internal customers.
In the latter instance team members develop a perspective
and sensitivity to the contributions, needs, values and
drives of those who contribute to a single, integrated set
of endeavours.
Territorialism
and self interest are redressed. A whole new orientation
is developed, which transcends operational parameters and
limitations. The underlying driving force which emerges
is to satisfy client and customer needs and expectations.
The
sense of team, crew if you will, and the value of others
is promoted.
Anyone
who has visited and inspected rural areas in which decaying
silos, often with no ceilings or rooves, are located, will
recall the limited vision possible as one's view turns to
the sky.
Silos
in organisations create similar scenarios. Horizontal
perspectives broaden one's mind, perspectives and scope.
The
current marketplace rewards those business owners and managers
who exhibit and maintain true leadership attributes of leading
values rather than people.
An
integral part of the implementation of the strategic initiatives
detailed in this text is the respect leaders accord team
members by detailed explanations of what is required and
the probable consequences.
Great
skippers of high performance yachts and boats respect and
adhere to the need to inform, involve and recognise crewmembers.
So,
go ahead. Clear the decks. God bless for clear
sailing.
