I help leaders to confidently reach the full potential of their organisation. We work together to craft a clear strategy, redesign the organisation to enable people, and develop value-adding leadership. Arrange a time for a chat by clicking here, or connect with me here on LinkedIn.
You don’t want to waste your money and your people’s time by not working on the highest leverage point of the system. Here’s how to make sure you get this right.
If a process must go through A, B and C to get to the customer and the number in each box represents how many they can do per period, then the system can’t go any faster than B. And rather than using the term ‘constraint’ or ‘bottleneck’, I use ‘Pacesetter’ because it’s, well, nicer.
And conveniently B is the first letter of ‘Barista’, which will always be the Pacesetter in a café. Therefore, Don’t Bother the Barista!
All of this comes from Eli Goldratt in his book The Goal, where he even lays out five steps for improvement, the first of which is of course (in my words)
I help leaders to confidently reach the full potential of their organisation. We work together to craft a clear strategy, redesign the organisation to enable people, and develop value-adding leadership. Arrange a time for a chat by clicking here, or connect with me here on LinkedIn.
If you’ve been with me for a while, chances are I’ve run through this with you. The purpose of this is to put it all in the one spot.
This is about understanding the focussing point required to get any system (any system) to work better. And by ‘better’, I mean better for customers, better for those working in it, and better for the bank balance and purpose of the organisation too.
I help leaders to confidently reach the full potential of their organisation. We work together to craft a clear strategy, redesign the organisation to enable people, and develop value-adding leadership. Arrange a time for a chat by clicking here, or connect with me here on LinkedIn.
You can increase the throughput of your show hugely with one simple change.
For real life.
But don’t take my word for it, let’s turn to one of the total gurus – Eli Goldratt.
As part of the brilliant Goldratt Satellite Program, which you can still buy and watch the legend himself (I’m not associated with it BTW), he tells the story about the maintenance area of the Israeli Air Force.
I help leaders to confidently reach the full potential of their organisation. We work together to craft a clear strategy, redesign the organisation to enable people, and develop value-adding leadership. Arrange a time for a chat by clicking here, or connect with me here on LinkedIn.
If you’d like to watch me go through this on video, just click here. 6 mins with captions.
Senior Management is not just more management. It’s a new kettle of fish. I’ll go through:
The change in the nature of the work
What the job actually is
Action To Take
Senior Management
First – what are we talking about here? The key thing is manager of managers. Or, managers of multiple teams, who each have their own leadership. These roles can be called various things, some of the ones from my clients are:
I help leaders to confidently reach the full potential of their organisation. We work together to craft a clear strategy, redesign the organisation to enable people, and develop value-adding leadership. Arrange a time for a chat by clicking here, or connect with me here on LinkedIn.
Posted by Adam Thompson on the 08th September 2020
If you’d prefer to watch on video than read, click here!
A state of overload and chaos has become sadly normal in organisations. Here’s the thing – it comes from a very natural condition – an obsession with utilisation. I’ll explain…
These ideas originated from one of the all-time gurus – Eli Goldratt.
Way Basic Work System
To demonstrate, I’ll draw my favourite diagram that my long-time clients will recognise (with one change):
I help leaders to confidently reach the full potential of their organisation. We work together to craft a clear strategy, redesign the organisation to enable people, and develop value-adding leadership. Arrange a time for a chat by clicking here, or connect with me here on LinkedIn.
This article also exists as a 5-minute video. Click here to watch if you’d prefer that to reading.
We all want more cross-functional collaboration, whether you’re an executive wanting the areas to sort it amongst themselves, in the middle yourself trying to get work done with other areas, or on the frontline just wanting some consistent messages.
There’s a reason this is often so hard, and one I can give you right upfront – it’s because we can’t see it! Let me explain….
The social system relationships in most workplaces
I help leaders to confidently reach the full potential of their organisation. We work together to craft a clear strategy, redesign the organisation to enable people, and develop value-adding leadership. Arrange a time for a chat by clicking here, or connect with me here on LinkedIn.
There’s a lesson in the industry of Formula 1, by which I mean Grand Prix racing, either the most boring thing you’ve ever watched, or an amazing mix of technical skill, driver skill, and one huge political social gossip fest!
The Goal is Clear
There’s one goal in Formula 1 – to win the world championship. Call that the vision. From there, the breakdown is clear:
To win the world championship, you need to win more races. You get the latest version of this after every race, it’s like your monthly report going to your governing body. Looks like this:
I help leaders to confidently reach the full potential of their organisation. We work together to craft a clear strategy, redesign the organisation to enable people, and develop value-adding leadership. Arrange a time for a chat by clicking here, or connect with me here on LinkedIn.
The COVID experience let us try some new things. We had to adjust the way we serve the people that we serve, and now we’re doing some sort of returning back to a new normal. In this article we’re going to talk about how you figure out what to keep doing, start doing and stop doing after the COVID situation.
First, there are foundations that we need to have in place.
I help leaders to confidently reach the full potential of their organisation. We work together to craft a clear strategy, redesign the organisation to enable people, and develop value-adding leadership. Arrange a time for a chat by clicking here, or connect with me here on LinkedIn.
Remote work will break traditional management structures
As we shift from managing inputs to managing by outcomes, current organisational hierarchies won’t make sense. A shift to flatter and more fluid task-based structures will follow and require new management skills and changes to performance measurement and reward programs. Company culture will also need to be re-examined.
I help leaders to confidently reach the full potential of their organisation. We work together to craft a clear strategy, redesign the organisation to enable people, and develop value-adding leadership. Arrange a time for a chat by clicking here, or connect with me here on LinkedIn.
