6/21/2023 0 Comments Smarter faster and better![]() ![]() ![]() In this example, Manager X is hired and wants to make a big show of quickly implementing a significant process improvement. Let’s use an example of a bad process change to illustrate both scenarios. In addition, the overall outcome might be good for the company but not necessarily great for you or your team. ![]() Good change is really easy to spot, however, depending on what your perspective is, operating change can be seen as a problem or an opportunity. Sometimes the good-ness or bad-ness of an operational change can’t be seen except with hindsight but keeping the business goals and Optimization Trifecta in mind, you will stay focused on the right outcomes. How do you know if an operational change is ‘good’ or ‘bad’? Conversely, change for its own sake, for example, is definitely in the category of ‘bad change’. The litmus test is always whether you work smarter, faster or better as a result. However, if the outcome is a net gain or the business is better than before, then, on balance, it’s a good change. Quite often, if not most often, process change is painful and difficult. More about that later.Ĭhange is all about outcomes. Ideally, it’s best to hit all three outcomes - I call that the Optimisation Trifecta – but even hitting one will make the programme worthwhile. The outcome of any process or operational change programme should be that the process, technology or teams work smarter, faster, and better. ![]()
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