The benefits of alignment are clearly evident. Cars run better, use less gas and get more mileage on a set of tires when the wheels are properly aligned. A marksman is able to hit the target more consistently and accurately when the sights are aligned. And so it goes.
From a business standpoint, operational alignment is not only beneficial – it is crucial to a company’s success. ‘Operational Alignment’ occurs when people, systems, processes and technology are properly positioned to support your strategies which in turn support your overall mission and goals.
The Benefits of Operational Alignment
The Perils of Disconnect… (Operationally Speaking)
In an earlier post, I brought up the subject of Operational Friction. In this entry, I would like to address a more dangerous business condition, ‘Operational Disconnect’.
Where ‘friction’ implies the need for some adjustment or lubrication, ‘Disconnect’ means something is really broken and will take significant effort to fix. We more commonly experience this with large corporations and government entities. However, It can also happen in smaller companies with more immediate and dangerous consequences.
Here some examples of what I call disconnect:
An ‘R’ Word Worth Focusing On
It appears that unpredictability is the operative word these days – from weather to politics to economics – the status quo is being challenged. With some of the blatant errors made by the many pundits in the media, a critical eye and ear on what we see and hear is certainly in order. Nothing new here. Throughout all this, it seems that everyone wants to talk about an ‘R’ word, so I will add my voice to the discussion:
My ‘R’ word is Resilience: Resilience is defined as the ability to recover from, or adjust easily to, change. Resilience addresses the fact that there will always be disturbances to the status quo, both positive and negative. As a Prostate Cancer survivor, the concept of resilience has taken on more importance for me. We all experience those surprises in life that challenge us and ‘test our mettle.’ Whether we are talking about disturbances in our health, unexpected weather or other emergencies, or our business, increasing our resilience helps us move through these challenges more effectively and helps us gain more from the experience.
The Problem with Friction… (Operationally Speaking)
As I work with my son to build his Cub Scout Pinewood Derby car, I am reminded that the difference between winning and losing these races is based on how much the builder can minimize friction – i.e. between the track and the wheels and between the wheels and the axles. These are usually simple things that can make a big difference starting with basic alignment of the wheels and a little graphite on the axles.
Which brings me to the subject of this post: “Operational Friction”
Much like physical friction, operational friction is “resistance or conflict” which consumes additional effort and energy and produces less-than-optimal results. Fortunately, operational friction can often be reduced or eliminated with changes in processes, procedures, technology, training, attitude or staffing.
Extra! Extra! – Read All About It!
“As Economy Slows, Reputation Takes On Added Meaning.” (1)
This is the title of an article that caught my eye (the more cynical one on my right side). In this article, the author talks about the rise in demand for ‘Reputation Consulting’– apparently a new niche brought about by the number of companies that have managed to squander theirs. To quote the managing partner of a national reputation consulting firm interviewed in the article “Mending reputations can’t be done overnight” (a bit self-evident, but undeniably true). (2)
The Art of Leverage – In Good Times and Not-As-Good Times…
I have always liked the term ‘leverage’ to describe ways to get more done with less effort (applied to me, it always sounded better than the word ‘lazy’). When I talk with clients, I define leverage as getting more (i.e. time, productivity, money) from what you have (i.e. people, processes, technology). I consider gaining leverage as more of an art than a science, since it requires perspective, insight and creativity along with the ability to effectively implement change involving people, processes and technology.
Will you and your business be ready when the time or opportunity to sell comes along?
The ‘What If’ Analogy…
What if you decided to sell your home this year – or, what if someone came along tomorrow interested in buying your home right now? Would you be prepared? Are you ready for a potential buyer to start poking around more closely – foundations, structure, roof, plumbing, electric, heater, appliances, etc.? Would knowing everything about these details increase the value of your home — or might it be the other way around? What if you were ‘prepared’ and had everything in great shape, no deferred maintenance and your home was nicely ‘staged’ so that a potential buyer could clearly see how they might quickly acquire and move into your house and live comfortably. How might that impact the selling price and time it might take to complete the sale? (1)
What if we are talking about your business?
Good Book: The Battle for the Soul of Capitalism (2005, John C. Bogle)
I have always had a lot of respect for John C. Bogle, founder of Vanguard Funds. I consider his book The Battle for the Soul of Capitalism
CYA
I have always had fun with acronyms. Most people know CYA to mean something that I won’t spell out here. For my purposes, I’d like to redefine this acronym as “Challenge Your Assumptions.”
No News is Bad News
How often have you dealt with someone (or some organization) that did not respond to your call or email in a timely manner, or left you hanging about some issue, project status, etc? A few recent experiences have made me acutely aware of how a lack of response or follow-up can really irk people (especially me).