24 febbraio 2012 § Lascia un commento
Pensi di aver esaurito tutti i modi per risparmiare denaro nella tua azienda? dai un occhio a questi 39 punti
Ecco alcuni consigli di taglio dei costi per iniziare.
– Risparmia sulle spese di spedizione, fornendo fatture ed estratti conto via e-mail.
– Download gratuito di moduli on-line, invece di acquistarli nei negozi di forniture per ufficio.
– Offerta di cataloghi e di brochure in pdf – scarica per risparmiare sui costi di stampa e spedizione.
– Abbassare il calore o e non alzare l’A / C.
– Spegnere le luci non necessarie.
– Impostare la stampante per elaborare modalità per risparmiare inchiostro.
– Re-riempire le vostre cartucce per stampanti personali.
– Spegnere il telefono di linea terrestre o via cavo al VOIP.
– Utilizzare libero e open source o cloud-based.
– Controllare tutte le fatture e verificare prima di pagare oneri.
– Pagare le bollette in tempo per evitare le tasse.
– Si consideri il telelavoro, assistenti virtuali, o lo spazio ufficio condiviso.
– Rivedere l’utilizzo del piano del cellulare piano e confrontare con altre compagnie.
– NON tagliare il marketing, ma scegliere la tua nicchia di ottenere il massimo per le vostre attività.
– Formare i vostri dipendenti in modo che possano aiutarsi a vicenda durante il tempo di crisi invece di assumere.
– Usa stagisti e collaboratori per i progetti a breve termine.
– Approfitta degli sconti: 2% per il pagamento anticipato, sconto per contanti, spedizione gratuita oltre euro 50, ecc
– “elimina” I clienti che sprecano più tempo e denaro di quello che valgono.
– Seguire i requisiti degli ordini di acquisto per essere sicuri che le fatture vengono pagate in tempo.
– Stop alla vendita che non pagano i conti.
– Concentratevi sul servizio al cliente .
– Verificare due volte gli indirizzi prima di spedire, per evitare costosi errori.
– Distribuire materiale promozionale in pacchetti
– Utilizzare supporti e-mail e social, invece di direct mail per testare nuove offerte e coupon per i vostri clienti.
– Guardarsi intorno per i migliori prezzi sui materiali di stampa, spedizione e ufficio.
– Utilizzare le spedizioni gratuite di USPS, UPS e FedEx.
– Iscriviti annunci gratuiti di directory business online.
– Baratto / partner per la pubblicità – cioè la consegna delle pizze annunci su key card dell’hotel.
– Comprare mobili usati e attrezzature per ufficio.
– Riutilizzare, ridurre, riciclare.
– Condividi la tua esperienza in apparizioni pubbliche, blog e social media per ottenere una maggiore esposizione.
– Se vuoi per le imprese online che offrono un servizio gratuito di base (ad esempio Skype)- utilizza gli aggiornamenti a pagamento solo quando ne hai bisogno.
– Partecipa a un gruppo in rete e trovare un mentore con più esperienza per consigliarti.
– Cercare sconti / incentivi per sostituire vecchi impianti con i nuovi sistemi più efficienti.
– Quando si viaggia, utilizzare navette per gli aeroporti liberi e pranzare dove c’è la connessione wifi gratuita, ma essere sicuri di seguire queste precauzioni di sicurezza wifi.
– Non prenotare in un hotel convention senza confrontare i prezzi online con strumenti adatti
– Incontra i clienti tra i pasti nella hall di un tranquillo hotel di lusso.
– Utilizzare servizi gratuiti di teleconferenza.
– Partecipare a fiere virtuali in rete, senza spese di viaggio.
22 febbraio 2012 § Lascia un commento
Crescere, l’obiettivo di ogni persona e di ogni business, questo ci viene concesso dallo sviluppo di attività di miglioramento continuo che ci permettono di tenere stretti a noi i nostri clienti e di essere sempre un passo davanti agli altri
ma cosa accade quando veniamo messi a confronto? siamo pronti al confronto? cosa abbiamo in più noi rispetto ai nostri competitors? perchè spesso aspettiamo di essere in difficoltà?
Di seguito una interessante lezione
If a strong competitor turned up next week, targeting your clients and prospective clients with great marketing and a compelling service, what would you do?
Raising your own bar
The honest answer for most small business owners, is that you would very quickly up your game. Faced with this significant new threat, you would look to do everything possible to retain your existing clients and also, set to work on a more effective strategy for winning new clients. The game would have changed and your instinct would be to step up to the mark and rise to the new challenge.
So, here’s another question for you: Why not raise the bar right now, rather than wait for the competition to force you into it?
In my experience, having worked with thousands of small business owners, the vast majority will wait for some kind of external event, before they raise the bar. For example, they will wait until they lose a major contract or business slows down, before doing something proactive about improving their marketing. The most successful business owners don’t need that external motivation, to continuously look for ways to improve their business. They are always looking for ways to improve.
Raising the bar: Steve Jobs style
There’s a wonderful example of how Steve Jobs caused the initial Apple iPod’s development team, to raise the bar. The story may or may not be true, but it’s said that the iPod development team presented Jobs with the first build of the new device, which they had worked on, around the clock, for months.
Jobs took one look at it and said; “It’s too big!”
The team leader said; “It’s as small as possible.”
Legend has it that Steve Jobs then dropped it into a fish tank. The design team gasped in horror.
Jobs then said to the team; “You see those bubbles coming out? That’s air. Make it smaller!”
The team responded by making another version, which was significantly smaller, even though they had originally believed the previous version was as small as possible, until Steve Jobs caused them to raise the bar on what was possible. Without the external influence of Jobs, the development team would have shipped a chunkier, less attractive iPod and the resurgence of Apple may have been very different.
Taking control of your business development
Don’t wait for external influences, before you decide to up your game and redefine what’s possible for you and your business. Take time out today to review at least one element of your business and look for an opportunity to improve it in some way. Do the same tomorrow and the day after and the day after, until it becomes a habitual element of your business.
Start doing this today, taking action to put the improvements into place, and your business will be almost unrecognizable in 12 months!
20 febbraio 2012 § Lascia un commento
Un breve ma riassuntivo articolo sui basics LEAN ORGANIZATION, LEAN PRODUCTION
ORA NON CAPISCO…PERCHE’ SONO MOLTO SCETTICI SULL’APPLICAZIONE DEL METODO??
Shorter delivery time
Flow in the production reduces the production lead time (throughput time) and thereby the customer service is dramatically improved.
Improved delivery service
When implementing lean pull (order based production) the delivery service becomes more stable. With pull order confirmations are based on stable and fast flow – and not on inventory based forecasts.
When using OEE to measure the loss factors on bottlenecks, it is possible to increase the utilization on bottlenecks dramatically. In this way the total capacity is increased.
The productivity will increase when the waste in the production is reduced. Nobody has to run faster as the increase in productivity is based on adding more value per man hour.
With flow the time it takes to detect an error is reduced dramatically compared with the time it takes to run large batches. Errors are detected much faster = less scrap and rework. At the same time flow reduces transportation and handling costs.
The inventory is reduced dramatically when using flow and pull (including Kanban). Also reduced changeover times when using SMED, reduce both batch sizes and the number of goods in process.
With reduced inventory, shorter throughput time and faster changeovers the flexibility to customers is dramatically improved.
Improved safety level
With less transportation and handling, fewer boxes and pallets and an improved system and order (5S), the safety level is improved.
Ergonomics are improved because of better organized work places and shorter distances when reaching for parts etc. Flow also reduces the number of necessary lifts. Lean reduces a lot of handling and the time operators normally use to search for parts. These activities are to some extend healthy. Therefore it is important that the employees rotate between work places when working with Lean.
Lean creates visibility when it comes to problem solving, planning, flow, work places etc.
A very important principle in Lean is to “measure online”. This means than any corrective actions can start before it is too late.
Increased job satisfaction
When Lean manufacturing is implemented with success it increases the job satisfaction because the employees are now involved in planning, problem solving and the way their work places are organized.
Companies without continuous improvements are constantly losing ground to competitors.
A key element in Lean is to create a culture of continuous improvements.
17 febbraio 2012 § Lascia un commento
Nel Mondo ci sono persone veramente da stimare e da prendere d’esempio. Di fatto quanto sotto raccontato (grazie ad un blog rivolto solo a notizie positive) sembra quasi impossibile, complimenti per il coraggio
Chi sarebbe in grado di fare lo stesso?
C’è un imprenditore che, dopo aver deciso di vendere la sua società, ha pensato di distribuire parte del ricavato ai suoi 1.800 ex-dipendenti, per ringraziarli del lavoro svolto e della lealtà dimostrata verso l’azienda.
Questo imprenditore si chiama Ken Grenda ed è australiano. A fine 2011, Grenda ha deciso di vendere la società che era stata fondata dai suoi genitori nel 1945 e che ha sede a Victoria. La società (che costruisce pullman e ne gestisce i trasporti) è stata venduta per 400 milioni di dollari australiani e Grenda, d’accordo con i due figli, ha distribuito bonus ai suoi 1.800 ex-dipendenti per un totale di 15 milioni di dollari, come ringraziamento per aver contribuito al successo aziendale.
Tutti gli ex-dipendenti hanno mantenuto il posto di lavoro e sono stati assunti dalla società acquirente, ma nell’ultima busta paga …..
14 febbraio 2012 § Lascia un commento
VENDERE, VENDERE, VENDERE, oggi è un imperativo, ma dove sta il problema??
sembra incredibile ma non si trovano bravi commerciali, o meglio gente con Voglia di Viaggiare e spostarsi in giro per il Mondo a prendere Clienti, a trovare nuove opportunità.
Oggi è fondamentale infondere nel proprio team, sicurezza, visione, carica, e dare direttive chiare senza mandare la gente allo “sbaraglio”
Ecco a voi qualcosa che potrebbe aiutarvi
I am often asked just what it is that makes a highly successful and effective sales team — what differentiates them from an average one?
Actually, the answer is simpler than you might imagine — all roads lead back to the leader!
The role of a sales leader is to translate the organisation’s vision, mission and values into a meaningful context that sales teams can relate to and feel excited by. If this is achieved then the sales leader will have created a sales team with a shared mental model. This transforms an ordinary sales team into a high performing one.
For clarity, here is a brief description of the following terms:
An organization’s vision is a guiding image of success formed in terms of a huge goal. It is a description in words that conjures up a picture of the organization’s destination. A compelling vision will stretch expectations, aspirations, and performance. Without that powerful, attractive, valuable vision, why bother?
A mission statement communicates the essence of an organisation to its stakeholders and customers, and failure to clearly state and communicate an organisation’s mission can have harmful consequences around its purpose.
As Lewis Caroll, through the words of the Cheshire Cat in Alice in Wonderland says, “If you don’t know where you’re going, it doesn’t matter which way you go.”
Guiding principles are the consequence of a mission statement that are intended to inform or shape all subsequent decision-making, which also provides normative criteria allowing policy-makers to accept, reject or modify policy interventions and activities. They are a guiding set of ideas that are articulated, understood and supported by the organisation’s workforce.
Values are beliefs which the organization’s workforce hold in common and endeavor to put into practice. The values guide their performance and the decisions that are taken. Ideally, an individual’s personal values will align with the spoken and unspoken values of the organization. By developing a written statement of the values of the organization, individuals have a chance to contribute to the articulation of these values, as well as to evaluate how well their personal values and motivation match those of the organization.
The “Human Capital Development Model,” created by Krauthammer International, is a logical process that can take top management concepts, and translate them into a context that has real meaning for staff at all levels.
The key to bringing this model to life is to answer the following questions:
- Do my team understand the organization’s vision and how their role moves the organization closer to achieving it?
- How can my sales team translate the organization’s mission into one that is relevant to them?
- How does the organization’s guiding principles impact on the day-to-day responsibilities of sales people?
- Which of the organization’s values does my sales team relate to?
- How can we interpret these values so they become compelling for each sales person?
An effective sales team understands the big picture and the context of their team’s work to the greatest degree possible. That includes understanding the relevance of their job and how it impacts the effectiveness of others and the overall team effort.
Too often, sales people are asked to work on an activity without being told how their role contributes to organization’s vision, much less how their efforts are impacting the ability of others to do their work. Understanding the organization’s vision promotes collaboration, increases commitment and improves quality.
An effective team works collaboratively and with a keen awareness of interdependency.
Collaboration and a solid sense of interdependency in a team will defuse blaming behavior and stimulate opportunities for learning and improvement.
Without this sense of interdependency in responsibility and reward, blaming behaviors can occur which will quickly erode team effectiveness and morale.
12 febbraio 2012 § Lascia un commento
In un periodo in cui la risora umana deve essere assolutamente rivalutata e rilanciata, di seguito trovate alcune attività svolte da IBM, nell’ambito HR.
Non sempre si ricorda che le Aziende sono fatte di persone, il maggior coinvolgimento nelle attività permette di raggiungere mete e obiettivi mai pensati prima.
UNITE MIGLIORAMENTO CONTINUO e HR e vi assicuro che raggiungere grandi obiettivi.
di seguito un esempio:
It’s rare to find a corporate human resources function that accelerates change by actively finding ways to help drive new strategies. Most HR groups sit back and wait for requests from the business for administrative people transactions. In their role of stewards of policy compliance, they can tend to be a brake on change.
But not at IBM. Its HR function has been instrumental in the $100 billion company’s metamorphosis from a floundering computer manufacturer in the 1990s to a prosperous software and consulting services company today. HR has helped the organization absorb more than 125 acquisitions since 2000, and integrate globally, saving $6 billion since 2005.
When Randy MacDonald arrived at IBM in 2000 as senior vice president of HR, he felt the function was too focused on administration. “I have a fundamental belief that it’s important to decide what is core and non-core,” he told me recently. “Administrative responsibilities, such as getting paychecks out on time, are not core. Attracting, retaining, and motivating employees are all core. In HR, we need to focus on what is important and get out in front of issues — not just be reactive. HR should look at the direction of the company and say, ‘We need to be here right along with the business.’ ”
Over the last decade, HR at IBM took a number of steps to help drive operational improvement:
- Delivered the new skills IBM needed at the front lines. HR reinvented the way it trained and developed talent. We know, for example, that developing leaders is essential. But in a world in which bringing managers in every year for a week of offsite training is so 1960s, how do you make the leadership development process relevant to the global economy? Randy MacDonald: “We observed that 80% of leadership development is based on work experience. We looked to see what we could do to create a work-related development opportunity. In growth markets like Kenya and Malaysia, people needed to develop marketing and innovation skills. In developed countries, such as France and the U.K., people already had that experience. We came up with ‘Global Enablement Teams‘: we took the top people in mature markets and assigned them to help and mentor people in the growth markets. Growth market leaders learn from major markets, and equally important, vice versa.”
- Fostered global teamwork. Prior to 2002, when Sam Palmisano became CEO, IBM had a series of feuding fiefdoms — 170 country units — each with its own policies, procedures, and processes. Randy MacDonald: “Over the past decade we moved from a multinational organization to a globally integrated enterprise with global standard processes. For example, I have taken 8,000 HR software applications (largely focused on the HR needs of individual IBM country units) down to under 1,000. There was lots of resistance. Another example: In the U.S., ‘diversity’ tends to be programs and policies around ethnic identity and gender. In China, or Brazil, diversity is defined differently. We’re starting to expand ‘diversity’ to also mean ‘inclusion’ — helping people work together.”
- Created a results-focused culture. During IBM’s days of malaise, buck-passing had become an art form. As former IBM CEO Lou Gerstner said, “Instead of grabbing available resources and authority, they waited for the boss to tell them what do; they delegated up.” HR can play a lynchpin role in building a performance culture: defining, collecting and analyzing data to understand whether employees are meeting their personal goals. This is about using the technology of “business analytics” within the workforce, bringing vital statistics to the art of performance reviews. Says MacDonald: “The core of a performance-based culture is more use of analytics. We needed to start in HR by becoming more analytical, using data, defining cause-and-effect relationships, and tying HR activities to business results.”
HR’s focus at IBM today is on finding and developing more innovative employees, in concert with IBM’s strategy of a “smarter planet” — improving the world through “green tech,” “smart grids,” water management systems, and so forth.
“We link our external branding to our internal brand,” MacDonald explains. “Our ‘Smarter Planet’ campaign is enormously attractive. In fact, we hire nine out of ten people we go after because they are excited by the possibilities of improving how the world works. Another ripe area for innovation is knowledge management and the impact of social media. For example, one of the reasons we can recruit much more rapidly these days is through the use of social media.” IBM encourages employees to use social media — a far cry from the day when no one could communicate externally without prior approval. (IBM has instituted social media guidelines to help employees understand best practices when they blog, Tweet, and the like.)
If few HR organizations take a proactive role in operational improvement, what is different about IBM?
I see two key characteristics: dissatisfaction with the status quo, and managing for the long term. Here’s how Randy MacDonald explains it: “It’s built into IBM that once we attain a level of performance, we raise the bar.” IBM is also different because it hires and develops people for the long term at all levels — not just for today’s job openings and not just senior management. As Sam Palmisano said, “To develop talent that can lead the enterprise generation after generation takes money, time and patience. And this is not just about people at the top — it’s about developing future leaders broadly and deeply throughout the organization.”
10 febbraio 2012 § Lascia un commento
Vi lascio a questa interessante lettura che esplica chiaramente quanti si pensi all’oggi e ai problemi di tutti i giorni e non all’evolversi delle situazioni.
Inoltre, le interviste fatte ai diversi CEO, dimostrano quanto non sia reale quanto dicono, altrimenti non esisterebbe la consulenza e il coaching, cosa che in questo momento si sta evolvendo in maniera forte.
At the World Economic Forum last week, I attended a small dinner that included eight Nobel Prize winners. What a privilege in itself.
The question the Laureates were asked to address was “What do you see as the world’s biggest challenges?” They facilitated conversations at each table, and at the end, each of them reported out.
Their suggestions included overpopulation, unemployment, the environment, and inequality. Each of the Nobel winners was eloquent and wise about these issues, but the reality is that the challenges are familiar, and they’re getting worse, not better. The common denominator among all of them is that they are problems created by humans. So why can’t we humans solve them?
The most basic answer is that we don’t make a connection between our current behavior and its future consequences. As Muhammad Yunus, the Bagladeshi economist, put it, “Leaders don’t have time for the future because they’re too busy with the present.”
The more primitive parts of our brain conspire against our thinking about the future. Our amygdala is designed to be hyper alert to signs of threat, but only immediate threat. At the same time, we’re powerfully pulled to immediate gratification, even if it’s undermining our own long-term well-being.
As the wonderfully gentle and self-effacing astrophysicist and two-time Nobel Prize winner Saul Perlmutter put it, “We’re limited by being human. We want results fast, and we discount the future.”
Consider, for example how this applies to companies and their employees. The factual arguments for investing in employee well-being — so that people can bring more of themselves to work every day — are now overwhelming.
A meta-analysis of existing research, conducted by three Harvard researchers, found that the savings from wellness programs in organizations averages $3.27 for every dollar spent. That’s true even though the quality and depth of many such programs is still very limited.
At one point during a Davos session last week, I asked more than a half dozen CEOs at a discussion I was leading, “Do you believe that your employees perform better if they’re happier and healthier? The unsurprising and unanimous answer was “Yes.” Then I asked the CEOs, “If that’s the case, how much time, energy and money do you invest in insuring that your employees are healthier and happier?” Nearly all of them agreed the answer was very little.
The value of investing money and time in taking care of employees, rather than simply trying to get more out of them, can seem hard to measure. Also, because it doesn’t produce instant results, it may seem at odds with the urgent aim of getting more done, faster, right now.
When we’re run by the more primitive parts of our brain — and we are far more often than we recognize — we become myopically short-term in our perspective.
So what’s the antidote? It’s to rely more on our pre-frontal cortex, which allows humans alone to imagine the future consequences of our actions. Too often, instead, we use our pre-frontal cortex after the fact, to rationalize and minimize our short-term and ultimately self-defeating behaviors.
We don’t lack for potential solutions to our problems so much as we do the willingness to intelligently sacrifice in the short term, in the service of generating more value in the long term.
To do that, we need to learn to better regulate our emotions, which begins with gaining more control of our attention. That’s the next great evolutionary leap, and it’s on the horizon.
The most interesting conversations I had at Davos were with two neuroscientists — Richard Davidson of the University of Wisconsin and Tania Singer of the Max Planck Institute — and one of their experimental subjects, the French Buddhist monk Matthieu Ricard.
Through their research, both Davidson and Singer have demonstrated that our brains have extraordinary plasticity. It’s possible, they’ve found, for human beings to systematically train the regulation of negative emotion and to increase our capacity for calm reflectiveness in the face of high stress. MRI scans can measure, for instance, brain activity associated with empathy and compassion — and people can cultivate those attributes through deliberate practice. Mathieu Richard, who runs 110 humanitarian programs around the world, has done precisely that.
Our own work at The Energy Project focuses on helping individuals and organizations institute highly specific rituals — behaviors and practices that eventually become automatic and serve sustainable well-being and effectiveness.
We can learn to be far more conscious and intentional in our behavior, and less self-centered and short-term in our perspective. Doing so requires deliberate practice.
8 febbraio 2012 § Lascia un commento
I primi 100 giorni di un CEO o COO (oserei dire), come in politica sono i giorni in cui si esegue il cambio di rotta, e vengono intraprese le nuove scelte e/o decisioni. Ma non sempre, questi 100 giorni sono decisivi e i più facili, ecco quindi di seguito cosa può accadere e come gestire le attività
It’s tough at the top and getting tougher. CEO turnover in medium and large U.S. companies is speeding up: Today CEOs last just six years on average, down from eight years a decade ago. More than 15% of current CEOs are freshmen. Starting off on the right foot is crucial, especially during “the first 100 days,” when new top executives are under intense scrutiny to prove they’re equal to the job. Unfortunately, the 100-day strategy has fallen victim to several myths that make it more difficult for leaders to lead.
MYTH #1: New CEOs should look outward and move quickly, rapidly inspecting personnel and procedures and identifying shortcomings in order to “sort out the mess.” One CEO, newly installed in an ailing industrial goods company, wasted time investigating and disparaging his predecessor. After a year of “I’m-not-the-other-guy” leadership, this executive hadn’t stamped his own identity on the business or made any distinctive decisions.
FACT: New CEOs benefit from introspection, not just inspection. They should reflect on their leadership style in order to adapt and harmonize with the company. One CEO, for example, excelled at communicating to small groups, delegating and team-building. Because he initially concentrated on assembling a strong team and personally communicating with them, he was able to develop a firm launch-pad for a variety of initiatives aimed at transforming the company.
MYTH #2: New CEOs should make an impact as soon as possible, notching up some “quick wins.” Consider one American executive who took over a foreign-owned manufacturing company. Without pausing to fully appreciate the company’s culture, ownership structure and tolerance for change, he developed a turbo-charged reorganization and growth plan. The Board of Directors rejected it, forcing him to backtrack, rebuild credibility and endure increased scrutiny.
FACT: New CEOs should find out what makes a company tick and work with this reality to achieve goals. In this spirit, the CEO-elect of an established media company devoted eight months prior to her accession to soliciting the views of stakeholders and identifying areas of future innovation and growth. After taking office and completing her review, she assembled her team. Her patience and precision instilled confidence, enhanced morale, and was rewarded with impressive growth.
MYTH #3: New CEOs should establish their executive team by recruiting the ablest functional and line leaders. One over-enthusiastic food company CEO established a team of outstanding executives, only to find that it wasn’t a team at all, but rather a group of individuals with divergent and conflicting approaches. His role became that of compromise-seeker and peacekeeper, not leader.
FACT: “Teamability” may be more important than individual ability. New CEOs should look for team players, rather than individual superstars, when they establish the inner circle. A top talent who can’t work effectively with colleagues is a liability, not an asset.
MYTH #4: New CEOs must promptly define and communicate performance metrics. An incoming CEO of an entertainment company, eager to secure first-mover advantage, instituted an ambitious growth strategy and set specific targets for managers. The board, concerned he had taken his eye off the core business, forced him to start again.
FACT: Before defining standards and evaluation criteria for others, new CEOs should first establish and communicate how they themselves will be evaluated.
MYTH #5: New CEOs must strive to be the smartest person in the room; you’re the chief, right? After a healthcare executive was promoted over longer-serving colleagues, he took a crash course in their fields of expertise. Whenever they made constructive suggestions, he knew better. Except, of course, he didn’t, and he suffered for it.
FACT: Omniscience is unattainable and does not guarantee great leadership. Smartness is helpful, but so are humility and inquisitiveness. The new CEO of a financial services business, an outside hire, studied just enough to ask the right questions. He acknowledged and deferred to those with superior expertise, but knew enough to challenge easy assumptions. This enabled him to slowly reset the organization’s goals, with his senior colleagues firmly on board.
Perhaps the most dangerous myth of all is that a new CEO’s worth can be judged in the “first 100 days.” That’s often not the case. New CEOs need to maximize job preparation through research, consultation and introspection. They need to listen to others, seek impartial, external counsel who can discuss the un-discussable, and differentiate between self-interested counsellors and the advice of team players. The most successful CEOs are not always the leaders who are most knowledgeable and decisive. Often they are the leaders who create the best teams, inspire peers, and set a coherent vision in keeping with the organization’s mission.
6 febbraio 2012 § Lascia un commento
Su questo argomento ci tengo ad evidenziare i risultati ottenuti in USA, in struttura ospedaliera, dove è stata introdotta la LEAN ORGANIZATION.
La nostra esperienza Internazionale, derivante da una JV con un gruppo Americano specializzato in LEAN HEALTHCARE, ci permette ci confermare che quanto indicato è assolutamente reale, e fattibile, confermato da qualche raro caso in Italia, che può sostenere questa tesi. (i progetti sono però stati sviluppati solo in ambiti ristretti).
Ogni qualvolta entro in un Ospedale Italiano, guardandomi intorno possono osservare sprechi continui, dispersioni, tempi di attraversamento “biblici”, dovuti fondamentalmente ad una mancanza di cultura rivolta “al fare meglio”.
Quante volte, quante cose potremmo svolgere in maniera migliore e con spesso la metà della fatica?, ve lo siete mai chiesti?quali risultati potremmo ottenere guardando dalla stessa parte e con un processo chiaro e condiviso?
Credo che l’Italia, con le sue persone, tanto creative, quanto (concedetemi) indisciplinate, potrebbe essere la migliore nel panorama quanto meno “europeo” a livello di crescita e miglioramento continuo.
Ribadisco che la nostra esperienza sostiene che la Sanità in Italia potrebbe fare grandi miglioramenti ed essere Guida a livello Internazionale, basta volerlo
Over on the Hospitals and Health Networks site, I read this great article about the Denver Health organization’s incredible benefits resulting from its six-year Lean journey. Patricia A. Gabow, CEO of the Denver Health and Hospital Authority, believes the $135 million financial benefit since 2006 is a result of the adoption of Lean management techniques. In addition, in 2011, the hospital evidently saw “$46 million in financial benefits from Lean projects.”
Other than the amazing benefits discussed in the article, I found this detail quite interesting: “There are 16 value streams and an organized method for picking improvement projects. Some are short term, others extend over multiple years, such as revenue cycle, the OR and community health. Each value stream has an executive sponsor and a steering committee that meets monthly. Gabow reviews metrics for all of the value streams and rapid-improvement events every month.”
What do readers working in the healthcare industry think of this format for value stream maps? Are your maps used in the same fashion?
After winning the coveted Shingo Prize for Operational Excellence (the first healthcare organization to achieve this feat) , Denver Health now offers its own Lean Academy.
4 febbraio 2012 § Lascia un commento
Quante volte si è parlato di leadership, ma ancor di più se ne sente l’esigenza oggi.
Di seguito un articolo che descrive a pieno e in maniera molto semplice cosa vuol dire Leadership
Voi avete queste caratteristiche?
This may seem like a fairly simple question. As an author who has written, trained and spoken on leadership for a number of years, I know there are nearly as many definitions as there are people to define it.
If you are, or aspire to be, a leader your personal answer to this question is important; it will, knowingly or not, inform and guide many of the decisions you make and the tasks that you perform while leading.
My goal in this article is to share some things that leadership is, and some things that it is not. I hope my insights will cause you to think and – whether you agree or not – to use these ideas to help you form a clearer definition of what leadership is.
What Leadership Is
Complex. In visiting with an experienced aerospace engineer (a.k.a. a rocket scientist), I asked him which was more complex – rocket science or leadership. His response was swift and simple. “Leadership is much more complex. In my world we can come up with the right answer. We know the equations and formulas. If we put the right numbers into them, and do the right things, we will get guaranteed results. But as a leader you are dealing with people – and people are inherently more complex. And the issues, while perhaps not as dramatic as sending a rocket into orbit, are far more dynamic and contain tremendous amounts of gray area.” I couldn’t have said it better. Leadership isn’t easy or simple. And, like rocket science, it is something that requires lots of study and practice to become skilled.
Action. Leadership is often considered a thing, i.e. “She is the leader.” From a dictionary perspective leadership is a noun, but it also is a verb. Leadership is not really something to have or possess; it is something to do. When you think about leadership, think actions; think behaviors. It is with better actions and behavior that you will gain better results.
Responsibility. If you are placed in or accept a formal (or informal) role of leadership, you have taken on a responsibility. It is easy to think about that if you are President, a C.E.O. or a business owner. The fact is that every leadership action carries responsibility – no matter your “title” or job description. People are looking to you. If you are leading, people are following you. You have a responsibility therefore for more than yourself and your own results.
Opportunity. As a leader you have an opportunity to make a difference: for Customers, for the organization, for those you lead, for the world at large. When you exhibit the behaviors of leadership you are actively trying to create new results that will make a difference in the world. Few things hold greater opportunity than this.
What Leadership Isn’t
Management. The skills of management are focused on things, processes and procedures. The skills of leadership focus on people, vision and development. Both are valuable skill sets and in many cases we need to exhibit both, but great leaders aren’t necessarily great managers and vice versa.
A title or position. You are a leader when people follow you. That action of others isn’t guaranteed by a job title, the color of your desk or the size of your office. A title that proclaims you a leader doesn’t make you a leader any more than calling a lion a zebra creates black stripes.
A power grab. Others giving you power as a leader is different than people who want power. True leadership comes from your relentless focus on serving others, not wanting to be powerful. Leaders inherently have a great deal of influence, and therefore a certain amount of power, but that isn’t a true leaders focus.
A gift from birth. Leadership skills aren’t doled out in the genetics of some while others are left wanting. Everyone is given a unique bundle of DNA that can allow some to become highly effective, even remarkable, leaders. Do some people have innate strengths that help them as leaders? Of course, but so do you – even if they are different strengths. None of that matters though if you don’t do the things to use those strengths and do the things to improve in areas that are harder for you. Few things are sadder than unfulfilled potential. Leadership success isn’t nearly as much about genetics as it is learning and improvement.
This isn’t a complete list in either case – creating some sort of compendium wasn’t my goal. My goal, as stated earlier, was to give you food for thought. I’ve set the table, now I hope you sit down and eat at this table of ideas to help you build your own definition of leadership.
Potential Pointer: Your definition of leadership will have a huge impact on how you behave and perform as a leader. Time spent thinking about the role and your beliefs about it will have a drastic influence on the results you see as a leader. Because of this, time spent thinking about and answering the question, “What is leadership?” is time well spent.