26 settembre 2012 § Lascia un commento
Essere un buon Leader non è semplice ma credo che il Video di seguito vi possa spiegare cosa deve fare…purtroppo non tutti hanno la capacità di essere un buon leader
nasce una domanda…esistono i Leader?
esiste qualcuno che voglia prendersi le responsabilità?
19 settembre 2012 § Lascia un commento
Insieme al nostro psicologo (Dr.TINTO EMANUELE), parlando di gestione delle risorse umane e di problemi personali, siamo venuti a contatto con una teoria molto interessante che si sposa perfettamente con la situazione di mercato attuale e con il nostro stile di Vita.
Prendendo spunto da WIKIPEDIA vi voglio indicare i primi passaggi delle teoria:
Un sistema dinamico si dice caotico se presenta le seguenti caratteristiche:
- Sensibilità alle condizioni iniziali, ovvero a variazioni infinitesime delle condizioni al contorno (o, genericamente, degli ingressi) corrispondono variazioni finite in uscita. Come esempio banale: il fumo di più fiammiferi accesi in condizioni macroscopicamente molto simili (pressione, temperatura, correnti d’aria) segue traiettorie di volta in volta molto differenti.
- Imprevedibilità, cioè non si può prevedere in anticipo l’andamento del sistema su tempi lunghi rapportati al tempo caratteristico del sistema a partire da assegnate condizioni al contorno.
- L’ evoluzione del sistema è descritta, nello spazio delle fasi, da innumerevoli orbite (‘traiettorie di stato’), diverse tra loro con evidente componente stocastica agli occhi di un osservatore esterno, e che restano tutte confinate entro un certo spazio definito: il sistema cioè non evolve verso l’infinito per nessuna variabile; si parla in questo caso di attrattori o anche di caos-deterministico.
Vediamo punto per punto e affrontiamolo da un punto di vista Organizzativo aziendale
Sensibilità alle condizioni iniziali: in questo momento le variazioni intorno a noi sono innumerevoli e continue e solamente chi è in grado di sostenere ritmi e richieste riesce a sopravvivere – questo comporta la necessità di essere flessibili, uniti(persone) guidati un leader che esprime e condivide i suoi obiettivi
Imprevedibilità: non possiamo prevedere cosa accadrà ma possiamo grazie ad un lavoro di Team evidenziare i vari scenari che si potrebbero presentare di fronte a noi, e quindi per ogni scenario avere un piano d’azione; lavoro complesso ma esistono gli strumenti per farlo
Evoluzione: evolversi, innovare, crescere…ma dove? l’ambiente che ci circonda risponde alla nostre esigenze?
Viviamo costantemente la teoria del caos, ma se ben preparati possiamo gestirla o quantomeno ridurre i danni
http://it.wikipedia.org/wiki/Teoria_del_caos – qualora voleste approfondire la teoria del caos
18 settembre 2012 § Lascia un commento
Quanto di voi vorrebbero avere più tempo per lavorare, dormendo meno e allo stesso tempo non perdere energia e reattività?
Forse non tutti (siamo sinceri), ma alcuni come me, potrebbero volerlo.
Di seguito trovate un articolo trovato nel web dove vengono spiegato alcuni piccoli trucchi su come raggiungere questo risultato; Ritengo interessante che attraverso attenzione, controllo, perseveranza (elementi che distinguono tutti coloro hanno raggiunti risultati importanti) si possano raggiungere i propri obiettivi.
There are two gifts I want to give you right now: more time and better sleep. To do this I will need your complete attention and an open mind. It’s really not that hard but it does require a little self discipline, some patience and a willingness to make a few changes in your life.
Many people believe that the more time you spend sleeping, the more rested your body becomes. Well, this is often not the case. Our body sleeps in multiple cycles throughout the night, each one essential and each one very easily interrupted. Every time you find yourself tossing and turning, waking up to go to the bathroom or just being woken up, you are interrupting one of these sleep cycles and detracting from their effectiveness. So the key is not MORE sleep but BETTER sleep.
There’s no doubt that you need a certain amount of sleep every night to be healthy. 3 hours of even the best sleep would not be enough for any human being. But what if I were to tell you that you could feel more rested than you ever have before and, here’s the kicker, knock 30 minutes to an hour off of the time you spend ‘trying to sleep’. It’s one of those ‘best of both world’ scenarios but, as I stated before, it will require you to take action and make the changes necessary to obtain this precious gift.
So let’s get to it. Here are the elements you will have to consider:
Eating a well balanced, healthy diet will not only help you live longer but it will help you feel better throughout the day. You should eat a good balance of complex carbs, meat and vegetable protein (of course no meat if you are a vegetarian) and fruits and vegetables. Try to eat light meals with small snacks in between. Adjust according to your activity level but try to keep it on the lighter side if possible.The 3 meals a day idea is outdated. Too much time between meals allows your blood sugar to drop too low and leaves you hungry and craving simple carbohydrates like sugar and white flour. When you finally eat the meal, you will end up eating too much. Depending on when you eat dinner and when you go to sleep you may benefit from a light snack about 1 to 1 and a half hours before bed. They should be foods with a balance of carbs, fat and protein. Some examples are an apple with peanut butter, celery with peanut butter or light yogurt (light on sugar as well as fat) with a little granola. Try this if you think your blood sugar might be crashing in the middle of the night.
- Blood Sugar
Your blood sugar plays a crucial role in helping you not only sleep better but have a consistently positive outlook. You blood sugar is mostly affected by simple carbs.If you eat a bunch of sugar, your blood sugar will spike and you will have a quick burst of energy; this is short lived. Anywhere from 30 minutes to a couple of hours your blood sugar starts to quickly drop and you will feel tired. You may even start to feel irritable and/or depressed (This is why maintaining a consistent blood sugar level is crucial for a positive outlook). This is called a crash and it is something that often happens to people in the middle of the night. Do you ever wake up in a hot sweat. Or do you ever wake up at an odd hour and feel wide awake. Chances are this is the result of you blood sugar crashing.
Water to our bodies is like oil to an engine. It keeps everything running clean and smooth. First thing in the morning is usually when our bodies are the most dehydrated so it is important to drink a glass or two of water right when you get up.Many people skip breakfast because they’re not hungry or don’t have time. This lack of hunger is usually the result of dehydration. And since breakfast is the most important meal of the day it is important that you eat and drink before you start your day. If you can, stay away from sodas and other ‘water alternatives’. Loaded with caffeine, sodium and sugar, these drinks do the opposite of hydrate. Stop drinking fluids at least 4 hours before you go to bed. This might sound hard to do but if you are staying hydrated throughout the day you should be just fine. The purpose of doing this is so you don’t have to go to the bathroom in the middle of the night.
- State of mind
Your state of mind plays a big role in being able to sleep deeply. If you go to bed with any kind of worry, anxiety, fear, sadness, even positive stimulation, you will have a hard time falling into a deep sleep. I find that reading a light book 30 minutes before you turn out the lights is a great way to ‘turn off’ your brain. You may even find that your eyes grow heavy as you try to read. The goal is to go to sleep quickly and you can’t do this if you try to go from a stimulated brain to the pillow without down time in between.
One of the absolute best things you can do for yourself as well as your sleep is to exercise. Even a 15 to 20 minute jog or brisk walk everyday will not only improve your ability to sleep soundly throughout the night, but it will enhance your mood throughout the day. Depending on your fitness level these numbers may be different so adjust accordingly. If you don’t exercise on a regular basis you cannot expect to get the kind of sleep that we are talking about today.
- Bed time – Wake time
Try to go to be and get up at the same times everyday. Over time this will set your internal clock so you will be tired when you should be tired and wake up when you want to wake up. As you decide when to sleep and wake you can look at the possibility of cutting down on sleep time. Using myself as an example let me explain what I mean.I used to ‘need’ 8 hours of sleep each day. Even then I felt tired during the day. After I started doing the things listed here I was unable to sleep for more than about 7 hours a night. Yet I would have much more energy and feel better than ever. What I determined was that those 8 hours were not 8 SOLID HOURS of sleep. Whereas the 7 hours I’m getting now are a FULL 7 hours of sleep. THIS IS THE KEY!
Having the right environment to sleep in is also very important. Try to block out as much light as possible (make sure the sun doesn’t wake you up before you want to get up.) Make sure that you aren’t too hot or too cold. Have a little ‘white noise’ if necessary (my wife an I sleep with fan blowing all night). Even consider ambient music. We also play a ambient CD in the background every night and it helps set the mood for rest and relaxation.
They say it takes 21 days to create a new habit. Give this at least a full month before you make any decisions of whether or not you want to continue. It will also take some time to completely adjust to the specific sleep patterns and whatever else you change because of this list. But once you adjust you should be able to fairly easily maintain it and reap the full benefits.
Make sure you are enjoying the benefits that come from having more time and more energy. Take advantage of the extra time and use it to do things that you used to only wish you could do. Work on a project, set some new goals, or just relax and have some ‘you time’. The more you appreciate this new routine the more likely you will continue to do it.
- Helping others
The final step and a great way to ‘keep it up’ is to help others do the same. If you find that this information really helps you sleep better, feel better and have more time during the day, than the best thing you can do is to share this with others. As you help other people learn these steps you will strengthen your resolve to continue them yourselves. At the same time you will be helping someone else experience the same benefits.
I hope you really read through these steps and gave them some thought. It’s a lot to take in and may require a lot of changes. If the end result is a healthier, happier, more productive ‘you’ then it will be well worth it.
11 settembre 2012 § 2 commenti
Vorrei riprorre un vecchi articolo, che ritengo sempre attuale…
In questi giorni non si fa altro che parlare di riduzione dei costi, tagli, aumento delle tasse da parte dei Governi
Ma nessuno ha mai pensato ad applicare il Lean thinking al nostro Governo ( e non solo in Italia ), penso che per coloro che hanno avuto la possibilità di vivere esperienze di miglioramento in azienda, sia facile comprendere quali risultati si potrebbero ottenere.
Ad esempio, abbiamo il Ministro della Semplificazione, ma mi piacerebbe sapere che tipo di strumento adotti; potremmo suggerire la Value stream Mapping, in modo da comprendere tutto il processo nella sua complessità.
Immaginate che divertimento potrebbe essere fare 5S al Governo, quanto potremmo ridurre, e perchè non applicare il TPM agli automezzi del governo (e anche a quelli delle forze dell’ordine che non hanno mai i soldi per ripararli), oppure applicare l’HOSHIN KANRI per pianificare una strategia di lungo periodo…
Ho scritto solamente alcuni esempi, ma credo che persone come me e quelli del mio team, che viviamo ogni giorno realtà che hanno voglia di migliorare e crescere abbattendo ogni forma di spreco, possano comprendere che attraverso l’applicazione di alcuni semplici strumenti, e il buon senso, potremmo risanare il nostro paese senza infliggere “mazzate” a tutti i contribuenti avendo dati chiari precisi.
Perchè non farlo, saremmo il primo governo al Mondo ad utilizzare questo sistema…BASTA AVERE CORAGGIO
Invito i nostri Governanti a pensarci bene…
(speriamo che la selezione del team non venga fatta attraverso conoscenze ma per meriti sul campo….oopppsss cattiveria)
6 settembre 2012 § Lascia un commento
Ritorniamo sull’argomento ” gestione vita personale e lavoro”, toccando un argomento delicato: le donne in carriera.
Nell’articolo che vi propongo sotto, vengono esposti alcuni elementi, per me discriminanti, su. Lavoro delle donne in carriera, e ritorniamo a sottolineare che si debbono fare scelte.
Avere un lavoro importante comporta rischi e pressioni su tutti i fronti, e dare delle regole di gestione del proprio tempo non credo non sia facile, ognuno deve calibrare la propria vita, e in caso di partner/mariti(nel caso specifico parliamo di donne in carriera) e figli questa attività risulta essere ancora più difficile.
L’unico rimedio e stabilire accordi chiari e precisi in famiglia (tra moglie e marito) nella gestione famigliare, altrimenti i rapporti sono destinati a deteriorarsi; inoltre, e qui usciamo dai concetti legati al business, Entrambi devono essere capaci e attenti alle necessità dell’altro al fine facilitarsi la vita.
Io sono d’accordo sulle donne in carriera, se così si vogliono definire, quello che mi dispiace che molti uomini, si siano seduti e non reagiscano più accettando le situazioni ( non parlo di guerra tra sessi) qualunque esse siano, e non vedo reazioni.
Questo non solo deteriora l’immagine dell’uomo di fronte alla donna, ma anche di fronte al Mondo generando problemi di carattere economico;
D qui potremmo aprire un dibattito su “dove sono finiti i leader di una volta?” ma questo lo faremo in un’altra sessione
At one of the companies with which I work there is a legendary story about work life balance.
The firm’s most senior line woman was asked to join a newly constituted high-level diversity committee, which included the company CEO. One of the hurdles that was holding women back, everyone agreed, was the high degree of transcontinental travel required of executives in the uppermost echelons, who had to attend a variety of global and regional meetings. Asked about her experience, she told the high-level group: “Let me tell you what diversity means to me. My husband told me ‘there will be sex in this house at least once a week, whether you are here or not.’ ”
As politically incorrect as the anecdote may seem, it speaks to a reality that is rarely if ever broached in the current, raging work-life balance debate. From Anne Marie Slaughter’s viral Atlantic piece on why women still can’t have it all to the large array of books on the “opting out” phenomenon, relationships with partners are rarely mentioned, except with regard to their role in household and child rearing duties. A less discussable set of issues — sex, intimacy, the role that partners play in helping each other grow and develop, personally and professionally — is somehow off the table.
Yet in private conversations women talk about how juggling kids and work affects their intimate relationships. In my interviews, executive women uniformly described the same work pattern: Get up early, get the kids off to school, go to work, come back for dinner with the family, get the kids to bed, get back online for a few hours, fall into bed exhausted. Repeat again the next day unless travelling. What could get squeezed out of that routine?
Recent studies in France (where I live) describe the rise of the “hub decider woman,” who not only works full time but also manages all family decisions and logistics, including those involving her partner’s kids from an earlier marriage and her aging parents. She often works an extra shift helping out her partner professionally, providing behind the scenes counsel, organizing dinners at home, accompanying him to professional events, and doing editing and bookkeeping and the like. The “hub decider” doesn’t feel guilty about not devoting more time to her children, the studies show. Rather, she is worried about neglecting her personal life.
One woman I know recounted how her relationship with her partner suffered when they adopted a child. She had a busy career; the child needed her attention and her partner felt displaced. She told me “I don’t think it’s hard to combine kids and career. But, it’s really hard to do kids, career and a husband. One of the three invariably gets the short shrift.” One of her friends, she told me, gave up a high-powered career when she remarried. Her first marriage failed because of the demands her job placed on her time. She resolved to make her relationship the priority the second time around.
Two different career stages for women in particular have built-in fault lines from a life partner standpoint (they also happen to be the two points when companies complain about losing their high potential women): In mid to late 30’s, after having kids, when the woman is scrambling to get her career back on track but the children are still small and physically demanding. And, from the mid 40’s on, when the kids are older but more demanding emotionally (think Slaughter’s 14-year old), aging parents require more attention, and the push for a more senior role or career switch requires more travel, attention and investment. All this coincides with the partner’s parallel push to reach a higher level professionally or, as is more frequent these days, to change careers, and thus, have a greater need for support, not to mention biological changes on the woman’s part that affect intimate relationships unless they’re dealt with head on.
Why is none of this part of the conversation? Should it be?
5 settembre 2012 § Lascia un commento
Siamo oramai in procinto di prencedere la certificazione BLACK BELT SIX SIGMA, e sempre più spesso, come avrete potuto notare da articoli precedenti, parliamo di SIX SIGMA
Ho il piacere di sottoporvi un articolo che spiega in modo, direi semplice la connessione tra LEAN e SIX SIGMA e come entrambe le metodologie intervengano nel “benessere” Aziendale.
Non dimentichiamo mai, che ogni metodo deve essere attentamente calibrato all’interno dell’azienda senza, almeno in una prima fase, stravolgere gli equilibri; la cosa fondamantale che Proprietà, management, o qualunque forma di governance aziendale sia convinta del tipo di approccio da applicare.
Kaizen –Tools to Keep Employees Continuously Occupied
Two common questions for people new to the Lean Six Sigma community are: “What is Kaizen?” and “Why would you run a Kaizen event as part of a Lean Six Sigma project?” This article describes what a Kaizen event is and addresses how to run successful Kaizen events.
Kaizen is a Japanese term that translates to “change for the better” and is sometimes paraphrased as continuous improvement. As an event, a Kaizen represents a focused effort by a team to make quick but meaningful improvements to a defined area of a business process.
Kaizen is not designed exclusively for manufacturing processes but was first embraced on the shop floor. Kaizen can be used to impact one of three measures for a manufacturer – throughput (cycle time), inventory, and product or process cost. While non-manufacturing processes may look to other meaningful metrics to improve, any measurable process improvement should ultimately translate to one of these three primary areas of improvement.
The Relationship Between Kaizen and Lean Six Sigma
Kaizen events are generally distinguished from Lean Six Sigma projects by virtue of the shorter time to implement changes and the more focused application of resources (i.e., team members) to solve problems. The cognitive problem-solving approaches and the philosophies are the same, though some may differentiate the names of the problem solving phases in Kaizen events versus Six Sigma projects. Using the same philosophy in a shorter timeframe can mean that Kaizen events tend to favor trial-and-error tweaking of solutions in the absence of the thorough data analysis that characterizes Six Sigma projects. Solution-tweaking is a consequence that is often readily accepted in order to drive change quickly.
Because of the philosophical similarities between Kaizen and Six Sigma, Kaizen events often become an important component of Six Sigma projects in order to remove operational noise and to help illustrate the systemic issues to be solved in a Six Sigma project. It is also common that Six Sigma projects are a byproduct of efforts to characterize waste in a Kaizen event. In a mature continuous improvement culture, Kaizen and Six Sigma can have a powerful, symbiotic interaction. A planned schedule of future Kaizen events can also become part of a control plan to ensure that an operating system adopts a continuous improvement approach to ongoing management of the process.
Successful Kaizen Events
The best Kaizen events, typically defined by achieving a goal in less than two weeks, feature the following elements.
Process understanding, defined metrics and license to change are prerequisites of a Kaizen event.
The role of team leader is crucial to having a successful Kaizen event. An effective leader will harness the power of multiple voices to explore solutions, refine and correct those solutions as needed, get actions completed quickly, and take responsibility for the success or failure of the event. The team leader should be mostly neutral during the event, but should be ready to contribute when doing so may add value – team leadership is an art form in this sense. The leader is empowered by the site or line leadership to make changes while keeping a focus on what metrics are most important. Change for the sake of change without improving business metrics (and ultimately financial performance) is never the desired outcome.
The team leader must be familiar with the process regardless of whether they formally work in the process. If the selected team leader is unfamiliar with the process, then the team leader must formally observe the process performed prior to launching the team – without trying to improve the process during the observations. In a transactional process the team leader needs to watch several process transactions flow from start to finish before facilitating an event.
Also before launching the Kaizen event, line or site leadership must determine the metrics that will be used to evaluate the work of the team. For example, if a Kaizen is being used to help 5S (sort, straighten, shine, standardize, sustain) an area, an operator’s movements (distance traveled by steps or arms) could be a selected metric – ensuring that the 5S actions were appropriate. As previously stated, continuous improvement-related Kaizen events should primarily focus on three types of measures – throughput, cost and inventory; the event and the selected metrics should be directly linked to at least one of these three process characteristics.
This often requires considerable planning; leaders must be sure that change management approaches are properly considered in anticipation of the desired improvements. For example, if it is clear that standard work combinations need to be reorganized in order to match demand to new manning levels and line layouts, then the site leadership needs to be prepared for document change control and training of operators – as well as supervisors and support personnel. (Note: This assumes that the organization is at an adequate level of maturity to perform a Kaizen and embraces the importance of a formalized change management process.) Further, having to wait for approvals should be minimized so any changes prioritized by the team can be implemented within 24 hours ideally.
Speed is critical to these events in order to establish a clear cause-and-effect relationship between process changes and process performance. Consequently, the actions of the team must stay focused on improving the metrics desired by the leadership, and not be distracted by political maneuvering to gain support for the changes.
Teams that consist primarily of people who participate in the process.
The team must include three to seven full-time team members who regularly participate in the process that is the focus of the Kaizen event. While it is important to build a cross-functional team, consider using some team members (such as a finance representative) on an ad hoc basis. Powerful Kaizen events have line leadership or supervisors as part of the team composition; teams whose membership derives exclusively from either leadership or operator ranks can suffer from a myopic view of the system and limited buy-in from the process stakeholders. The challenge for any Kaizen leader is to ensure that subordinates are empowered and able to offer ideas without being inhibited by participating line leaders. The input of these team members is critical – they will be actively assisting in executing process changes, they will have to live with the changes as part of their daily routine, and they will be helping their colleagues understand and embrace the process changes moving forward.
Often, work will need to be accomplished during the 12 to 16 hours the team is not on-site or otherwise unavailable, so the team leader should identify a prearranged point of contact who can coordinate necessary actions. Examples of off-hours work include rearranging furniture in an office, getting new IT connections to support a reconfiguration, getting new tools fabricated to accomplish a task, and acquiring a new piece of equipment that allows for easier operations.
Actions prompted by the team must align with the measures that the leadership wants a Kaizen event to affect. The team members must know that their time is dedicated to the Kaizen until the team disbands. Furthermore, site or line leadership must recognize that team members will not be available as resources to accomplish other tasks – like keeping the line running!
Using process participants as part of the team helps with the critical change management that is often neglected. If the improvements are understood by all the team members, then acceptance is easier to sell outside of the team. If line leadership can also be part of the team, then the team’s empowerment grows because tacit approval exists for the changes even before confirming with a change management program. The team leader should recognize that unanimous, unwavering endorsement of all changes is not critical; many changes can proceed with general agreement only and an understanding of potential risks. Kaizen leaders need to recognize that there is risk in every decision, but when discipline is applied in understanding the metrics, the people and the process the risks can be better understood. Understanding the risks of making a bad decision – not eliminating such decisions entirely – is the practical path to undertake. To presume that any risk will be completely eliminated undermines the credibility of the Kaizen leader and/or wastes time trying to achieve the impossible.
Kaizen scopes defined not just by the metrics, but also by the physical boundaries of work.
Do not attempt to solve world hunger. No matter how tempting it might be to improve a high-level metric of an operation, the Kaizen leader needs to keep the focus sharp and directly tied to the team’s domain of control. This is especially important if the leader lacks experience running these intense, focused events. The focus should be on reducing a defect or error in one portion of the process, removing a specific element of waste or improving a subprocess of one production/processing area – not on reengineering a complex system. Planning multiple Kaizen events in sequence, each with a narrow focus, is preferable to a single, broadly scoped event on a complex operation. Elimination of one bottleneck will often reveal other bottlenecks that previously had been obscured.
Depending on the scope of the Kaizen, the availability of the line (process) must be coordinated and aligned with the business needs. If significant physical changes are required (or expected) for the process as a result of the Kaizen, then time must be allotted each day to allow these changes to occur. The team leader must remember to use the change management process to ensure changes are aligned with the business needs.
Successful Kaizens can be scheduled for as short as one day or as long as five days. Short Kaizen events need to be narrowly focused with a small physical area to be impacted. While a Kaizen event should target two weeks or less to attain its goals, there are often cases where more difficult physical changes cannot be fully accommodated in that timeframe, so a project plan with milestones and responsible individuals will need to be established and managed.
There is no absolute rule that prescribes how long a Kaizen should keep the team members fully engaged, but it is rare to go beyond a week on a single purpose. Kaizen events are both physically and emotionally intense so more than one week can become difficult to endure. Often, team members will need to address action items outside of the formally convened team for at least one week following the original event. If the team feels the physical or transactional boundary must change during the event, the team leader must immediately coordinate with site or line leadership to formalize the scope change.
Preparing for Success
As with most endeavors, adequate preparation paves the way for success. The guidelines provided here prepare a company for how to arrange and scope a Kaizen event. Besides solving a focused issue within a process, Kaizen events can be effective in any phase of a Six Sigma project as a means to scope an opportunity, understand waste or quickly identify solutions. Whether used on its own or within a Lean Six Sigma project, a Kaizen event has the potential to bring about lasting, impactful change.
4 settembre 2012 § Lascia un commento
Mi domando spesso, perchè i Titolari di Aziende, Manager di tutti i livelli non si ricordano mai che le Aziende sono fatte di persone?
Come mai si investe poco sulle persone?
demerito delle Aziende o demerito delle persone?
Dal mio punto di vista, entrambi gli attori hanno le loro belle “colpe”; le aziende perchè non guardano sufficientemente avanti per capire cosa servirà nei prossimi anni ma presi dallo stress e dalla routine giornaliera, non alzano mai la testa; le persone perchè ogni qualvolta si da fiducia (spesso con premi e aumenti di salario) questi lentamente scendono di livello calando i ritmi, come quasi appagati – non accade spesso ma di frequente
Sono estremamente convinto che un salario costruito su un fisso mediamente basso, premi molto alti legati alle perfomance e dall’altra chiarezza e sincerità aziendale potrebbero creare il rilancio di qualsiasi nazione, ma la domanda è…
CHI HA IL CORAGGIO DI FARLO?
Di seguito un articolo della HBR che parla di come le grandi (grandissime) Aziende investono sulle persone, le fanno creare e generano innovazione costante…
Manager e Leader che leggete questo articolo, rispondete a voi stessi alle domande sotto indicate dal mio caro Amico LASH
Best Practices for Leading via Innovation
HBR.org | Rick Lash
What do General Electric (GE), Procter & Gamble (P&G) and IBM have in common? All three companies nurture and energize talent, carving out the necessary resources to invest in recruiting, selecting and growing the people who will become their future leaders.
So it’s no surprise that GE, P&G and IBM occupy the top three spots in Hay Group’s seventh annual Best Companies for Leadership (BCL) ranking. Our study clearly shows that great leadership is a strong competitive advantage, with the top 20 BCL firms far outperforming the S&P 500 benchmark on shareholder returns.
Beyond strong financial performance, the top 20 BCL companies have something else in common. In an era of intense globalization, rapid demographic change and accelerating technological progress, the best companies for leadership recognize the value of innovation, putting it at the heart of their corporate culture and using this targeted, focused innovation to drive shareholder value and improve efficiency.
Which companies populate the top 20? Every year, we see some familiar names including GE (#1 the last three years), P&G (#2 this year and last year), McDonald’s and Coca-Cola. But some of the most interesting examples of innovation come from new additions to the BCL Top 20 list. These examples illustrate five practices that any company can adopt to create a culture of innovation:
1. Create a safe space for innovation. BCLs invest in creating an environment that allows innovation to thrive while encouraging employees to feel comfortable taking calculated risks. At Walmart (#8 on the BCL list), a group called @WalmartLabs provides a supportive environment for testing new ideas. Similarly, Toyota (#11) encourages innovation by removing some of the pressure for short-term returns. Toyota’s decade-long investment in its Prius sub-brand ultimately succeeded in strengthening the company’s reputation as a respected product innovator while allowing Toyota to capture first-mover advantage in the fast-growing hybrid category.
2. Enable organizational agility. At most innovative organizations, job definitions tend to be flexible and fluid. These companies recognize that the roles their employees play must adapt to the changing needs of the marketplace. For example, at FedEx (#20), the company actively assists executives in moving between functions in order to accumulate a diverse range of experiences that improve their overall adaptability. Dow Chemical (#19) is another firm that encourages employees to move functionally and geographically to gain new perspectives on the business and build capabilities for independent thinking and problem-solving. By giving employees room to explore their full potential and range of interests, BCLs also gain a competitive edge in the talent market. Our study shows that BCLs are much less reliant than their peers on pay and bonuses when it comes to attracting and retaining talent.
3. Broaden perspectives. BCLs foster opportunities for new ideas to flourish regardless of their source. For instance, Unilever (#10) recently unveiled its Open Innovation Initiative that solicits new ideas for designs and technologies to tackle a range of challenges around health, hygiene and the environment. The company’s Pureit home water purifier, which delivers safe drinking water to more than 30 million people across developing and emerging markets, was developed using this open innovation model. In April 2012, Unilever continued to display its commitment to open innovation by hosting a 24-hour live online discussion that generated 4,000 comments from over 2,000 thought leaders to give the company feedback on its sustainability goals. The discussion prompted CEO Paul Polman, who participated in the event, to remark that he was “struck by the richness of the ideas, new suggestions and constructive challenges.”
4. Promote and reward collaboration. The eccentric lone scientist toiling away in his lab may be the poster-child for inventors, but studies have shown that the vast majority of important innovations actually spring from collaborative, team efforts. BCLs not only have innovative leaders, but more importantly they have leaders who create conditions that facilitate innovation by encouraging, measuring and incentivizing collaboration. In his book Imagine: How Creativity Works, Jonah Lehrer describes how researchers at 3M (#13 on the BCL list) have free rein to spend 15% of their time exploring new ideas in whatever way they like. They can brainstorm while playing ping pong, going for a walk or lying on a couch. The only rule that 3M places on this innovation time is that they must share their insights with others.
5. Celebrate success and learn from setbacks. BCLs are essentially twice as likely as other companies to celebrate innovation and to see any performance problems as opportunities to learn and improve. Recognizing innovators sends other employees a powerful signal that innovation is something that the company greatly values. But employees will be reluctant to take the risks inherent in innovation unless they know that their leadership team is willing to accept a certain amount of failure as an inescapable component of the innovation process. At Dow Chemicals (#19), risk-taking is not only accepted, it is encouraged, which helps the company to stay agile and innovative. Dow evaluates its leaders not only in terms of customer value, but also taking into account whether they are leading courageously, whether they are collaborating themselves and whether they are encouraging collaboration among others. As a source with Dow put it, “It’s empowerment that really helps us stay agile. We encourage everyone to lead courageously — constantly asking ask “what if?” or “why not?” We challenge our employees to recognize possibilities and push beyond boundaries.”
Leaders who want to foster innovation should ask themselves these questions:
1. In my quest for the next big innovation, have I overlooked smaller incremental innovations that could still have a big impact on customer experiences or on employee productivity?
2. Do I reinvest my spare capacity into expanding my own knowledge, exploring future trends and learning from others? Or does my focus on performance and results preclude any consideration of unproven innovations?
3. Am I doing one thing every day that scares me? How much time do I spend pushing my own boundaries and working at the limits of my competence, where the next great innovations are most likely to be discovered?