I’ve written before about words and the terminology that people use, and how many (yes, consultants included) try to manipulate those words to their own purpose and advantage. I’ve stumbled upon a new debate over the last few months that I’ve been both thinking and chuckling about lately. Have you ever been in a strategy […]
Terminology Doesn’t Build Momentum Read More »
The Illusion of Speed In business, we love the language of speed. ⚡ “We’re moving fast.” “We need to pick up the pace.” “We need a greater sense of urgency.” “Where’s our drive?” “Let’s go, go, go.” But here’s a hard truth I’ve learned across industries, from manufacturing floors to healthcare operations to tech: moving
Is Your Business Operating at Lightspeed or just Spinning? Read More »
When I discuss the chapters of my career, I typically describe four: an IT/Tech chapter, a move to Manufacturing and Operations, then onto Healthcare and Operations, and finally, consulting. It is usually the middle two chapters that people ask me more questions about, as many people (especially those in Healthcare) see Manufacturing and Healthcare as
Does Healthcare have a theory of constraints? Read More »
When you think of a Business Operating System (BOS) or read my recent articles, you likely think of phases like Strategy Creation, Strategy Deployment, and Operational Execution, or frameworks like Balanced Scorecards, OKRs, or PDSA cycles. These are vital, no doubt, but they’re often treated as procedural rather than cultural frameworks. What if a BOS
Patrick Lencioni’s Books – BOS, Organizational Health or both? Read More »
As I’ve depicted in my Business Operating System model, the innermost core for all phases is the Plan-Do-Study (or Check)-Act cycle, PDSA or PDCA, whichever you prefer, as the differences are subtle. This method is a cornerstone of continuous improvement in business and personal development. When applied correctly, this simple yet powerful framework can drive
Operational Execution: When the end is only the beginning Read More »
I last wrote about governance and purposely left a key aspect for a separate article. This article will focus on the related topics of accountability, performance measures, and reviews. I’ll only briefly touch on performance measures, as I discussed them at length in the article on KPIs: Strategy Deployment: Finding the right key(s) Most organizations
Operational Execution: Establishing cadence Read More »
Governance is the backbone of any organization’s ability to execute consistently. It provides structure, ensures accountability, and mitigates risks. However, excessive governance can lead to bureaucracy and hinder speed and agility in decision-making and progress. There must be a balance! As smaller companies grow, one of the biggest fears is losing the speed of decision-making
Operational Execution: Maintaining control Read More »
Change is a constant in business (and life), yet it remains one of the most challenging aspects of organizational success. Whether implementing new technologies, restructuring teams, or shifting strategic direction, effective change management ensures smooth transitions, employees remain engaged, and the intended benefits are realized. I first wrote about change in the following article back
Operational Execution: The only thing constant in life is… Read More »
Strategic goals provide direction, but tactical planning bridges the gap between high-level objectives and day-to-day execution. Tactical plans break down overarching goals into specific actions, deliverables, and responsibilities that can be tracked and adjusted as necessary. Organizations that neglect tactical planning often struggle to translate vision into reality, with teams unsure how to effectively prioritize
Operational Execution: How the battle is won Read More »
Here we are. Goals have been identified. Responsibilities are assigned. Timelines are set. Key Performance Indicators (KPIs) are in place to track progress. So, what now? Sit back and watch the year unfold. Hardly. A well-structured Business Operating System (BOS) doesn’t stop at setting strategic objectives. The real work lies in execution – turning those
Operational Execution: Where the rubber hits the road Read More »
