Get out of the fix-it foxhole

You’ve worked for years to reduce cost through operational excellence. It’s a worthwhile endeavor, but is it enough? These days, customers need more. Leaders expect more. Meanwhile your team is fighting yesterday’s battles from their fix-it foxholes. Operational excellence is necessary, but not sufficient, in today’s world. The new best practice is operational agility. And … [Read more…]

It Takes a Team

In every possible way, teams represent a core aspect of process excellence. That’s why we at FCB Partners talk about them so often. In our Process Redesign class we discuss the critical roles and actions of process improvement project teams. In Implementation and Execution we focus on the necessity of transition teams and how to … [Read more…]

Change Leaders in the News

It’s a tough time for change leaders in established businesses. There’s every reason for people in their organizations to stay the course. Most businesses are structured to reinforce the status quo:  Job descriptions, functional organizations, reporting relationships, budgets, and performance measures work together to focus time, attention, and resources. There’s little incentive to change. But … [Read more…]

Smart Phones Killing Off Fashion Week

Today is the first day of Fashion Week in New York. Industry players from around the world get a first-hand view of the new designs. Top designers try to get fashion-forward writers to promote their latest lines. Top retailers send their top buyers to decide what will sell. A great industry, some top notch players, … [Read more…]

A Checklist for Getting Buy-In: 1% Persuasion, 99% Execution

Do you find it difficult to get time, attention, and resources from the top team in your organization? Is IT charging ahead with systems before considering the business process? Do local managers bypass the process when they’re stressed or just when it suits them? Then you’ve got a problem with buy-in. They aren’t taking you … [Read more…]

Don’t Implement, Experiment!

A fundamental change is happening right now in the way smart organizations execute change. Rather than the Big Bang (or the Big Bungle as it’s sometimes called) or the slow two-year march into oblivion, or piecemeal evolution, we‘re seeing a dramatic new approach to change – business experimentation. Of course, experimentation is not new at … [Read more…]

Close Your Gap: A Drama in Five Acts

At one of our recent courses, an attendee asked: “I have current performance data, but I don’t know if it’s good or bad performance. How can I tell?” This is a superficially simple question. But it has significant implications, many of which we address in our courses: How to introduce process mindset and behaviors –  … [Read more…]

It Takes an Enterprise (Part Two)

What are the conditions for process success? There are two ways to answer this question, one inside the process itself and one in the external process environment. Within a given process are a number of performance drivers such as design, purpose, and process accountability. Collectively, these are the essential indicators of future process performance. But … [Read more…]

Seriously, How’s Your Process Really Performing? (Part One)

How can you assess the health and performance of your process? This is a question we hear in all of our courses. In Process Redesign, the focus is on improving the performance; in Process Owners in Action, a process owner may be more focused on the health of his or her process; in Leading Transformation, … [Read more…]

Resolving Ambiguity: A Case of RACI

Despite the superficial simplicity of the organizational chart, businesses are complex entities. There’s no one way of doing anything and the organization’s scope and scale can be subdivided in many different ways. Each is guaranteed to pull in a different direction. Every organization of scale aligns decision-making and resource power across multiple axes: functional groups, … [Read more…]