The growing business handbook : inspiration and advice ... - Sparkler

How to build a growth plan
21
Operational effectiveness and continuous improvement
Figure 1.3.3 Operational effectiveness and continuous improvement
5. Critical Success
Factors
15. High Level Process
Maps and Analysis
8. KPIs and
Targets (P)
14. Review Meetings
and Actions (C and A)
16. Improvement
Workshops (D)
The greatest portion of the work of growth and improvement should be going on
within this cycle in practice with meetings on most days in most areas and actions
generated from two sources:
●●
●●
from the Critical Success Factors requiring specific improvements as identified
in the Strategic Review;
from the constant process of holding Improvement Workshops following on
from training in (eg) Lean Operations.
People and culture
This is a process (see Figure 1.3.4) that is in formal use in only the minority of
organizations. In fact I feel it is potentially the most productive and generative cycle
of all in times of growth. It is intended to bring about good attitudes and a good
culture, which in turn will produce ideas, innovations, improvements and selfmotivation
among people at all levels. Like all of the cycles, it will work infinitely
better if it is managed.
Figure 1.3.4 People and culture
1. Aims, Vision and
Values Missions (P)
16. Improvement
Workshops (D)
18. Personal Development
Interviews (C)
5. Critical Success
Factors
17. Management
Development and
Training (D)
19. Culture Surveys (C)
20. Steering Group
Culture Surveys (C and A)