How each initiative fits into a long-term structure, with each complementing the other initiatives.

Many organizations are currently involved in, are considering or have been involved with different improvement initiatives. These range from the high level strategic initiatives, through management/organizational development, computerization, down to the nuts and bolts of methods redesign and technical upgrading. They include vision and mission development, Balanced Score Card, Integrated Supply, Just-in-Time and Lean Manufacturing, Value Analysis, SAP, Enterprise Systems, Ishakawa Diagramming and Six Sigma, to name a few.

Our clients frequently ask us which initiative they should pursue. Their experience has been that each one proposes that it is the single most important undertaking that the organization has. They all absorb resources and corporate attention. Each can compete against the others causing confusion and employee disenchantment.

Pursuing them one after another can create frustration in the organization. Employees see new initiatives as just another “flavor of the month,” dissipating the potential of the new initiative. Sometimes a new initiative can look amazingly like a former initiative. Or, two initiatives can have the same intent but use different terminology. Employees ask to just get back to doing business.

Our response is that all initiatives are important to the organization. The organization should do them all, but within an organized framework that places each in the context of getting work done, meeting customer needs. The organization must see how each initiative fits into a long-term structure with each complementing the other. Terminology has to be adjusted to avoid conflict and confusion. Once done, the stage is set for each initiative, and the organization, to maximize its benefit. Fact Based Management and our Seven Elements provide the framework for doing that.

The Seven Elements define how work is accomplished in the organization. This is the necessary base for building future enhancements. It’s a must for computerization of work flows, definition of roles and responsibilities and measurement of processes. The Seven Elements are a prerequisite for getting the benefits from methods and technical improvements to the bottom line.

Our consultants are experienced with numerous improvement initiatives. We work with our clients to integrate concepts, techniques and terminology. We have helped organizations develop the programs and communications for integrating multiple points of view and getting the message to the people.