Focus and People for Profitability

Managers Focus on systems; Leaders Focus on People

The past week at work had been an exceptional one for a couple of reasons:

1.      Realisation of the fact that there were just a few executives who were stepping up beyond the call of their current roles (yours truly included and sacrificing work -life balance  in order to ensure quality deliverables on time for the benefit of progress).
2.      The various work processes were, actually, hampering work flow and decision making.

Recounting the week, made me ask myself this question—“Are processes helpful”?
The answer is Yes.

Processes play a critical role in work flow management and output. However, the work flow and its respective components are as good as the people who manage it i.e. Human Resource. To ensure that the process is effective and efficient, it’s critical to have the right skills and attitudes in the right job functions so that the team works as one.

As a business planner and marketer (just two of the three hats I often have to wear at work), whilst planning for business growth and revenue, there are two specific areas  that I’ve often found organisations overlooking  in the process of detailing  their business goals:

1.      Focus:  on the economic trends & key customer feedback and

2.      People for the job: job fit i.e.—right skills & attitudes in the right function

This, continuous, over-dependency on the process  is amazing!
The process is seen to be the job and not analysis of the information and logical fact based decision making.

But, in reality, what works is:

  • Focussing: on the external and internal environment that affects the organisations’ ability to deliver with quality and competitively.
  • Right People: having in place a select, small team of people who are the right fit to lead the implementation with various revenue units

By focussing on critical issues that needs to be addressed for the business to grow and having the right people in charge ( red that as-’empowered with authority along with responsibility’) the organisation gets the right attitude on the table.

People caught up in the “No. It’s not possible” line of thinking mistakenly think that having done the same process for years, it will still deliver and no change is needed. Unfortunately, this is a disguised form of negativity. And negativity sabotages the chance for success by keeping the team from innovating (within the process) and providing cost beneficial solutions. It creates an extremely unhealthy environment which in turn simply kills the process of ideation and thus any innovative approaches..

Secondly by having the right attitude people leading change it would bring in a work culture oflistening, discussions and simplistic evaluations.

These two functions, together, allow for implementing beneficial cross industry practices and strategic options that would enable growth and profitability.

This enables the organisation in having a motivated, passionate, engaged and objective oriented team of high performers who become brand ambassadors for the organisation.