Functional silos are a well-recognised problem in organisational design.
The danger is that separate functions become like fortresses, mini fiefdoms with their own internal rules, reluctant to share information with other silos, poor at ‘passing the baton’ to the next silo when needed, optimising their internal operation at the expense of the whole.
Some people used to believe that the Earth is in the centre of a nest of spheres, containing the moon, all the planets and the sun, as well as several layers of heaven.
If your business was a board game? What would it look like? What should it look like?
When a resource is expensive, it seems sensible to use it as efficiently as possible. So we batch jobs up for it, making them wait, so the expensive, and therefore scarce resource can be used to the max.
Themes and variations
One of the beauties of having a score is that there are no excuses for not playing it.
A common reaction to the idea of writing a ‘score’ for a business is “That’s not possible! There are just too many variations we’d have to account for.”
The trick is not to try.
Too close to see
Today somebody asked me to elaborate on what I mean by this:
'scaling successfully is about creating an ecosystem where others can lead'
Erosion and deposition
When you run your own business, the way things get done is driven by what you expect of yourself. Or rather, what you think a customer should be able to expect if they do business with you.
Off the peg or bespoke?
This is how trust gets eroded.
The lovely bones
We tend to think of bespoke and off the peg as very much an either/or option. Not just in clothes.
By and large, we all have the same muscles in our bodies, and our bones show both where they were attached and how strong those muscles were.
Using this information, together with a knowledge of human anatomy, people like Oscar Nilsson
Who'd 'a thought it?
What springs to mind when I use the word ‘process’ in conversation with people is something boring and robotic - a highly detailed description of how to perform some low-level, small-grained task, devoid of context and utterly lacking in colour and humanity.
The 80/20 rule
“Labor can and will become its own employer through co-operative association.”
Years ago, a coffee shop - an offshoot of a well-known brand - opened in the middle of my local shopping centre. It had a nice old-fashioned feel, reminiscent of a cafe from the ‘30s, with wait staff and a long bar where coffee etc. was prepared. Of course I tried it out.
Seeing it through
“How do I get my people to think like an owner?”
Seeing a case or project through from beginning to end is very satisfying - both for the person doing it, and for the client on the other side.
Keeping it simple
I get the feeling that top-down thinking is very unfashionable at the moment.
When creating a checklist, it’s tempting to dive into lots of detail and try to document it all.
Resist this temptation. Instead, aim for “as simple as possible, but no simpler“, as Einstein might have said.
Years ago, I worked with a client who wanted to streamline and automate how clients were onboarded and offboarded (if that is a word). They didn’t have much time to spend with me, so they gave me a copy of..
I was introduced to this book a few years ago by the people at Matte Black Systems.
It was an eye-opener.