![]() ![]() ![]() Sometimes we need to know where to put strategic friction points into the system to slow things down, so we can divert more of our limited energy and resources to what we ultimately want, and over time spend less-and-less of our resources to what doesn’t create the most value. Improving our organizations isn’t always about speeding things up. And boy is the same thing true with #data. It is easy to announce a new fund raising campaign to build a new building while overlooking what it will take financially to maintain the facility and #operations after the building is built. Without putting in intentional “speed bumps” in front of the policy team, (or the training team, or procurements, or software requirements, etc.), there is nothing to slow them down.įor example, it can be far too easy for #management to introduce change into the organization without feeling the consequences of the amount of work their people already have on their plates that isn’t getting done. New policies consume the limited time of the frontline, and that is where the work the #customer really cares about actually gets done. For example, it should be hard for the #policy shop to push out limitless new policies and #procedures to the frontline. We need this same approach in our organizations. In contrast, we could make it easier to eat #healthy #food by cutting up veggies ready to eat, and having healthy snacks around. Having it around makes it much easier, and much more likely it will eventually find its way into your mouth. We all know that if you want to eat healthier, don’t buy junk food and bring it home. #ceo, #founder, #president, #boardmember, #executivedirector, #deputydirector, #leadership, #management, #cio, #coo, #hr, #operations, #strategy, #operationalexcellence, #continuousimprovement, #processimprovement, #systemsthinking, #projectmanagement, #agile, #theoryofconstraints, #toc, #tocthinkingtools, #problemsolving, #productivity, #quality, #qualitycontrol, #humanservices, #data, #dataanalytics, #stopdecoratingthefish, #theseductiveseven, #seductiveseven, #timemanagement, #thefivequestions, #nextlevelbudgeting I talk about this with an example from #humanservices in this short video clip from a keynote I did at the 2022 Accelerate Conference, here in Salt Lake City, hosted by Accela. Then, and only then, can we move into the next ripple out from that. We have to do the hard and critical first, with high quality, while being a good steward with the taxpayer dollars (or nonprofit contributions, or operating budget) we're entrusted with. We have to earn our way to the easy and fun by going through the hard and critical first-and just crushing that. You wouldn't like it if the car dealer's service department was making you wait an extra day while they spent enormous amounts of time washing and detailing your car, which meant the mechanics were not replacing the muffler-which is what you asked them to work on. ![]() It's a form of procrastination, and it's intentionally making our customers wait unnecessarily. ![]() What I see so often is what I call the #leapfrogprinciple, where we tend to leap over the hard and critical, to work on the easy and fun, and then tell ourselves that's okay because we're still working on the customer's case. There's what our #primarycustomers most need from us, and then the wrap around add-on's. In whatever you do, there is a core piece of work that is often difficult, but critical, and there are often a host of things that are much easier to do, sometimes even enjoyable, but are optional or ancillary. ![]()
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