Posts Tagged ‘Practices’

Practices – The Blueprint for Change

December 2, 2009

"The management of change". One company, keyword, part of the advisory lexicon. A subset of the industry on its own. A variety of books. A variety of misunderstandings. Here is one: The people are resistant to change. This statement declares that you and I – have shifted jobs a few times, married, raised teenagers, with a thousand events in his life had been treated, do not know, a political activist or a local church helpers – to change and adapt to them. The declaration must be qualified, and that's the best I canOffer: The people are resistant to change if they lose – or they feel themselves losing control – to. In other words, the problem is change imposed, especially in the workplace, if you do not feel part of the process or not, as the owner of that change.

A second problem lies in the change of the terms "entrepreneur" or "management of change" who in an organization in many respects they appear in a product management and leadership jargon. You are in mergers and acquisitions, to describethe process of integration, the implementation of a new initiative, such as customer relationship management (CRM) or Enterprise Resource Planning (ERP) on organizational transformation programs – from R & D, for example – and in creating new structures or teams. Also, the communication plans are sometimes exhausted as a change-management programs. Until the very end, the management of change means management.

A change management program creates or converts, processes and systemsthat an organization from A to B. The experts who make internal or external consultants, will contribute to the goals of change and the demands on IT. You will be driving from A to B. It will map milestones and checkpoints, gates and review processes, success factors and budgets, motivation and information sessions.

Change management programs are just like cooking. You can upload or banal ingredients, shop at the local grocer or deli, eatingmany courses or a quick sandwich. You may (or may have paid for) an inexperienced cook, a microwave or a manager with a Michelin star. Change Management Consulting is the same. In this area, as should any other, the administrators of the observance of the old saying "you pay peanuts: you get monkeys."

Managing Methods

The average change-management program is clear, vanilla. Academics and the consulting industry have produced a plethora of methods and a wealthof Do's and Don'ts. If the proverb "a method is a trick that has twice used" is true, there are to many methods. Most of them are indistinguishable. Provided your consulting partner know their job, are professionals and get the change management cookbook, it is difficult to run the plain vanilla variety to get wrong. But you can forget a key ingredient.

So you have the plans in force, the cards, the media and the meeting room at the Landhaus Hotelwhere you gather the troops, to persuade it to change too well. They know how to get from A to B and you know who will be on the trip. And in this kind of journey it is successes and failures. Mistakes in this case, not only by the objectives to be defined has not been met – in many cases it is partial acceptance or poor use of new processes and systems that is at fault.

Take advantage of CRM. The companies spend considerable sums of installing IT systems that willLink all aspects of the profile of a client, often as a 360-degree view of customers. For example, if a medical sales representative calls a hospital specialist, he should be available to him all the historic and strategic information about the doctor, his preferences, opinions, and if he was to have seen reps from other companies in any other capacity – for example, when he led part of a clinical trial with the R & D division. He is to incorporate the outcome of the visitinto the system, report interest in products that it is not specifically guarantee the right rep in touch, and perhaps also the minutes of each side has notified the doctor. If you multiply those efforts by all sales and back-office customers, the result is a massive database that the company is invaluable.

This is a wonderful theory. Why CRM has consistently failed to meet expectations?
Using sales personnel may be low, I hate a lot of reps and corporate office can not understand why. RepetitionsGuilt for not providing the technology, the IT departments of the blame for the repetition is not in use is correct asking serious questions about management undelivered ROI, part of the field using the old systems in parallel, the IT providers are frustrated and overall Many people are unhappy, including the CEO, the substantial efficiency gains following the adoption of the latest was for sales force automation and Total Customer Care announced a few months earlier.

In nine out of ten cases,The reason for this situation has nothing to do with the sexy IT or even the implementation of the processes – it is the behavior of doing stupid. And here is the missing element. In most cases there is an unspoken assumption that the new systems and processes available, the people in them. There is an assumption as fair and appropriate because it is false.

Contradictory information

It is believed that, assuming Y is a better system than the system X, Y will use the people and behave in accordance withhow it works. But the reality is that many people continue to behave in the old way. Explanations will be given for this, most of them post-hoc rationalization of the resulting fiasco. An example is: "People are not motivated enough." But three months before you collect your field for a motivational weekend in which motivational speakers and your COO infused the troops with enthusiasm for the multi-million pound investment. Another example: "People do not see the value of IT and do not use itmuch ". But you installed the processes and IT systems across multiple project teams that include representatives of the now disillusioned troops. They constructed the requirements for the new system. You also hear that the technology is too complex or that it does not even so t, which has promised. But here, too many people were involved in their development.

You will hear many other explanations, but if you scratch the surface, a common factor appears: old behaviors reinforcedand were not replaced by new ones. A fundamental law of psychology states that behavior is sustained or repeated if it is reinforced or rewarded, regardless of the reason for their existence. Reinforcements come in all forms: cash, bonus beat targets, the power, one on the shoulder, promotion, pleasing the boss and so on. Change management programs tend to forget that used for the new system will need new behaviors are taught and reinforced as new systems and processes,induced, whether IT or not, does not necessarily generate new behavior. On the contrary, requires new behaviors are taught to support the new processes and systems. With the behavior we mean both management behavior – such as the culture that defines the way things are accepted or discouraged – and end-user behavior.

Another major cause of errors, particularly in the implementation of CRM in HI-tech companies, the potential coexistence of contradictory goals: the goal of a customerCRM and the very common product-centric machines of the company. R & D-led company to talk about a product portfolio language – rich pipeline or gaps, breakthrough innovations, Blockbuster – and have a machine for marketing, sales and training in line with this. Nothing wrong there. But true customer-focused approaches to solve problems and talk of a customer language. It can not be a solely product-related approach, and they sell a customer solution. There are decisions tomade, and do not see on many occasions, either management or not, they want to do.

Reinforcements are deployed in the wrong place. If the desired behavior for the repeats
is diligent use of the CRM system – fed by the fields on the computer – but they continue for the number of calls, or they are rewarded the sales in order to feed their inclination, the system will gradually disappear. And if the same management that brought into the CRM systemcontinue to ask only for call numbers and market share, without declaring them to be very interested in customer data does not surprise you if the CRM system is busy at 25% and hated by all. The repetitions should continue on this data to the old territory management system to simplify the way, took a fraction of the time use. The sales force has actually been given a Rolls Royce to work with, but they are by the number of shopping bags to carry them in rewardsStrain. No wonder, shopping has become so expensive.

Rewarded or reinforced behaviors are repeated and become the norm, no matter how much contradict the strategic goals and statements. A good change management program needs to explore the behavior of components must be strengthened and what is not (a layman would be forgiven for calling them to be punished, "will", but that is very different and far less effective than a lack of amplification). It goes far beyond processSystems or IT architectures.

The lack of psychological technology to implement new systems was the common practice is exceptional. A pharmaceutical client with our Behavioral Change Management (BCM) program, told me recently: "We have everything wrong with our CRM." It was too hard on themselves, because most of what they were doing was right. They just forgot behavior. Each behavior program that followed with the implementation of a new process must be psychological laws. MotivationalExercises can be used to operate the field or group of users – an appeal to their loyalty, commitment, and perhaps the inspiration they get from success. In general, these motivational exercises (or "behavioral trigger") for the introduction of initiatives and support the early stages of adoption of good, but they are not good, because sustainable gain. Even when accepting new positive behaviors, they will fade if they are not reinforced.

Reinforce the message

The management of change makesfor exciting cooking, but has all the ingredients. The only true change management change management is behavior and behavior change has exquisite balance between behavior and reinforcement. We have over 40 patterns of behavior leading to work in a medium or large-scale implementation of a process or a species, such as a new knowledge management, or CRM program are in place to identify. Detection of the behavior behind your processes is of crucial importance for understandingor what should not be increased. Just what is sustainably strengthened. If something is sustainable, it has been strengthened if the gain is obvious to you or not.

CRM is much cheaper and less painful when companies focus on a powerful combination of both a true CRM (ie, genuine customer focus to create products to sell instead), and behavior to support new processes and systems, rather than hoping that the new, expensive IT create sustainable behavior by itself.

Warehouse Inventory – How To Apply Professional Management Practices To Your Business

November 27, 2009

If you are interested in information about inventory management, then you will want to read this article. In particular, I will talk about some tips on how to best determine how much inventory, take stock, as well as other techniques to improve your efficiency.

The trick to stocks is always just enough on hand to meet the demand of the products. This is a simple theory but complex in practice.

This requires us to precisely know how much inventoryat hand to preserve the historical demand and the potential future demand of her, and how easy it is to your suppliers and how to organize the inventory in order to get maximum benefit from your camp.

If you take too much inventory, then you are bound cash flow, and enough space in your inventory to stock, that more can be profitably sold. By controlling the inventory, you want to minimize the total costs of inventory carried in the hand, so you can charge your cash flow for useother endeavors.

At the same time you must keep your customers happy by providing reasonable inventory to the offer. When getting a customer must wait to see what they want, they will either be unhappy if they get, or they go elsewhere. Both are situations that you want to avoid.

One of the best ways to stocks is to automate the process with the proper use of the software. Inventory software provides some functions that are competing hard to find.For example, you can instantly know all the different types of data that tracks the software, that before you were not privy.

By this data, which has historically been shown how much more you can make better decisions and you can quickly. At the same time, it frees the resources you have in the past devoted to tracking your inventory is often a reduction of labor costs. In particular, they will intersect on the resources of your constant attention,you release your stress and time for more important things in your company.

Finally, it should be tracking down, I'll give you a brief overview of the best route to your inventory with specialized software. Regardless of how you go about measuring your inventory, you need a system set up to have enough stock to meet demand, but not too much to commit resources.