tag:blogger.com,1999:blog-60817603579902915682012-02-16T13:13:09.086ZIdeas to help your business deliver its products/services on time, with less chaos and higher profit.Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.comBlogger1341100tag:blogger.com,1999:blog-6081760357990291568.post-79664431019049364742012-01-20T08:30:00.000Z2012-01-20T08:30:00.683Z

Planning and execution (the doing part) are often treated as the same activity. They are clearly separate; they have different names to begin with. When I say that they are treated as the same activity what I mean is that I often find that people will think about what they are doing (planning) as they are doing the task (execution). By this time they are already on a specific path and so the

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-21369734679915881502012-01-06T08:00:00.000Z2012-01-06T08:00:03.196Z

A daily meeting to organise, prioritise and focus team efforts are invaluable. They also need to be quick. Businesses that have put these ‘huddles’ into place run the risk of the meeting becoming stale, boring, routine and long. The first three of these problems are OK, but the fourth ( huddles becoming long) is the real stumbling block. If you become quick at running the meeting then the

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-79784002853618677202011-12-23T08:00:00.000Z2011-12-23T08:00:12.285Z

When I first start working with clients, one of the complaints they often make  is that their projects are not progressing quickly enough. Upon further inspection their diary seems so stuffed full of things that they don’t have time to get anything done in the first place! Sometimes this problem is due to procrastination, and when that is the case then breaking the overall project down into

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-42197379332085989092011-12-09T08:00:00.000Z2011-12-09T08:00:11.787Z

There is a great saying 'it is better to have a short pencil than a long memory'. Getting things out of your head and on to paper can do great things for your own personal productivity. When you have ideas and tasks crammed into your head then you run several risks: 1 - You might miss the tasks deadline or never do the task. 2 - Your mind will probably be constantly running on overtime just

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-90899664513014602362011-11-30T18:05:00.001Z2011-11-30T18:23:37.398Z

In 2006 the James Bond franchise was given one of the most successful reboots in film history with the release of Casino Royale. This rebooting of famous franchises has become something of a trend but it’s not just the movie world that can use it for renewal and reinvigoration. Giles Johnston of Smartspeed Consulting Ltd believes that rebooting your business is essential – and it shouldn’t

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-8332727593584011662011-11-25T08:00:00.000Z2011-11-25T08:00:09.171Z

When you get into the thick of things it can be very difficult to see what needs to happen to a process or a business. The noise from the day to day activity can blur the distinction between what the business needs to do and what it is currently doing. Knowing what the 'design' of the business should be is something that you need to keep visible at all times. If the business is not working in

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-74630083698684211062011-11-18T07:36:00.001Z2011-11-18T07:41:53.065Z

We've just had our 6th birthday. Despite the (low key) celebrations we have compiled a new report that is available from our main website. There is also a link above on the menu to give you more information. The report comes from a review of the themes that have been present during our projects over the last six years and provides some ideas on how you can avoid these various pitfalls so that

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-22373685052629222342011-11-11T07:00:00.000Z2011-11-11T07:00:04.080Z

One of the commonly bandied about phrases is 'added value'. This has led to a number of analyses to be done for businesses when considering how they can make improvements. If the improvement actually delivers a real benefit then it can be considered to add value, for example: If you save someone's time on doing something, but don't get them to do something else that makes profit then you

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-32816457740393469252011-10-28T06:59:00.000+01:002011-10-30T06:59:33.415Z

Many business don't see how they can make improvements. "We don't have a process, every project is bespoke!" is a usual response. However if you stand back far enough you can see your process. Most businesses progress their orders through similar steps, or stages. If you can identify these steps then you have identified the overview of your process. The bits in-between the steps might be

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-15204887970568655952011-10-14T06:56:00.000+01:002011-10-30T06:57:53.420Z

Often we want improvements to work in certain way. When we let other people do it their way there is a chance that they create something that isn't perfect, hopefully it is functional, but what can we do about it? If we have something looming in the background then we can use their offering as a stepping stone to our final solution. We may not get it 100% identical, but 97% is surely better

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-49418413150000602972011-09-28T19:57:00.000+01:002011-09-28T19:57:12.467+01:00

We rush around and try to get our part of the project completed. We bust our guts to get the job done, and then we find out that our work sits idly at the next stage waiting for.... something! Many times during a project information isn't communicated accurately and this means that delays can build up between activities through different 'suppliers' having an unclear view of what the overall

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-58597857659162681242011-09-15T19:53:00.000+01:002011-09-28T19:55:27.774+01:00

Often the day to day running of a business can appear complex and confusing. This chaotic mess can make the act of improving the business seem more difficult that it really is. If you take the perspective of cause and effect then the act of deciding on what changes need to take place should come from the causal point of view. When we look at the chaos we are looking at the effect of the

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-80653414123996162152011-09-01T20:57:00.003+01:002011-09-01T21:09:39.616+01:00

If you look at projects that are taking place you can often find that stages within the project stall, causing delay for the remainder of the project. In many cases this is not because the work is too hard or requires more time, it is because it is perceived to be too hard or too long. This perception leads to stalling and then a self fulfilling prophecy about the particular task(s) being too

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-31138904573743197912011-08-11T07:59:00.001+01:002011-08-11T08:00:11.087+01:00

When tasks are delegated to members within a team the clarity of the work packages can determine how fast the work gets done, the quality of the work produced and the amount of support that is required. Many businesses don’t get their packages right and this results in delays and poor performance. Providing the background or focus for the package of work can set the proper context, which in turn

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-43424004139432291752011-07-28T20:38:00.000+01:002011-07-28T20:38:19.011+01:00

At the end of many projects there is usually a rush to achieve the deadline. In many cases additional tasks seem to appear and make the task of completing a project on time a lot more difficult. A way around this is preparation; understanding what tasks need to be completed at the end of the project helps to reduce the amount of surprises encountered. If you work backwards from the fully

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-23347417237919196952011-07-13T13:18:00.000+01:002011-07-13T13:18:57.650+01:00

A Tyneside entrepreneur is helping North-East businesses become more efficient. Giles Johnston is MD of Smartspeed Consulting Ltd, based in Jarrow. The 34-year-old Chartered Engineer specialises in helping businesses become leaner and fitter. One of the techniques he uses is called Kaizen, which originates in Japan. The term means improvement or change for the better. Giles explains, “The

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-480376607217356172011-06-30T14:44:00.000+01:002011-06-30T14:44:27.364+01:00

A recurring observation about people using computers is that most people don't know how to use them to become more productive. After all, computers are meant to be one of the ultimate productivity tools. Shortcuts are one of the best examples. Many key strokes and mouse clicks can be boiled down into a shortcut. Long handed ways of doing things can be replaced and your productivity can increase.

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-41473274248718843272011-06-10T20:00:00.002+01:002011-06-10T20:03:20.623+01:00

When diaries get full and people get really busy lots of little things don't get done. When this happens it is like going to the dentist for your regular check up, but you haven't cleaned your teeth for the last six months! When the little things in a business don't get done (analogous to cleaning your teeth) then after a while you encounter problems in your business. They seem to appear

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-77283317634987579582011-05-20T19:54:00.000+01:002011-05-20T19:54:24.374+01:00

Change can be tough to accept for many people. If it were easier we would find that more improvements happened on their own, but they don't. However, if we can find something to pull improvements through a business, rather than pushing them, life can become a lot easier. It's similar to a skip on a housing estate that gets filled by the neighbours in the dead of night. For years no one has

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-88718895188055670122011-05-13T18:36:00.000+01:002011-05-13T18:36:23.018+01:00

When we improve the clarity of what we do the irrelevant disappears and the work content can decrease. In other words, when we are clear about what we do, we will find that we need to work less.  Sounds great, doesn't it? Double handling takes place when we are unclear of what we need to do. The best way to increase work throughput or increase flexibility is to do a job once only. Improve the

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-78848628573118764202011-05-08T21:06:00.000+01:002011-05-08T21:06:43.637+01:00

Day to day business can get awfully complicated. When it starts to be too much is often the starting point for business improvement activity. However, streamlining and simplifying your processes without adequate focus can deliver less than optimal solutions. It is crucial to remember why a process or system exists; this will help you re-focus your approach. In some cases processes can be

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-14193778000078457922011-04-28T19:47:00.000+01:002011-04-28T19:47:01.072+01:00

One of the popular terms we hear is about increasing efficiency for organisations. Many public sector bodies are tasked with 'efficiency gains'. Businesses need to be efficient, but raising effectiveness naturally drives up efficiency. So why don't we start there instead? Firstly, we can be efficient at the wrong things! Looking for efficiency savings typically means that we look to become better

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-67656041371238217862011-04-16T07:31:00.000+01:002011-04-16T07:31:03.941+01:00

There is so much information available on how to make changes work that it can sometimes be difficult to know where to start. There are internet chat forums stuffed full of people trying to work out where to start. We can get tied up with the perfect application of theory, so perhaps it would be best to give ourselves a cut off point and just get started. Waiting for the perfect plan is never a

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-17414788071541350632011-04-09T08:44:00.002+01:002011-04-09T08:44:57.379+01:00

We have so many options to choose from when it comes to improving our business. One of the most amazing things to happen however is that nothing gets done. Focus is the key and by doing less better you can get so much more done. There is a Chinese proverb “if you chase two rabbits, both will escape”. When we focus we increase the likelihood that we can get a project or task to completion. We gain

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-76591627680486115532011-04-01T20:01:00.000+01:002011-04-01T20:01:42.162+01:00

If you haven’t come across Parkinson’s Law it is “Work expands so as to fill the time available for its completion.” You have probably seen this in action in a variety of situations, but not usually in your favour. We can however use this principle to drive up our improvement effectiveness and our overall efficiency. If we split our tasks into two groups we can use this law to great advantage.

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-49105856073894440752011-03-24T07:50:00.002Z2011-03-24T09:38:59.787Z

Even with our best intentions we may find that we are unable to complete a task in one go. If this is the case then the way that we leave the task can determine how much time is wasted getting up to speed when we are ready to complete the  task. If you get many interruptions in your day to day working then coming up with a way to close down / pause activities can save you a lot of time,

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-68220428976712933802011-03-18T17:25:00.000Z2011-03-18T17:25:09.422Z

Have you ever noticed those small tasks that you just don’t get round to? Have you ever noticed what a big problem these small tasks cause if they haven’t been dealt with for some time? Improving the way that work flows through your department or  team can help with the overall efficiency of the business. Recognising the small tasks and coming up with a routine to make sure that they get done on

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-31006338742991421292011-03-11T17:59:00.000Z2011-03-11T17:59:08.507Z

When we are nearing the end of a project we sometimes finish prematurely. By this I mean that the last step on a project often isn't the last step needed in order to be as effective as possible.  If you were installing some new pieces of equipment the final step might be implementation of a maintenance program. Usually the commissioning of a piece of equipment is seen as the last step, but the

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-72951420192106437812011-03-04T07:18:00.000Z2012-02-16T13:13:09.094Z

NEW - Kamishibai Board guide now available - click here Some tools are incredibly simple to use, and also deliver some amazing results. Kamishibai boards are a great example and are superb when you want some visual control over routine tasks. By the way Kamishibai is pronounced "come-e-she-bye" in case you were wondering! As simple as you could want it, a Kamishibai board is a T-card system

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-23950463074304865022011-02-25T07:18:00.000Z2011-02-26T07:18:48.964Z

One of the common questions we hear is 'how do we get started with improving our business, what are the tools to use?' The simple answer is that improvement is largely an attitude and a habit. The desire to find new and better ways of working is the most prominent factor, when you couple this with a habit then things get done regularly and continuously. Sporadic improvements don't always generate

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-37034607502696515062011-02-18T16:04:00.000Z2011-02-18T16:04:09.652Z

The end result of an improvement usually reflects the planning and decision making that takes place at the beginning, when the idea is being developed. If there is no planning and the improvement is a stab in the dark as to what needs to change then the final result may not be what was expected. The 'what are we doing this for?' question is a great place to start. Sometimes improvements are

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-65080018336534631572011-02-11T16:14:00.003Z2011-02-11T16:14:16.752Z

When a problem arises in a business there is usually a fix put in place. This fix sometimes increases the complexity of the business by adding in additional rules at the operational end of the business. Sometimes it is worth stopping what you are doing and reviewing the basics of how your business operates. Sometimes the disciplines around the basics of operating a business have been forgotten.

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-78039414200911624642011-02-04T14:38:00.000Z2011-02-04T14:38:15.622Z

A datum is a reference point, something that you can look back to work out where you are. Business can move so quickly and by having some defined reference points you can make decisions quickly and consistently. Being able to step back and see where you are can sometimes be difficult and requires objectivity. If you can see your datum and see where you are then an appropriate decision can be made

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-26523590776139020492011-01-28T14:59:00.004Z2011-01-28T15:00:49.716Z

When a business is undertaking changes to improve its performance the sequence of steps needs to be understood. Many businesses attempt to leap to the finish line in one fell swoop and this can create huge problems for the business, so much that they may decide that their overall plan is not suitable. If you have worked out your sequence then you will know that the first step is followed by the

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-3746012491746607602011-01-21T14:22:00.000Z2011-01-21T14:22:18.021Z

Many improvement projects aim to improve the performance of a business in one fell swoop. Many times however the shift that the business undertakes needs to be backed up with new habits and discipline. By discipline I am referring to routines of working. If certain things need to happen every single day in order to maintain the new way of working then we need to ensure that we do what we say we

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-3427976979688470552011-01-14T11:24:00.003Z2011-01-19T17:26:19.907Z

When our projects at work are taking a long time to come to fruition and our daily lives are complicated, it is a great time to ask ourselves how we can make things 'really simple'. When issues haven't been addressed properly we can end up with complicated solutions that take a lot of hard work and administration to keep on top of. When we ask how we can make it more simple we can usually find a

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-17332646405172722152011-01-07T10:30:00.002Z2011-01-07T10:30:52.080Z

When a business is struggling to achieve its business objectives then a review of the standards agreed in the business can make a radical change. Sometimes this change can take place rapidly. One of the simplest agreements we can make is how long a part of the business will take to respond to customers. This gives the people in the business a standard to focus on and (hopefully) the customers a

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-46325611421179591562010-12-17T12:21:00.000Z2010-12-19T14:02:26.654Z

If you search Google for the term 'lean' you can find a huge amount of resources about this subject. At its simplest it is a business improvement methodology / philosophy but this seems to get missed and so businesses head off looking for some mysterious set of tools that will transform their business when in actual fact it is more likely to be an attitude that delivers the improvements. I once

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-62250979931501329342010-12-10T14:00:00.000Z2010-12-19T14:01:37.156Z

So many businesses rely on their computer systems to provide accurate and meaningful information. In many cases their databases are riddled with holes, or even worse, incorrect information. Bad data often leads to the users creating sub systems to cope with the lack of confidence, which can create other problems including wasted time.  If you find that the data in your organisation is unreliable

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-29886344346671627572010-12-03T13:38:00.000Z2010-12-03T13:43:56.366Z

Kaizen is a term that is often bandied about within continuous improvement circles and by lean manufacturing experts. Kaizen is amazing, but quite often one of the more subtle aspects is often overlooked. Taking tiny steps is at the heart of the kaizen approach, a stance taken to help people overcome procrastination when projects or tasks look too complicated. When someone is faced with a large

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-59908216244114307062010-11-26T13:35:00.001Z2010-12-03T13:37:55.723Z

Have you ever noticed that from time to time some really big jobs crop up? They take an inordinate amount of time and you wonder where they come from. A common reason is that small bits of maintenance don't get performed, over time this issue compounds until one day something crashes to a halt. Finding the small regular maintenance activities can pay off in the long run if they are incorporated

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-52779850814103652032010-11-12T08:34:00.000Z2010-11-12T18:36:15.385Z

Many business improvement projects are embarked upon when some of the basics in a business are not being catered for. These projects are unlikley to work. The basics have to be in place first - the frills come second. When we ignore the fundamentals of a business little cracks appear in the business. Over time these cracks get bigger and bigger until something significant happens. For those of

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-78074801463096824812010-11-05T14:29:00.000Z2010-11-05T14:29:41.042Z

There is so much richness available to you when you have a face to face meeting that when you see systems being created that avoid this you may wonder why it has been done. Sometimes, the gain in efficiency is fantastic for the business.  However, at other times the lack of face to face contact can be detrimental to the business. When you meet face to face there is the ability to pick up on the

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-51851957498811266322010-10-22T10:52:00.000+01:002010-10-28T10:54:05.307+01:00

When we are faced with many ongoing projects and accountabilities we find that many of our desired outcomes do not materialise. By regulating how we allow our spinning plates into our work lives can make a big difference in how we achieve change and results. When we focus on fewer items we can direct our energies so much more easily. If you have too many plates spinning why not put some of them

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-6006795376609624632010-10-15T19:28:00.000+01:002010-10-15T19:28:03.070+01:00

In engineering (and many other disciplines) there is a stage gate process that prevents too much activity from taking place until there is enough capability or experience available. This idea can be applied to business improvement quite simply by recognising the phases of your improvement work. If you are needing to go through many changes in quick succession it may be worthwhile to define the

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-37719659613533505662010-10-08T15:43:00.000+01:002010-10-08T15:43:12.526+01:00

When you are looking to make improvements in your business do you find that your idea gets shot down too quickly? Ensuring that you have a number of options to choose from means that you can have better chances of people saying 'yes' and that you as a business get to choose the best option rather than just settling for the only option. When the other members of your business have five reasons

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-61400206751298024512010-10-01T19:57:00.002+01:002010-10-06T08:31:44.385+01:00

Sometimes we are asked – “why the name Smartspeed?” It’s a simple response – we help our clients to think differently (SMART) and then act with improved effectiveness and efficiency (SPEED). If you think about the experiences that you have had then you will probably be able to recall times where you have seen this not take place! Have you ever seen projects that have begun without fully

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-69104501431435900622010-09-24T08:41:00.000+01:002010-09-24T08:41:19.176+01:00

When faced with an opportunity to change, many businesses stall and delay. There can be many factors that can contribute to this behaviour, but there are some simple approaches that you can take to make the change process easier for you and your business. The PDCA (Plan, Do, Check, Act) approach can help you to educate your teams that if the improvement doesn't work the first time round you are

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-65217309865080746132010-09-17T06:43:00.002+01:002010-09-17T06:43:20.971+01:00

The system in any business is what drives the performance. The individuals (the personalities) are essential to make the system work, but the performance of the overall business is due to the system. If you focus on the system then you are focussing on improving the overall business, not just pockets of activity within. When we look at the individuals we take our eye off the process that

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-36370976223523620002010-09-10T08:40:00.001+01:002010-09-17T06:41:07.816+01:00

When a change needs to happen within a business it can sometimes be frustrating to the business management to see a lack of progress. In many cases a route needs to be provided that clearly marks out the transition that will need to be made. If support is provided to help make the change then the uptake is higher. Leaving the change to happen on its own may mean that it will not happen if the

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-4581529167687164132010-09-03T08:34:00.000+01:002010-09-07T15:12:31.621+01:00

In many meetings an idea or a suggestion is killed off quickly because someone present knows why it won't work. However, upon further exploration, it is usually the case that the person who knows that the idea won't work doesn't really know at all. When you have a group 'brainstorming' session you usually abide by rules. These rules include the welcoming of all ideas no matter how bizarre or

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-78742522791808428572010-08-27T07:01:00.000+01:002010-08-27T07:01:59.175+01:00

Information that can help an organisation needs to flow through the business. In many cases this consideration, or the effort to produce the information, stops the information from flowing. The information does not need to be excessive. If you ask the members of your business what information needs to be produced you will often find that the requirements are refreshingly light. There are

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-13324947446665484872010-08-20T09:28:00.000+01:002010-08-20T09:28:53.627+01:00

When a task needs to be performed in a business it is straightforward to write a standard operating procedure and then hope that the results obtained are the ones you want. One way to improve this haphazard approach to results is to define the standard expected of the result. If you define the attributes of the result you can give people a far clearer picture to work with, this can help them to

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-5045661234920897942010-08-13T17:08:00.001+01:002010-08-15T18:11:13.302+01:00

Sometimes things just need to happen as quickly as possible to the point at which it occurred. When actions are delayed from this point a lack of detail can occur that can make a big difference to the outcome. For example if you have a meeting and need to agree the actions do it at the meeting, if you wait a day then you won’t remember the same amount of detail that you would have done yesterday

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-81917473722769381862010-08-06T14:27:00.001+01:002010-08-06T14:28:12.166+01:00

Many people get hung up on 'getting it right first time'. This is a good motto in many instances. For example, 'right first time' is a great way to be when you are visible to your clients, or if you are repeating a process of some sort and getting wrong has significant cost implications. However, when we are trying to find a new solution, focussing on getting the result right the first time can

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-68323784636829679922010-07-28T09:48:00.002+01:002010-07-28T09:48:31.357+01:00

Many times you hear people talking about the lack of time in their day and the amount of tasks or projects that are building up. There is a simple approach to this that can be used to great effect and may be worth a go. It is the idea of drip feeding 10 minute tasks into your day. Ten minutes isn't a lot of time and you can get a surprisingly large amount of work done in a focussed slot of 10

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-8163449119216904132010-07-23T08:39:00.000+01:002010-07-23T08:39:26.530+01:00

When an improvement has taken effect and the results you need have appeared this can often be an opportunity to stop doing some things that you have done before. Do the same KPIs need to be reported upon? Do the same reports need to be submitted to your clients? Do you still need to hold the same meetings that you had before your problems went away? When you make an improvement to your business

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-39437112893956043282010-07-16T08:12:00.001+01:002010-07-21T07:13:47.795+01:00

This is the sequence to make change happen. Many times we see organisations determine what solution they want, when in fact that will give them a different result to the one that they really want. If you find yourself in this situation, or are about to embark upon a new project, then ask yourself this question - "will this course of action give me the result that I need?" From root cause

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-13008398587230104272010-06-24T08:21:00.001+01:002010-07-23T08:43:20.748+01:00

When you hear that information is not available and that it won't be discussed you can be fairly sure that there is something going wrong within a business. Whatever the reason is for not wanting to discuss the facts the outcome is clear. You cannot make decisions properly without the facts. Many times you can see this lack of engagement through the minimisation that takes place. Comments are

Smartspeedhttp://www.blogger.com/profile/06674308859503688580noreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-3336337017635801122010-03-19T08:36:00.001Z2010-03-19T08:36:00.273Z

Businesses run on routines. Every day there will be some kind of activity that needs to take place like clockwork. If the routine task does not take place it will probably not be the end of the world, but if the task is never done the quality of the service, or the standards in the business may well drop. If routines of work are important then why do we struggle to keep them in place? One

By G Johnstonnoreply@blogger.com22tag:blogger.com,1999:blog-6081760357990291568.post-9194749733880350602010-01-22T08:03:00.002Z2010-01-22T08:03:00.138Z

On our travels we see many projects getting behind schedule due to the people involved not the 'taking the rough with the smooth'. By this we mean that during the course of the project there may well be some elements that are highly enjoyable and some that are boring or difficult. If all of the tasks listed for a project are required to complete the project then all of them will need to be

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-73707365359329770292009-12-18T12:15:00.001Z2009-12-21T08:47:08.245Z

It's interesting to watch and take note of what happens when people rush their jobs. Things get missed off. Parts of the job that normally get done, and can be done from memory, don't get done. Depending on where you work this may or may not be critical. For a surgeon this may be life and death (or a fire fighter, or a pilot for example), for everyone else this could at least mean a poor

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-72623796473313870832009-12-04T16:13:00.004Z2009-12-04T16:13:00.678Z

One of the simplest things we can do if we want to improve our business is to stop and think. Just stopping to reflect upon what we are doing can give one of the greatest impacts we can have within our own business. When we take a look at what we are doing we are able to see activities and arrangements that don't lend themselves to being the best possible way. These areas for improvement become

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-50852713698522101352009-11-27T12:15:00.007Z2009-11-27T12:15:00.556Z

One item of conversation that crops up time and time again is that of wanting a boost in productivity. Projects get delayed and don't seem to move, let alone the piles of paperwork on your desk that seem to build up from normal working; these all detract from our ability to be productive. Well, there is a simple approach to improving productivity. It can give a one time boost, or can be used on

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-24363263000808435932009-11-20T16:24:00.020Z2009-11-20T16:24:00.579Z

Many people spend their days working without truly appreciating what their job really entails. I'm sure that you have seen other people work really hard at what they are given (or have chosen) to do, and yet aren't producing results of any real merit. Most jobs are designed for a purpose - to add value to a specific process or client, they are there to make the process or client experience

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-72760483329452213572009-11-13T15:53:00.001Z2009-11-15T16:47:22.521Z

We all know that our projects and our tasks are a collection of steps. We take time to map our work (looking for improvements) and then find that productivity does not increase as a result. Could it be that we are reviewing the wrong areas? Could we be better off by doing something different that just mapping what we think we do? Sometimes the improvement that we need is at a very lowest level

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-16166240050359242032009-11-06T16:07:00.000Z2009-11-09T13:23:33.408Z

Busy busy busy are our days and yet there is always the opportunity to get more done if that is required. There are many tasks that can be run at the same time as others, effectively getting two things done at once. Looking for these opportunities to piggy back other activities can add a further degree of productivity to your day. Of course, you also have the opportunity of jettisoning tasks

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-33802407289736351202009-10-30T16:58:00.000Z2009-11-01T20:57:52.508Z

Pretty much everyone has a huge stack of items that they need to do. When seeing the amount of confusion that this can cause it raises the question of how do you remember everything that you have to do. At most people's disosal are existing systems that can be used to capture all of this information. Whether this is a CRM system, email, paper or something else there is one thing that is

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-60791431242141033702009-10-15T13:29:00.002+01:002009-10-15T13:30:56.329+01:00

When faced with a massive list of tasks that need to be completed, and let's say that some of them will affect the ability to improve your businesses, how do you choose the right task to start with? I have seen many justifications for people choosing what is considered a real priority - that one thing that must be completed first, and in many cases there was no rationale behind the choice. If

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-89938609874225042762009-10-01T16:19:00.002+01:002009-10-01T20:22:00.788+01:00

Have you ever been to that meeting where various issues get discussed and consensus is achieved, yet the actions don’t seem to reflect what was discussed? What is the reason for this, and how do we overcome this problem in the future? In many cases the level of information is not sufficient. Time that passes between the agreement of the action and its execution can be too long, allowing the

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-62433385550533220832009-09-25T07:07:00.001+01:002009-10-02T07:08:12.701+01:00

With so many day to day tasks required to complete our jobs it is hardly surprising that some items don’t get completed when urgent projects appear on our desks instead. The day to day gives way to the fire fighting and unique most times. The use of a timetable is one way to coping with your daily (or routine) tasks, but often the rigid nature of a timetable means that it can be discarded in a

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-51343804843447646542009-09-18T08:13:00.001+01:002009-10-02T07:14:47.435+01:00

There are so many things you can do with your business software and yet how many of us can really make the software work for our business? Just as so many people leave their formal education and don’t continue learning we do the same with our computer programs. We learn enough to get by, in most cases, and then don’t progress. Occasionally we could dip into the help menus and see what stood out

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-42425128618789228482009-07-20T17:59:00.004+01:002009-07-20T18:53:06.803+01:00

When we sit back in our chair in the office and review what has been taking place during the day we sometimes find ourselves wondering how much better we could have done things – don’t we?One of the tried and tested ways to make the working day more effective and more efficient is the use of checklists. Whilst we have probably realised this for ourselves the issue of concern is how we (and our

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-11797600386705939932009-07-13T13:15:00.016+01:002009-11-16T13:43:01.771Z

There is a lot of talk (constantly) about what is your USP. This is an important marketing concept about the uniqueness of your service offering, but an observation is that most businesses state what is currently the most unique thing about them. What about the service as it could be? What about the niggles that people face when engaging with your type of service? Could a revised approach to

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-43095985013180946372009-06-26T07:36:00.000+01:002009-06-26T07:37:18.438+01:00

When we look at the types of improvements that take place within our organisation we can always tell which were the big improvements. The small issues that are resolved in their masses however are harder to spot. Unfortunately this is also the case when we are looking for improvement ideas in the first place. If you had a broken leg you would have to stop what you were doing and get it fixed.

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-1725238946753959052009-06-12T13:37:00.001+01:002009-06-12T13:38:55.342+01:00

Have you ever sat in a meeting where you could just tell that people were ‘mailing it in’?By this I mean that the people aren’t taking part, they are there physically but that’s about all. They are not engaging with the conversation and participation within the meeting is generally low.If you recognise meetings (or workplaces) like this then you have an opportunity to improve the productivity in

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-29421498009200712092009-06-05T16:16:00.000+01:002009-06-09T16:18:15.182+01:00

There appears to be an ongoing conflict when it comes to the level of detail on projects, meetings or in specifications. Getting the right level of detail is key to making sure that activity progresses smoothly, but there is often a lack of consistency around how we approach detail.If we get the level of detail wrong we can end up with an outcome that we don’t want. We could find that by having

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-16388430757343823172009-05-29T09:01:00.003+01:002009-05-29T09:13:09.029+01:00

When change needs to take place, when there is enough need within the organisation, it can sometimes be difficult to prove to others that things will change. We need their involvement after all so we need to get them involved.Completion of a small but visible improvement can provide us with a symbol that it can be done, and that other things can also be achieved. By creating a clear symbol of

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-92013490186447247912009-05-22T15:06:00.003+01:002009-05-29T09:12:40.174+01:00

Many projects are started without a clear specification. There may be clear objectives in place, but often some of the detail about what is really required (or needed for that matter) may not be present. In our experience of projects - getting the right level of detail into a specification regarding a system can be extremely difficult.If you look at the results you have been receiving over the

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-47648974761315611212009-05-15T16:04:00.002+01:002009-05-15T16:07:09.095+01:00

In the haste to get things done there is the risk that projects don’t get properly closed off. Like the machine installation that doesn’t get commissioned, or the meeting that gets concluded without actions being defined. If you look around you will see many activities that haven’t been thought through – reducing the positive impact that they can have.The scope of an activity needs to be

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-81062895761158335422009-05-08T08:45:00.001+01:002009-05-13T08:47:58.318+01:00

If we recognise the need for change within our business then why does so little change actually take place? One of the reasons is that plans and approaches don’t get agreed upon. With so many factors to take into account we can find ourselves lost with options and the feeling that we must get it 100% right. Whilst I don’t advocate getting it wrong their may be a simple approach to moving forward

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-22709605430758160682009-05-01T15:07:00.001+01:002009-05-05T15:11:06.588+01:00

When improving a specific process or task, where there is not a specified ‘finish line’, it can sometimes be hard to work out what the project plan will look like. This lack of clarity can stall many projects and create unease within the business. The marketing function, for example, may need to become more effective, but how do we approach this? There could be many different ways to tackle the

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-37941522322527827972009-04-24T16:19:00.002+01:002009-04-27T16:20:24.787+01:00

When a change needs to be designed (as it always does) you need to come up with ideas. What if you find the process of creating new ideas difficult? Is there an easy method you could employ to help you do this?Using a continuum could be one such easy option. Taking a range of possibilities and using this to create new opportunities can be a quick way to do this. At one end of our spectrum could

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-58822483170663065722009-04-17T08:14:00.003+01:002009-04-17T08:21:53.195+01:00

Day to day there are many challenges that businesses face. A risk that is present in these situations is that sticking plasters are put over the problems, rather than resolving the problem once and for all. There are several ways to do this, some are easier than others. Have you tried '5 Whys'?A straightforward approach – you don't accept the first answer. You keep on asking questions that start

By G Johnstonnoreply@blogger.com0tag:blogger.com,1999:blog-6081760357990291568.post-17227932600194765612009-04-09T15:10:00.000+01:002009-04-15T15:11:24.336+01:00

Businesses can often get lost. The amount of information that they handle can be quite phenomenal and this can lead to a lot of confusion.  Sometimes the people within the business get lost and start doing things that they weren’t employed to do in the first place. So, how do we regain our focus? The simplest approach is to describe what we’re meant to do in a single sentence. This short string

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-35247809740637822752009-04-02T08:21:00.001+01:002009-04-07T07:22:53.424+01:00

One of the thoughts that I have on a regular basis is about the structures of businesses when it comes to effective change in the workplace. Some businesses seem to get more focussed on the techniques being used than the fundamentals of running an effective business. Lean is a great example of this.Lean has some amazing tools and methods for driving out waste in an organisation, but it relies

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-65525312016028181572009-03-27T07:23:00.001Z2009-04-07T07:24:17.515+01:00

There was an interesting section in one of the IET (Institute of Engineering and Technology) magazines the other week – talking about improving employee engagement. This is one of the most discussed topics I come across when working with companies who need to get their teams onboard to make a change happen. They listed four points. Employees are engaged by: 1 – Leaders who inspire confidence in

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-90185212002152418912009-03-13T15:50:00.003Z2009-03-16T18:55:29.477Z

In any organisation we are faced with the ongoing need to deliver change. Improving the way we operate and deliver our services is expected from all concerned – our superiors, our customers and our owners.Many times the change doesn't work as planned. Things go wrong, we get delayed and people don't do what we expect. Smart companies understand this and use a form of constant correction and

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-66916862552454665032009-03-06T15:59:00.000Z2009-03-09T07:00:22.975Z

From time to time – if we look back at what we are doing – we may see that disciplines have slipped. From the team meeting to the sales order process the need for discipline is necessary, but how do we regain it in a simple way? Talking with our teams to ‘redesign’ the activity is probably one of the easiest ways to bring discipline back into the fold. The pure awareness of what the purpose is

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-70444662161683471862009-02-27T09:07:00.001Z2009-03-09T07:00:41.394Z

Do you ever have those moments on projects when you see that some team members don't hit the deadlines for projects? In my observations this is mainly when the people offending have 'day jobs' as well as their project roles.The type of deadline missing that I am talking about is when not enough understanding is present - so inaction takes place. The missing of the deadline is not down to a lack

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-9722826602024071862009-02-20T10:06:00.002Z2009-03-09T07:01:08.838Z

When a project is running into difficulties there is an opportunity to look for the obstacles that are present. This might seem a really obvious comment to make, but many times the speed of the project, or the urgency of the situation appear to force us into an autopilot mode.The idea of removing obstacles might remind you of secondary school chemistry when the topic of catalysts was discussed.

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-71896832841941261232009-02-13T16:31:00.002Z2009-03-09T07:01:33.073Z

Many times it is easy to focus on the work that is being carried out. When we are being pushed for an improvement to a specific process in the business it is only natural to look at the points in the business where recognised work is taking place. Between all of the process steps are linkages. These linkages can often make the difference between a really effective business and one that just about

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-52990062226936207512009-02-06T15:12:00.001Z2009-03-09T07:01:50.735Z

Very often businesses see improvement projects as one off exercises. This would seem logical as the name project infers this. The reality is that most people who are involved with projects of this type are being convinced / negotiated with in order for the change to go through.By taking a different approach with improvement and making it an ongoing conversation there is a whole richness of

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-50586186830896963182009-01-30T16:02:00.001Z2009-03-09T07:02:04.859Z

Whenever there is a risk that a customer might not be getting the best service possible – consider the system. Many times people look purely at the people who are working with the customer – are they doing the right things? Do they have a good attitude? These are normal questions to ask.It has been stated that the system accounts for 94% of the effects created – the people in the system therefore

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-38921299847853456872009-01-21T09:34:00.002Z2009-03-09T07:02:20.414Z

When you state ‘marginal efforts’ people think about the lack of effort being put into that activity. What if the marginal efforts were applied after the other work had been done? This would be extra effort – making marginal efforts potentially a good thing.So, if at the end of the working day one last activity were undertaken – something small, what would happen at the end of the year? The

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-34030674197008774182009-01-09T08:38:00.004Z2009-02-04T16:04:59.738Z

A lot of people review where their businesses (and personal lives) are heading around this time of year. New business plans are drawn up and new objectives are considered. Many of these plans aren't reviewed or updated as the year passes, and this is a real shame.Finding ways to provoke reviews within the business can help with more timely corrections in which way the business is heading. Do this

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-47168765524657482432008-12-15T08:36:00.003Z2008-12-15T08:40:18.402Z

Watching people at work can tell you all kinds of things.One of the activities that I see on a regular basis is people gazing at their e-mails. Even worse is when the e-mails interrupt meaningful work. You can see the frustration in people's faces when they realise that the e-mail isn't really that useful and then they have to go back to what they were doing before.Checking your e-mails less

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-88011043989097379212008-12-05T16:59:00.000Z2008-12-05T21:00:08.231Z

When faced with issues in the business it is sometimes easy to jump to conclusions based on what you believe. It might not be a fact-based idea that is helpful to the situation – it could be a distraction.When we state what we think the problem is we can often end up limiting our options. This can lead to a narrow view of the world and not help us to generate a really effective solution. If we

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-55765940334109828762008-11-24T17:29:00.000Z2008-11-24T17:30:15.375Z

I was watching two members of one of my client’s team arguing over where the end point of the handover was. This seemed to be a good point to raise; unfortunately the end date had been and gone by two months.How you agree the end point has more to do with than just how the business works – how do the people work within the business? As handovers usually have a people element to them it is

By G Johnstonnoreply@blogger.comtag:blogger.com,1999:blog-6081760357990291568.post-87532170999175738062008-11-11T15:58:00.003Z2008-11-11T16:04:07.550Z

One of the challenges that we need to consider when developing strategies is:- can it take the bumps that we might see on the way?There are some very good ways to create and design strategies for businesses, but the acid test question is the one mentioned above.How do you use this approach?Very simple - work out what kinds of factors could adversely affect your business (but aren't on the

By G Johnstonnoreply@blogger.com0