Written by Nigel Reaney (View Profile)
LMAC Founder and Senior Partner
27 February 2019
Disrupters are all around us. Uber, Space X, Deliveroo, they are all breaking with conventional thinking. In this digital age, it can sometimes feel as if another massive breakthrough is just around the corner and, that if we get caught napping, our business could be threatened.
Artificial intelligence (AI) is currently the hot topic and it will certainly
So, the issue really comes down to humans versus machines in some form or another, and this is where we currently see a significant issue for most businesses – what is the current
A FRESH SET OF EYES
We believe the first step is to understand just how effective and efficient your current human processes are. In our experience, 40
To do this effectively, an organisation needs a fresh set of eyes from the outside. Why? Because those within an organisation become accepting of the complexities that cause inefficiencies within their organisation, it’s human nature and that’s one thing that can’t be overcome. As a business, LMAC have an advantage in this respect. Not only do we engage with many different organisations, we also span many industries. We’re often told that we need to understand why we can’t apply manufacturing techniques in a different industry – we understand this, after all, manufacturing is just 30% of our industry coverage. What we also understand very well is that this is often an excuse not to try new approaches that are already proven and are working very well for the competition. To overcome this apprehension of new approaches, we at LMAC use our case studies together with strong scientific reason to paint a vivid picture of how a new way of doing things will work and succeed. We believe firmly that any organisation can succeed with a revolutionary step change if it has some key ingredients in place. The first is a strong operational strategy (not to be confused with business level strategy).
Most problems begin with the operational strategy, as often there is a cavernous divide between what the
organisation’sstrategy suffers from a silo development approach. Each division interprets what their priorities are to meet the business need.
- Divisions fail to support other areas of the business effectively because they have their own initiatives to complete.
- Many initiatives are “nice to haves” and are not properly qualified against the business objectives. This leads to many things being started but executed poorly.
- The workload that comes with strategic improvement is underestimated and clashes with daily demands of running the business. This is especially so when other departments are required to support. If it’s not their priority, then deadlines are missed.
- The call for urgency is often lacking and people are not engaged.
Organisationsoften just hope that people will step up and make things happen without a clear “how” of making this a certainty.
At LMAC we have developed our approach to