Think of your life as a project. You’re born, get educated, go to work, typically start a family and want to make a difference before you hop the twig. But what difference can you make with your remarkably fleeting biblical allotment of three score and ten years? What motives sit beneath the activities you manifest
‘Productivity isn’t everything,’ wrote economist Paul Krugman, ‘but, in the long run, it is almost everything. A country’s ability to improve its standard of living over time depends almost entirely on its ability to raise its output per worker.’ Productivity is simply a ratio of outputs to inputs. We would all like to learn how
Recently, I wrote about Asset Constraint Management and the capabilities required to achieve remarkable results. None of that will amount to much if you don’t encourage a systems thinking mindset with behaviours to match. Systems thinking is at the heart of what we do, encapsulated in our mantra: ‘know the whole, focus on the constraint’.
In my article Competing by Managing Asset Bottlenecks, I unpacked our value statement: ‘We help ambitious executives in industrial environments systemically improve production’. This article looks at four levers that fulfil this promise to make Asset Constraint Management yield its full potential. First, let’s see why it’s so essential to get the most from your
Peter Drucker quipped, ‘Business has only two functions—marketing and innovation.’ Early in my career, I focused obsessively on innovations in productivity. The really hard part, though, is convincing an organisation that a better way of delivering greater productivity exists. Allow me to try.
Collaboration has progressed from a buzzword to an article of faith in today’s organisations. Books talk about how to do it better and tools claim to make it ever easier to share ideas and plan projects. But what task are you collaborating on? Something so simple, and yet something so often neglected—how to properly define