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Seven wastes of negotiation: Difference between revisions
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===It’s about your people, not the [[management consultant]]s you hire=== | ===It’s about your people, not the [[management consultant]]s you hire=== | ||
Sure, you can sluice the [[waste]] out of your Augean stables — there’s nothing more satisfying than a spring clean — but the Toyota methodology is very clear that, long term, things will revert to how they were unless your organisation commits, through permanent staff, to a continual process of improvement. | Sure, you can sluice the [[waste]] out of your Augean stables — there’s nothing more satisfying than a spring clean — but the Toyota methodology is very clear that, long term, things will revert to how they were unless your organisation commits, through its permanent staff, to a continual process of self-improvement. This is a skill — a disposition, that you won’t get from dropping a hundred grand on a six-sigma black belt for three months to fix everything for you. | ||
The reasons for this are as obvious as they are routinely ignored: projects, priorities and | The reasons for this are as obvious as they are routinely ignored: projects, priorities, processes and people change, and the [[path of least resistance]] is to layer a new process over an old one. That kind of short-termism is exactly the environment that created the baffling complexity, redundancy and waste in the first place: [[barnacles]] quickly accrete unless your staff are themselves permanently committed to process excellence. Train your staff to be constant gardeners, and you won’t need periodic visits from McKinsey to dig you out of holes. | ||
{{sa}} | {{sa}} | ||
*[[A faster horse - technology article]] | *[[A faster horse - technology article]] | ||
*{{wasteprov|Cost}} | *{{wasteprov|Cost}} | ||
{{ref}} | {{ref}} | ||