Get Serious about Business Processes

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Business processes don’t get enough attention. A process focus can add a lot of value to your business. Here is how! Business processes improve customer satisfaction Customers don’t get happy by accident! You spent a lot of time and effort to give the customer just what they wanted…and then you messed up because you don’t deliver consistently. Your CSAT or Net Promoter Score ended up in the ditch and the customer that cost you a […]

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The Seven Secrets of Successful Strategy Development

Leave a Comment / Effective Organisations & People, Operational Excellence, Performance Management, Process Excellence /

The practical aspects of Strategy Implementation In my first blog post, I tackled the topic of Operational Excellence, laying out the four critical elements as I saw them, and promising to delve into greater detail in subsequent posts. This is #2 in the series and in this post, I share my thinking on Strategy. At the outset, I must emphasise that I am taking a practical approach to this topic. You can go and Google any number

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The Four Critical Elements to Achieving Operational Excellence

Leave a Comment / Operational Excellence, Performance Management, Strategy /

This post on How to achieve Operational Excellence is my very first foray into the world of blogging since becoming a business consultant. You will see from the blurb at the bottom that I have spent more than thirty years in business, and have now ventured into the arena of business consulting. This has come about mostly because my most recent assignment has been in a small (now not-so-small) scale-up in the renewables industry. Scale-ups are generally

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Scale-Up Needs a Different Sort of Mentorship than Start-up!

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Leading organisations can be lonely and a coach and mentorship make a real difference. This is especially true when you are an inexperienced CEO in a small start-up or a fledgling scale-up. No surprise! What is not well understood, however, is that the type of coach or mentor that is needed shifts as you move from start-up to scale-up. One size definitely does not fit all, in this case. The typical start-up CEO is in

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