Organisations are curious in their handling of time. Some points of time get little respect: time to be at work, time to start the meeting, time for some coaching. Some points of time become all consuming: the end of the quarter and the target that must be hit. Of course if the former were given more attention, the latter would come together of its own accord. As Albert Einstein said, the only reason for time is so that everything doesn't happen at once.
Any organisation which plans to keep its head above water in trying, turbulent times must be on a quest to be different, in particular from its competitors. That difference might be generated through product innovation, spectacular speed to market or as simple as clear and trusting communication between departments. The silo mentality is a great destroyer of the amazing work any firm might be attempting.
Although Steve Jobs was famously brilliant at the use of the Reality Distortion Field, lesser business principals still use elements of RDF to wicked effect. Next time you are listening to a keynote from your CEO, reading a chairman's statement or simply trying to get your head around the new improved expenses policy revert to Kipling and ask Who, Why, Where, When and How?And get a clear answer. otherwise there's distortion but there is also slow destruction. Bonus: your Instant Business Speak translation guide.
Bizarre. Organisations love to use the term geek in a derogatory manner. Often dismissive. Often excluding. And yet when we have a problem be it IT, medical or simply plumbing we would love to have access to a geek. A person who is so good that they understand the simplicity the far side of complexity. They look at the problem and they know what to do. In music, shoe polishing, theatre, pizza, tailoring there is still evidence of a deep desire to be supremely good at what you do. In business we are still happy to wing it and deride those with expertise. Bizarre.
Cutting costs. Organisations love cutting costs. The only problem is they cut easy costs. Your job. Her job. Your budget. Your travel. They don't cut hard costs. Incompetency. Bureaucracy. Politics. Ego. That'll need a revolution.
Values are something which organisations love to identify, slide-deck and cascade. Considerable money can be spent upon this exercise which is a shame as-almost by definition-most organisations end up with the same list starting with integrity...
The exercise is then generally forgotten until review time upon which there is some attempt to assess behaviours against the defined values. Where does it all go wrong? Perhaps when we forget there is a deep craving amongst most of us to feel involved in something which is likely to fundamentally define how we are meant to run our working life. 'Rolled out' values will probably never work. It's maybe breaking a core value in all of us.
Organisations love hot-desking. It's what cool and virtual and edgey organisations do. 'People should be out selling' snaps the sales director. 'Avoid stress and work from home' adds the nice lady in HR. These are good points. But ask anyone who has hot-desked and is hot-desking what it has done to their stress levels and to their ability to sell effectively.