What Does It Take to Change Everything — One Small Step at a Time?

A Conversation with Tim Fox, Author of Swarm of Change | State of Readiness Podcast

In this episode of State of Readiness, host Joseph Paris sits down with Tim Fox for a wide-ranging conversation that touches on the arc of a remarkable career, the philosophy behind a one-of-a-kind book, and why the most powerful ideas in operational excellence are often the ones hiding in plain sight.

Tim is the founder of Gemba Vision and author of “Swarm of Change”.   There are books that inform, and then there are books that serve to transform.  He set out to write the latter — a deceptively simple yet richly layered guide to continuous improvement that uses one of nature’s most efficient and collaborative organisms as its central metaphor: the honeybee.

From the Milk Round to the Boardroom

Tim’s journey into the world of manufacturing and continuous improvement didn’t begin in a university lecture hall. It began at age twelve, on a milk round. From those early mornings, he went on to complete a mechanical and production engineering apprenticeship, earn a master’s degree, and build his career through some of the most demanding environments in British industry — including British Steel Distribution, the Manufacturing Advisory Service, and eventually his own consultancy, GEMBA Vision.

What sets Tim apart isn’t just the breadth of his experience — it’s the depth of conviction he brought to each chapter of it. Guided by influential mentors, including figures who shaped his thinking on Total Productive Maintenance and lean manufacturing, Tim developed an abiding belief that practical, hands-on learning is the only kind that truly sticks. When the 2008 financial crisis tested that conviction, he didn’t abandon it — he refined it.

A Book Born from a Facebook Scroll

The origin story of Swarm of Change is, appropriately, both humble and instructive. The idea came to Tim not in a moment of grand strategic planning, but while scrolling through Facebook — a reminder that inspiration rarely announces itself. What followed was a process of dictation, refinement, and honest feedback (including from his daughter) that produced something genuinely unusual in the business and operational excellence space.

The book uses bees — their behavior, their social structures, and their remarkable problem-solving instincts — as a sustained metaphor for organizational change and continuous improvement. Joseph notes that the book’s decision to bring in an external perspective partway through adds what he calls “contextual fidelity” — the kind of clarity that, like an outsider observing a culture, can illuminate what those living inside it have long stopped seeing.

In a telling detail, Tim chose not to put his name on the cover. The book, he explains, is not about him. It is about the reader, and the changes they are capable of making.

More Than a Book — A Toolkit

Swarm of Change doesn’t ask to be read passively. Tim has built interactive elements directly into the experience — including read-it cards to help readers track their progress and apply concepts in real time, and buzz blocks designed to challenge leaders and test whether the ideas have truly landed. These aren’t gimmicks. They reflect Tim’s core philosophy: that simplicity and practical application are not the easy path, but the right one.

A companion website, swarmofchange.com, extends the conversation further, offering a space for readers to share the small changes they’ve made and the results they’ve achieved.

On Simplicity, and Why It’s So Hard

Running through this conversation — and through Tim’s career — is a quiet frustration with the tendency to overcomplicate what should be straightforward. Whether discussing the fundamentals of problem-solving, the pitfalls of process bloat, or the challenge of sustaining improvement long after the consultant has left the building, Tim returns again and again to a simple question: does this actually work for the people doing the work?

It is the right question. And Swarm of Change is his most considered answer to it.

Listen to the full conversation with Tim Fox on the State of Readiness podcast. You can learn more about Tim’s work and pick up a copy of Swarm of Change at swarmofchange.com, and explore GEMBA Vision at gembavision.com.

It was an awesome training course and one I would highly recommend to anybody (or any organization) that wants to build or improve their leadership skills.  My main personal objective was to benchmark my leadership style and skills, home-grown over 40 years of running my consultancy XONITEK, against what is arguably the best.  I was pleasantly surprised to discover that my leadership style and skills were very closely aligned to that which was being taught; but learning new skills and sharpening existing ones is always welcome.

Some of the real benefits were to contextualize the way I lead and tie it back to the best practices and stories of others that demonstrated their use.  It gave me a better understanding of why I do what I do, how it came to be, and why it is so effective.  And of course, I did learn several other techniques that will prove invaluable as I incorporate them into mine.

But one of the more impactful experiences was a historical tour of West Point given by Pilar McDermott, and in particular the notion of “Key-Terrain”.  You see, West Point is strategically located on the Hudson River at a point where the river bends sharply twice (z-shaped), is quite narrow, and where the currents are stronger and less predictable.  Pilar noted that this was “Key Terrain” for West Point and the Revolutionary Army; with Key Terrain being any locality or area whose seizure, retention, or control affords a “marked advantage” to either combatant.  Read that again; because every word matters.

Holding this point prohibited the British from sailing past, taking Albany, and linking up with British forces coming from the north.  Had the British been able to link-up, it would have effectively cut the colonies in half and increase the likelihood of a British victory in the war.

Why it resonated with me: It made me re-realize what my Key Terrain is, and that is the discipline of Operational Excellence.  It is a discipline that took me most of my 40 years in business to own; and that by constant learning, continuing hard work, pushing beyond what is known, and amassing experiences (my own and those of my colleagues and peers).  And I have written hundreds of articles on the subject, have one book (“State of Readiness”) and I have another book in the works.

I started building my ecosystem over 20 years ago in earnest and, today, it is the single largest in existence on the discipline of Operational Excellence consisting of; almost 20,000 LinkedIn connections, almost 180,000 members of my Operational Excellence LinkedIn Group, 18,000 subscribers to my “Operational Excellence by Design” eNewsletter, and several other platforms.

And the reason I took note is because it is easy to become complacent.  There is a lot of truth to the notion that it is easier to get to the top than it is to stay there.  I must always remember to keep doing what I have done in the past to get where I am.

What Key Terrain Actually Means in Military Strategy

How does all of this relate to you?  Personally?  Professionally?  For your business?

There is a saying which I often use when advising executives on competitive strategy: “Not all ground is worth fighting for, but some ground is worth dying for.” The military understands this principle intimately.  What surprises me is how few business leaders understand that the same principle applies to their competitive landscape.

Let me start by just laying it out there: Most organizations are fighting on the wrong ground.  They are expending resources, talent, and time defending positions that do not matter while neglecting territory that could make or break their future.  They do this because they have never learned to identify what is truly key to their survival and success.

The military figured this out centuries ago.  Most businesses (and individuals) are still learning.

Seizure means taking it when you do not have it.  Retention means holding it when you do.  Control means denying it to your enemy even if you cannot fully occupy it.  And marked advantage means the difference between winning and losing, not just incremental improvement.

The classic example is high ground.  If you control the hill, you can see the enemy’s movements, your artillery has greater range, and your defensive position is inherently stronger.  Your opponent must attack uphill, which costs them blood, time, and momentum.  That is key terrain.

But here is the thing: not all high ground is key terrain.  A hill in the middle of nowhere that does not overlook anything important and is not on the route to anywhere critical is just a hill.  It might be tactically useful, but it is not strategically vital.  The difference is context.

During the Battle of Gettysburg, Little Round Top was key terrain.  It anchored the Union left flank and overlooked the entire battlefield.  If the Confederates had taken it, they could have enfiladed the Union line and likely won the battle.  Colonel Joshua Chamberlain understood this, which is why the 20th Maine fought to the last round and then fixed bayonets rather than give up that ground.

The cemetery ridge, by contrast, was important but not as critical as Little Round Top.  The difference was geometric: one location multiplied advantages, the other was simply defensible.

J.Paris: I was working with a manufacturing company in 2018 that was fighting a price war with three competitors.  They were burning through $2.3 million annually in discounts to match competitor pricing across their entire product line.  When we mapped their competitive terrain, we discovered that 11 products (less than 4 percent of their SKUs) generated 63 percent of their profit margin and had the longest customer retention rates.  Those 11 products were their key terrain.  We stopped discounting on those completely and actually raised prices by 8 percent.  We lost some customers on those products, but the ones who stayed were the ones we wanted.  Two competitors went bankrupt trying to match our discount on commodity products.  We never should have been fighting there in the first place.

What Key Terrain Means in Business

In business, key terrain is any market position, capability, relationship, or asset whose control provides a marked competitive advantage that is difficult for competitors to neutralize or replicate.

Notice I did not say “difficult to copy.” I said it is difficult to neutralize or replicate.  There is a difference.  Your competitor might be able to copy your product, but if you control the distribution channel, the relationship with the specifier, or the regulatory approval process, the copy does not matter.  You are on the high ground.

Key terrain in business can take several forms:

• Customer Relationships That Control Access: If you are the approved vendor for a Fortune 500 company and that approval took 3 years of compliance audits, safety certifications, and relationship building, that’s key terrain.  Your competitor can’t just show up with a better price.
• Proprietary Processes or IP That Create Cost Advantages: If you have figured out how to manufacture something at 40 percent lower cost than industry standard, and it took you 7 years and $15 million in R&D to get there, that’s key terrain.  Patents expire, but know-how compounds.
• Platforms That Generate Network Effects: If your value increases with each new user, and you have reached critical mass, that’s key terrain.  Your competitor might build a better mousetrap, but if nobody else is using their mousetrap, it doesn’t matter.
• Talent Concentrations That Are Irreplaceable: If you have assembled a team with specialized knowledge that takes 10 years to develop, and they work well together, that’s key terrain.  Your competitor can hire away one person, but they can’t hire away the collective wisdom.
• Regulatory Approvals That Take Years to Obtain: If you are one of three companies with FDA approval to manufacture a specific medical device, that’s key terrain.  Your competitor might have the technical capability, but they’re 5 years and $50 million away from being able to compete.

The key (pun intended) is that controlling this terrain provides marked advantage.  Not marginal advantage.  Marked.  Measurable.  Meaningful.

Why Key Terrain Matters: The Strategy Execution Gap

Here is what I have learned in 40 years of working with organizations across industries: most companies do not fail because they have bad strategies.  They fail because they do not execute their strategy, and they do not execute their strategy because they are fighting on grounds that does not matter.

Think about it.  You have limited resources.  Limited talent.  Limited time.  Limited budget.  If you are defending or attacking positions that do not provide marked advantage, you are losing by default because your competitor who does understand key terrain is concentrating force where it counts.

This is the strategy execution gap in its purest form.  Your strategy might say “focus on high-value customers,” but your sales team is still chasing every RFP that comes through the door.  Your strategy might say “differentiate on service,” but you are competing on price in markets where customers do not value service.  You are fighting everywhere, which means you are strong nowhere.

The military figured this out through blood.  Business figures it out through bankruptcy.

J.Paris: I was brought in to consult with a technology company that was “pursuing growth opportunities” in 14 different market segments.  Their revenue was $180 million, which sounds impressive until you realize they had negative margins in 9 of those segments, break-even in 3, and real profit in only 2.  They were spread so thin that they could not dominate anything. 

We did a brutal key terrain analysis; and I mean brutal.  The CEO had to admit that 12 years of “diversification” had been wasted motion.  The company exited 10 segments over 18 months, stopped bidding on government contracts entirely, and doubled down on the 2 segments where we had genuine advantage.  Revenue dropped to $110 million in year one.  Profit tripled.  By year three, revenue was back to $190 million, but now with sustainable margins and defensive positions in markets we actually controlled.

How to Identify Your Key Terrain

Identifying key terrain is not about gut feeling or strategic wishful thinking.  It is about rigorous analysis across several dimensions.  Here is the framework I use:

Question 1: Does Controlling This Position Provide Marked Advantage?

Not “some advantage.” Not “competitive advantage” in the abstract sense.  Marked advantage that you can quantify.

Ask yourself:

• If we control this and our competitor doesn’t, what specifically improves by what measurable amount?
• If we lose control of this, what specifically degrades by what measurable amount?
• Is the advantage persistent or temporary?

If you cannot answer these questions with numbers, you are guessing.

J.Paris: I use a simple test.  If losing control of this position would reduce the operating margin by less than 5 percentage points within 12 months, it is not key terrain.  It might be important terrain, but it is not key.  Key terrain, by definition, is ground where losing it significantly changes the outcome.

Question 2: Is It Defensible or Controllable Over Time?

Key terrain that you cannot hold is not key terrain; it is a death trap.  The military learned this the hard way.  Taking a position you cannot reinforce or resupply just gets your people killed.

In business, this means asking:

• Can we defend this position with our current resources and capabilities?
• What would it take for a competitor to dislodge us, and is that realistic?
• Are there natural barriers to entry or imitation?
• Does controlling this position make us stronger or weaker over time?

Network effects make you stronger over time.  Price-based positions make you weaker.  Patents expire.  Relationships compound.  Know the difference.

Question 3: Is It On The Critical Path to Strategic Objectives?

This is where most organizations screw up.  They identify defensible positions that provide advantages, but those positions do not actually connect to where the organization needs to go.

It is like controlling a bridge that leads nowhere.  Tactically sound.  Strategically irrelevant.

You need to map your strategic objectives and then work backward.  If your objective is to be the dominant player in autonomous vehicle sensor systems by 2030, then key terrain might be relationships with the 6 major automotive OEMs, patents in LIDAR processing, or talent in machine learning for real-time object recognition.

If your objective is to triple revenue in healthcare IT, but you are fighting to defend market share in legacy systems that hospitals are phasing out, you are on the wrong ground.

Question 4: Can You Actually Win There?

This is the hardest question because it requires brutal honesty about your own capabilities.

Some terrain is key, but you are not equipped to fight for it.  Your competitor is already entrenched, they have deeper resources, better talent, or structural advantages you cannot overcome.  Recognizing this is not defeatism, it is good strategy.

The alternative is bleeding out in a fight you cannot win while neglecting terrain where you could dominate.

J.Paris: I worked with a mid-sized industrial distributor who wanted to compete with Grainger for large national accounts.  That was key terrain in the industrial distribution market, no question.  But Grainger had 400 branches, $14 billion in revenue, and 30 years of relationship history with those accounts.  My client had 12 locations and $220 million in revenue.  They could not win there, period.  But they were spending 40 percent of their sales resources trying.  We redirected them to regional specialty markets where responsiveness and technical expertise mattered more than footprint.  They could dominate there.  Within 24 months, they had 75 percent market share in three specialized niches and margins that Grainger could not touch.

How to Protect and Fortify Your Key Terrain

Once you have identified key terrain, you must defend it.  This requires a different mindset than offense.

Fortification Requires Ongoing Investment

In the military, you do not just take the hill and walk away.  You dig in.  You establish fields of fire.  You build obstacles.  You position reserves.  You plan counterattacks.

In business, this means continuous investment in whatever provides your advantage:

• If it is customer relationships, you invest in account management, customer success programs, and relationship depth.  You do not hand those accounts to junior salespeople.
• If it is proprietary processes, you invest in process improvement, documentation, and cross-training so the knowledge does not live in one person’s head.
• If it is talent, you invest in retention, development, and succession planning.  You pay what it takes.  You create environments where people do not want to leave.
• If it is regulatory approval, you invest in compliance infrastructure and regulatory relationships that make renewals automatic.

The mistake most organizations make is treating key terrain as “handled” once they have secured it.  Then they starve it of resources and wonder why they lose it.

J.Paris: I watched a software company lose key terrain because they got complacent.  They had the dominant position in workflow automation for a specific industry vertical; 78 percent market share built over 15 years.  Then they stopped innovating on that product because “it was mature.”  They redirected their best developers to new products in different markets.  Within 3 years, a venture-backed startup had eaten away 35 percent of their market share by offering modern interfaces and cloud deployment.  By the time they tried to respond, they had lost the talent who understood the domain and the customer relationships that took 15 years to build.  The key terrain was still key, but they had abandoned the fortifications.

Creating Barriers to Entry and Switching Costs

The best defense is making it expensive, time-consuming, or risky for your customer to leave or for a competitor to attack.

This is not about being anticompetitive or unethical.  It is about creating legitimate value that makes switching irrational:

• Deep integration into customer workflows so your solution becomes infrastructure.
• Long-term contracts with performance guarantees that actually deliver value.
• Training and certification programs that create expertise in your products.
• Data accumulation that makes your service better over time.
• Ecosystem development that creates dependencies.

The military calls this “defense in depth.” You do not just defend the position; you make the approaches to the position so costly that rational opponents do not try.

Maintain Intelligence and Early Warning Systems

You need to know when your key terrain is under attack, and you need to know before it is obvious to everyone.

This means:

• Monitoring competitor moves in your key markets.
• Tracking customer satisfaction and relationship health metrics obsessively.
• Watching for regulatory changes that could undermine your advantages.
• Maintaining relationships with industry analysts and thought leaders who see trends before they hit mainstream.
• Creating internal feedback loops so your front-line people can report threats.

J.Paris: Set up a quarterly Key Terrain Review.  It is 2 hours with your executive team where you systematically evaluate the health of your key terrain positions.  I use a simple red-yellow-green scoring system across five dimensions: competitive strength, customer satisfaction, talent stability, capability advancement, and economic value.  If anything goes yellow, you investigate.  If anything goes red, you mobilize resources immediately.  This is not strategic planning theater.  This is operational discipline.

What It Takes: Resources, Talent, Time, and Budget

Protecting and exploiting key terrain is not free.  Let me be specific about what it takes:

Budget: 60-70 Percent of Discretionary Investment

If you have correctly identified your key terrain, 60 to 70 percent of your discretionary investment should go toward fortifying, expanding, or exploiting it.  Not evenly distributed across all your initiatives.  Concentrated.

This feels wrong to most executives because it means saying no to a lot of seemingly good opportunities.  But dispersion is the enemy of dominance.  The military concentrates force at the decisive point.  You should too.

J.Paris: I have seen this play out dozens of times.  Companies that concentrate resources on key terrain grow faster and more profitably than companies that “keep their options open.” In one case, a B2B services company shifted 65 percent of their innovation budget to their highest-margin service line; the one where they had unassailable expertise and customer lock-in.  They stopped funding five other “growth initiatives” that were really just hopeful experiments.  Over 3 years, revenue from that service line grew 240 percent, margins expanded from 24 percent to 38 percent, and customer retention hit 97 percent.  The other initiatives?  They would have generated marginal returns at best and probably would have diluted focus enough to put the core business at risk.

Talent: Your Best People on Your Most Important Ground

This sounds obvious, but most organizations do the opposite.  They put their best people on new initiatives—the shiny objects—and leave key terrain defended by adequate performers.

That is backward.

Your key terrain is where you need your absolute best talent because that is where the competition is fiercest and the consequences of failure are highest.  New initiatives, by definition, are experiments.  They should be run by solid people with entrepreneurial mindset, but they do not deserve your top 10 percent unless they are on the critical path to new key terrain.

J.Paris: When I evaluating operations, I have a rule: the best plant manager runs the highest-volume plant, period.  Not the newest plant, not the most troubled plant, not the pet project.  The highest volume plant, where 40 percent of revenue flowed through.  Some people think this is wasting talent on “routine” operations.  Those people do not understand warfare.  You put your best Generals where losing costs you the war.

Time: Patience to Build and Defend Properly

Key terrain battles are measured in years, not quarters.  If you are optimizing for quarterly earnings, you will lose key terrain to someone with a longer time horizon.

Building defensible positions takes time:

• Customer relationships that create switching costs: 3 to 5 years
• Proprietary processes that generate cost advantages: 5 to 10 years
• Network effects that create winner-take-all dynamics: 7 to 12 years
• Talent concentrations that are irreplaceable: 8 to 15 years

Your competitor cannot compress these timelines with money alone.  You cannot either.  The advantage goes to whoever starts first and sustains longest.

Commitment: The Willingness to Say No

This is the hardest resource requirement.  Protecting key terrain means saying no to:

• Opportunities outside your key terrain that look attractive.
• Customers who want you to compete on ground that does not favor you.
• Competitors who are trying to pull you into fights that do not matter.
• Investors or board members who want you to “diversify.”
• Internal advocates for pet projects that do not defend or expand key terrain.

Every yes to something off your key terrain is a no to fortifying what matters.

Bring It All Together: Key Terrain Defines Winners

Let me bring this back to where we started.  Not all ground is worth fighting for, but some ground is worth dying for.

The organizations that win over the long term are the ones that correctly identify their key terrain and defend it ruthlessly while refusing to be pulled into battles that do not matter.  This requires discipline that most organizations do not have.

It requires the ability to look at your business and admit that most of what you are doing does not provide marked advantage.  It requires the courage to exit markets, fire customers, kill products, and reallocate resources in ways that make people uncomfortable.  It requires patience to build positions that take years to fortify while competitors are showing quarterly gains in markets you have chosen to abandon.

But here is what I have learned: the companies that get this right do not just survive, they dominate.  They grow faster and more profitably than their competitors because they are not wasting resources fighting everywhere.  They attract and retain better talent because people want to be part of winning efforts, not spread-thin mediocrity.  They command premium pricing because they control positions of genuine advantage.

The companies that do not get this right bleed slowly.  They are always fighting, always busy, always exhausted, but never actually winning.  They mistake activity for progress and market share for strategic position.

J.Paris: Over 40 years, I have seen exactly three kinds of companies survive major market disruptions.  First, companies that owned key terrain and defended it successfully.  Second, companies that recognized their terrain was no longer key and successfully migrated to new terrain before it was too late.  Third, companies that got lucky.  The thumbnail ratio is roughly 40:30:30, and the luck-based survivors rarely make it through the next disruption.  Your odds are better if you understand key terrain.

The Bottom Line

Key terrain in business, like key terrain in military strategy, is about making choices.  You cannot be strong everywhere, so you must choose where you are going to be dominant.  You cannot defend everything, so you must choose what you are going to fortify.  You cannot attack on every front, so you must choose where you are going to mass your forces.

The military has 2,000 years of evidence proving this works.  Business has maybe 50 years of evidence, but it is pointing the same direction.

Identify your key terrain.  Invest in it disproportionately.  Defend it ruthlessly.  Refuse to be pulled onto ground that does not matter.

Do this consistently, and you will not just survive, you will seize the high ground while your competitors bleed out fighting over irrelevant territory.

That is how you build a high-performance organization.  That is how you execute strategy instead of just planning it.  That is how you win.

“In war, the way is to avoid what is strong and strike at what is weak.”
—Sun Tzu, The Art of War

About the Author

Paris is an international expert in the field of Operational Excellence, organizational design, strategy design and deployment, and helping companies become high-performance organizations.  His vehicles for change include being the Founder of; the XONITEK Group of Companies; the Operational Excellence Society; and the Readiness Institute.

He is a sought-after speaker and lecturer and his book, “State of Readiness” has been endorsed by senior leaders at some of the most respected companies in the world.

Click here to learn more about Joseph Paris or connect with him on Linkedin.

In this episode of State of Readiness, host Joseph Paris speaks with Alan Michaels, founder of the Industry Knowledge Graph, a strategic planning tool built on Michael Porter’s competitive strategy framework. The discussion traces Alan’s multi-decade journey to develop a globally comprehensive, highly granular industry taxonomy and its transformation into a usable, dynamic digital platform.

Alan recalls the pivotal moment in 1986 when, while working in IT at Manufacturers Hanover Bank, he was introduced to Porter’s Competitive Advantage. The structured, recipe-like nature of Porter’s methodology resonated deeply with him, prompting a career pivot toward corporate strategy. Over time, Alan held various strategic roles, including at IBM and in insurance, but ultimately dedicated himself full-time to his ambitious goal: to map the entire global economy by industry, using Porter’s definitions of competitive structure and market forces.

The result, launched in April 2024, is the Industry Knowledge Graph, a platform that classifies the global economy into over 24,000 distinct industries, based on competitive commonalities such as products, buyers, substitutes, and vendors. This granularity far exceeds traditional classifications like NAICS codes. For instance, while NAICS might group all jet aircraft in one industry, Alan’s system separates fighter jets, commercial jets, and blimps into unique segments. Even within food, categories like potato chips, pretzels, and popcorn are treated as different industries based on buyer behavior and competitive factors.

The platform supports top-down and bottom-up analysis. A user can examine which industries a company like PepsiCo operates in (156 in total), or conversely, explore a given industry like potato chips and see the top competitors, value chains, channels, and influencing trends. Users can also compare companies by overlapping and unique industry participation—offering a precise view ideal for M&A analysis, competitive benchmarking, strategic expansion, or private equity targeting.

Alan emphasizes that his system empowers corporate planners, marketers, and strategists to cut research time dramatically. What previously took months—such as comparing competitors by line of business—can now be done in seconds. A standardized set of industry data fields, inspired by Porter’s methodology, makes this possible. Each industry entry includes value chains, buyer segments, substitute threats, supplier dependencies, market trends, and more.

To bring this vision to life digitally, Alan partnered with Semantic Arts, a leader in semantic technology and the data-centric revolution. Together, they formed Industry Knowledge Graph LLC, combining Alan’s industry content with a modern knowledge graph platform. The system launched with an initial demo and subscription access, and plans are underway to expand its data, integrate public classification codes (e.g., NAICS, UN), and invite partnerships to enrich its content.

Alan concludes by emphasizing that the Industry Knowledge Graph offers a strategic lens to view the economy—one grounded in Porter’s logic, built with real-world granularity, and powerful enough to revolutionize strategic planning across industries.

For those invested in Lean principles, PDCA starts with “Plan”, but all too often and to their risking doom, organizations start with “Act”.

From the boardroom to the front lines, organizations often mistake urgent action for progress; only to discover wasted resources, frustrated employees, and disappointed stakeholders in the aftermath.  The real challenge for leaders is not deciding whether to move quickly, but how to ensure that every move is coordinated, purposeful, and aligned with strategy.  

Without disciplined planning and clear communication, even the most well-intentioned initiatives falter.  This article examines the risks of acting without preparation, the frameworks that enable effective execution, the resources leaders must safeguard, and the powerful outcomes that result when organizations prioritize alignment over haste.

The Problem Statement

In nearly every organization, from small family-run businesses to global corporations, the urge to “just get it done” is tempting.  The market demands speed, customers expect instant responses, and leaders want visible results quickly.  But when individuals or teams act without planning, the negative consequences of this approach will almost certainly outweigh the benefits of quick action. The fallout can be seen in wasted resources, missed deadlines, duplicated efforts, and sometimes even in reputational damage that takes years to repair.

The root cause of the problem lies in two areas: lack of planning and poor communication.  Without planning, actions become reactive rather than strategic, which means teams are constantly putting out fires instead of building sustainable solutions.  Without communication, even the best plans fail because people are working with incomplete information, misaligned goals, or conflicting priorities.

Consider a scenario where a product development team rushes to meet a launch date without fully aligning with the marketing or supply chain teams.  Engineering may build features that marketing does not understand how to promote, or procurement may not have the right components on hand to support manufacturing.  The result is confusion, wasted money, and a launch that underdelivers.

The problem is not speed; it’s direction.  Acting quickly is an asset only when everyone is moving in the same direction with a clear understanding of why, how, and with what resources.  Without that clarity, fast action becomes reckless action.

The Approach and Methodologies

To address these challenges, organizations need to adopt an intentional approach built on structured planning and effective communication.  Planning is not about slowing down; it is about ensuring actions are meaningful, coordinated, and aligned with organizational goals.  Communication ensures that those plans are understood, shared, and executed consistently across the organization.

Several methodologies and approaches can help:

1. Strategic Alignment Workshops: Before starting a project or initiative, leaders can bring stakeholders together to align on the “why” and “what” of the effort.  This is not about lengthy meetings but focused sessions to clarify goals, identify risks, and agree on success criteria.  By investing in alignment up front, the likelihood of rework later drops significantly.
2. Project Management Frameworks: Whether it is Agile, Lean, Six Sigma, or traditional project management methodologies, a framework provides structure.  Teams know who is responsible for what, how progress is measured, and what checkpoints are in place to ensure accountability.  A framework does not remove flexibility, rather it creates a foundation that supports adaptability when circumstances change.
3. Communication Protocols: Clear communication is more than sending emails or scheduling meetings.  It is about defining how information flows within the team and across departments. Regular stand-ups, decision logs, and dashboards are examples of tools that provide transparency.  When everyone knows where to go for information, fewer mistakes are made, and trust is strengthened.
4. Scenario Planning: Planning does not mean predicting the future; it means preparing for possible outcomes.  By exploring “what if” scenarios, organizations can anticipate risks and create contingency plans.  This practice gives teams confidence in their decisions and reduces panic when the unexpected occurs.
5. Continuous Feedback Loops: Plans and communication strategies should never be static.  By creating mechanisms for continuous feedback (such as after-action reviews or real-time performance dashboards) organizations can refine their approach as they go.  The result is a culture of learning rather than one of blame.

When organizations adopt these methodologies (and others), they create a culture where planning and communication are not burdens but accelerators of success.

Resources; Time, Talent, Budget, and Materials

Planning and communication require investment, and it is important to recognize the resources involved.  Many organizations fall into the trap of believing that planning slows them down or consumes resources that could be used elsewhere.  In reality, failing to plan and communicate often costs far more in the long run.

Time: Time is the most visible resource.  Effective planning does require an upfront investment of hours in meetings, workshops, and documentation.  However, those hours save multiples of time later by preventing rework, delays, and crisis management.  The time invested in planning is not lost; rather it is redistributed from fixing mistakes to preventing them.

Talent: People are at the center of every plan and every communication.  Talent must be leveraged effectively, with the right individuals involved at the right stages.  This means assembling cross-functional teams early so that diverse perspectives are included.  It also means ensuring that employees have the training and tools they need to both plan effectively and communicate clearly.

Budget: Budget is often where the lack of planning shows most starkly.  Acting without a plan can lead to duplicate purchases, underutilized investments, or cost overruns caused by last-minute changes.  Proper planning allocates budgets realistically, sets aside contingencies, and ensures that money is being spent on initiatives that support the broader organizational strategy.

Materials and Infrastructure: Physical and digital resources, such as manufacturing equipment, software platforms, and other apparatus in support of the efforts, must also be considered.  Poor planning will inevitably result in shortages, surpluses, or misaligned procurement.  For example, ordering materials without confirming specifications may lead to waste when those materials do not meet requirements.  By incorporating material needs into planning and maintaining clear communication with suppliers and internal teams, these risks can be minimized.

In all these areas, the common thread is intentionality.  By deliberately investing resources into planning and communication, organizations avoid the far greater costs of disorganization and misalignment.

The Expected Outcome

When organizations shift from acting without planning to embracing structured preparation and clear communication, the outcomes and impact are significant as these outcomes directly address the initial problem statement; preventing wasted resources, aligning actions with strategy, and building confidence in execution.

1. Improved Efficiency: Teams no longer spend their time correcting mistakes or duplicating efforts. Instead, they focus their energy on delivering value.  Efficiency improves because resources are deployed where they are most impactful, and confusion is replaced with clarity.
2. Greater Effectiveness: Effectiveness is not about doing things quickly, rather it is about doing the right things.  With a clear plan and strong communication, organizations ensure that their actions directly support strategic goals.  This means fewer missed opportunities and more initiatives that deliver measurable results.
3. Reduced Risk: By anticipating challenges and preparing contingencies, organizations reduce the risk of costly surprises.  When something unexpected does occur, teams respond calmly and confidently rather than scrambling to react.
4. Enhanced Morale and Engagement: Employees thrive when they know what is expected of them, why their work matters, and how it connects to the larger vision. Clear communication reduces frustration, while structured planning gives employees confidence in leadership.  The result is higher morale, lower turnover, and stronger engagement.
5. Stronger Reputation: Customers, investors, and partners notice when an organization delivers consistently.  Meeting deadlines, staying on budget, and communicating clearly builds trust externally just as much as it does internally.  A reputation for reliability becomes a competitive advantage.

Ultimately, the shift toward intentional planning and communication transforms organizations from reactive to proactive.  They no longer spend their energy cleaning up after rushed decisions.  Instead, they harness their time, talent, budgets, and materials in ways that build sustainable growth and long-term success.

Some Final Thoughts

The challenges of acting without planning and communicating are universal.  They plague organizations of every size and industry, and they manifest in wasted resources, frustrated employees, and disappointed stakeholders. But they are not insurmountable.  By embracing deliberate planning and fostering a culture of effective communication, organizations position themselves not only to avoid problems but to seize opportunities.

Planning is not about bureaucracy, and communication is not about endless meetings. They are, together, the cornerstones of effective execution.  When done well, they transform chaos into clarity, frustration into focus, and wasted effort into meaningful progress.

In the end, organizations that take the time to plan and communicate are not slower; rather, they are faster, stronger, and far more resilient in a world that demands nothing less.

About the Author

Paris is an international expert in the field of Operational Excellence, organizational design, strategy design and deployment, and helping companies become high-performance organizations.  His vehicles for change include being the Founder of; the XONITEK Group of Companies; the Operational Excellence Society; and the Readiness Institute.

He is a sought-after speaker and lecturer and his book, “State of Readiness” has been endorsed by senior leaders at some of the most respected companies in the world.

Click here to learn more about Joseph Paris or connect with him on Linkedin.

Now contrast that with a professional soccer match.  Here, every movement is fluid yet calculated. Players are constantly communicating, reading the game, and making split-second decisions within a highly coordinated system.  Each position has a purpose, every pass has intention, and the flow of the game resembles a choreographed performance with the players understanding where the ball is supposed to be before it arrives.  Success is not an accident but the outcome of design, training, discipline, and deliberate teamwork.

Interestingly, this evolution from youth chaos to professional precision mirrors the growth path of many businesses.  What begins as raw enthusiasm and generalized effort must, over time, become refined into strategy, specialization, and operational excellence. 

Youth Soccer: The Startup Phase

Youth soccer teams are fueled by energy, passion, and a desire to participate.  Kids want to touch the ball, score a goal, and be part of the action.  There is no concept of staying in position or passing with purpose.  If the ball is on the field (or even if not), everyone wants to be near it.  This “swarm soccer” is the default mode of play for young children; and the default mode for many early-stage businesses (or later stage businesses which do not mature and learn to operated as a team).

Startups often begin with similar dynamics.  The team is small, roles are loosely defined, and everyone wears multiple hats.  Enthusiasm is high (but motivation and morale will probably suffer over tiem), and the lines between departments, responsibilities, and priorities are blurry at best.  Much like in youth soccer, the team chases every opportunity, often in an uncoordinated and inefficient way.

Decisions are reactive rather than strategic.  Processes, if they exist, are ad hoc and not memorialized leading to a dependence on tribal knowledge.  New initiatives are often not sustained; reverting back to the previous state quite easily, even predictably.  Communication is constant but unfocused, with those in leadership giving orders (telling) instead of supporting (serving).  Victories are often the result of hustle rather than a well-executed plan.  In this stage, businesses survive on passion and flexibility, but struggle with consistency, quality, and scalability.

Professional Soccer: The Mature Organization

As soccer players mature, they begin to understand, embrace, and value the concept of roles.  The forwards, midfielders, defenders, and goalkeepers each have distinct responsibilities.  Players learn the importance of spacing, positioning, planning, and anticipation.  Success becomes a team effort rooted in discipline and trust.

Similarly, mature businesses evolve beyond the “everyone-does-everything” model.  Roles become specialized and the players more proficient.  Departments and teams are created with clearly defined objectives.   Sure, there are backups to players and roles to mitigate risk.  However, the leaders (and players) begin to think in terms of systems and structures instead of processes that are isolated and untethered.  There is a shared understanding of goals, and performance is measured and optimized.

In professional soccer, a midfielder does not chase every ball; they trust their teammates to be where they need to be.  In a high-performance business team, a marketer does not try to do the job of an engineer, and a project manager doesn’t step on the toes of a product designer.  Instead, individuals focus on their areas of expertise while remaining connected to the broader mission.

This shift from generalization to specialization is essential for sustained success.  It allows the organization to scale, improves decision-making, and enables more predictable, high-quality outcomes.

Structure Without Losing Soul

One of the risks in moving from the youthful stage to professional maturity is losing the passion and creativity that fueled the early days.  In soccer, this might mean overly rigid tactics that stifle individual brilliance.  In business, it could mean bureaucracy, red tape, or a culture that punishes risk-taking.

High-performance teams do not simply replace chaos with control; they find a way to channel enthusiasm into coordinated action.  They preserve the spirit of innovation and curiosity while building systems that enable focus and consistency.

In a professional soccer team, “star”  players are given freedom but must operate within structure.  A creative midfielder may have license to roam, but only because others are covering space and maintaining balance.  Likewise, in a business, a high-performing team member may be empowered to experiment, but within a framework that ensures alignment with broader goals.

The Role of Leadership: Coaching Over Commanding

In youth soccer, the coach often plays the role of crowd control officer, shouting reminders to “spread out!” or “pass the ball!”  Their guidance is constant because the players have not yet internalized the game’s structure.

In professional teams, the coach steps back.  The preparation happens in training, and during the game, the coach may make adjustments, but the players operate with autonomy and confidence.  Leadership becomes less about command and more about cultivating capability and looking for opportunities and threats.

In business, this transition is equally critical.  Early on, founders and managers may need to be hands-on, correcting course in real time.  But as the organization grows, leadership must evolve into coaching.  Leaders need to practice asking questions over telling.  The focus shifts to building systems, developing talent, and creating a culture where the team can self-manage and self-correct. 

Micromanagement has no place on a professional pitch; or in a high-performing business.

Communication and Trust: The Invisible Glue

One of the most impressive things about professional soccer is how much communication happens without words.  A look, a gesture, a run into space; these are all forms of communication.  Players operate with an almost intuitive understanding of one another.

This level of coordination is only possible through trust, built over time through shared experiences and consistent collaboration.  In youth soccer, trust is minimal because players are still learning the basics, and miscommunication is rampant.

In business, the same principle applies.  High-performance teams communicate effectively, often anticipating each other’s needs, and build an understanding of one another; each of their strengths and weaknesses, even availability.  They hold each other accountable, offer constructive feedback, and adapt without drama.  Trust enables speed, agility, and resilience.

Performance and Outcomes

Whether soccer or business, the ultimate measure of any team is performance. Youth teams may win occasionally through effort, but more likely it is because of luck, and their results are inconsistent.  Professional teams, by contrast, are engineered for sustainable success.  They win because they execute at a high level, under pressure, and over time.

Businesses that fail to mature from the youth soccer stage often burn out.  They exhaust their energy chasing everything, without creating the systems needed to scale.  Those that evolve into professional-caliber organizations build momentum, attract top talent, and deliver consistent value to customers and stakeholders.

Learning from the Field

Youth soccer is chaotic, joyful, and full of possibility.  It represents the earliest stage of team formation, where raw effort is the main currency.  Professional soccer is structured, strategic, and outcome-driven.  It represents the pinnacle of team performance, where mastery and collaboration yield results.

For businesses, the journey from chaos to cohesion is transformative, necessary, and often very painful.  While early energy is vital, long-term success depends on developing people, processes, and systems.  Equally important and co-dependent with the previous are the definition of roles, communication protocols, consistency, understanding, trust, and leadership.  The goal is not to eliminate passion, but to elevate it; to turn hustle into harmony, and effort into excellence.

Because in the end, whether on the field or in the boardroom, the real magic happens when everyone plays their position, trusts the team, and works toward a shared goal.

Just try to accomplish the goals with less theatrics and diving.

About the Author

Paris is an international expert in the field of Operational Excellence, organizational design, strategy design and deployment, and helping companies become high-performance organizations.  His vehicles for change include being the Founder of; the XONITEK Group of Companies; the Operational Excellence Society; and the Readiness Institute.

He is a sought-after speaker and lecturer and his book, “State of Readiness” has been endorsed by senior leaders at some of the most respected companies in the world.

Click here to learn more about Joseph Paris or connect with him on LinkedIn.

In the realm of strategic business discussions, Ron Crabtree, a seasoned entrepreneur, assumed the mantle of authority. With a keen understanding of the trials and tribulations inherent in business scaling and talent acquisition within dynamic environments, he underscored the necessity of fostering robust professional networks and discerning between strategic and tactical hiring approaches.

In collaboration with the esteemed Joseph Paris, they delved into the pivotal role of effective facilitation in propelling organizational transformation and spearheading digital integration within Lean Six Sigma frameworks. Their discourse emphasized the indispensable fusion of technical acumen with interpersonal finesse for facilitators, stressing the criticality of holistic skill sets in driving successful change initiatives.

Further discussions between Joseph Paris and Ron Crabtree centered on the strategic importance of network cultivation in achieving business triumphs and the ongoing challenges entailed in sustaining enterprise prosperity post-initial program iterations. Their insights coalesced around the imperative of cultivating cultures steeped in continuity and excellence, underscored by a contemporary leadership ethos.

Transitioning from discourse to actionable directives, the duo outlined a comprehensive set of strategic imperatives aimed at catalyzing tangible business advancements:

• Launching the Metapod podcast series in April 2024, with an inaugural focus on the Defense Production Act.
• Provision of diverse training programs and curricula spanning Lean Six Sigma, supply chain management, and facilitation skills, deployable via both online and in-person modalities.
• Engagement of meta experts as interim consultants, project managers, or subject matter authorities, fostering collaborative scoping processes to align client requisites with specialized resource allocations.
• Continuous refinement of vetting, skills inventory, and client alignment protocols to ensure optimal matching of meta experts with client demands and opportunities.

Grounded in Ron Crabtree’s entrepreneurial acumen and Joseph Paris’s transformative insights, these action items epitomized a strategic blueprint poised to drive organizational excellence amidst the dynamic currents of contemporary business landscapes.

The conversation took off like the flyover of the Thunderbirds at Super Bowl LIV, bouncing between the thrilling game’s overtime drama and what got into Kelce’s shorts; ending with Mule and JP diving into the excitement of the game and pondering how the new rules could shake things up.

The conversation quickly turned to the theme of the gathering; Artificial Intelligence (AI). JP wondered how it’s possible to have Artificial Intelligence when we haven’t mastered real intelligence. Even Ricky Gervais’ jabs at the intelligence of the “average person on the street”, where he makes the statement that the average person on the streets is stupid, so don’t ask them.

Soon, all nonsense aside (well, most nonsense… some nonsense?) the subject which is the theme of this episode finally entrenched itself; from customs brokerage, content creation, and voice recognition. JP and Mule sparred over whether AI-generated content could truly hold its own, whether it’s crafting web articles or sorting through customs forms. They even scratched their heads over the moral maze of AI; worrying about biases and fairness.

But wait, there’s more! The talk then turned to AI’s potential in saving lives and solving big scientific puzzles, like sniffing out cancer early and crunching through mountains of data. Of course, worries about AI taking over our jobs popped up, but everyone agreed: humans and AI can be a dream team if we play our cards right.

Then came the deep dive into how AI is shaking up industries like manufacturing and pharma, with automation creeping in but also bringing promises of supercharged productivity and smarter decisions.

Through it all, there was a healthy dose of doubt about AI’s superhero status and plenty of talk about the ethics of it all. Everyone agreed: AI needs a good teacher, a pat on the back now and then, and a watchful human eye to keep it on the straight and narrow.

The chatter hammered home one big idea: AI and humanity are like dance partners, spinning through the world together. It’s a tricky tango, but with the right moves, we can waltz into a future where AI makes life better for all of us.

I have been the Chairman of both Summits, off and on, for several years.

On this particular occasion, the Summit Organizers (Cparity), came to me to share some trivia with me; that I was also the Chairman at the first summit; and asked if I would like to share some words with the attendees at the Summit Dinner.

It was short notice; but sure, why not.  Folks that know me know that I can talk for 15 minutes or so on almost any subject without too much fluff or nonsense.

But what to speak about?

Coincidentally, this year also marks the 40^th year that I have owned and operated my consultancy, XONITEK.  So maybe the talk could be about how things have changed over 40 years with my consultancy, how my path led to Continuous Improvement and Operational Excellence in the early 2000’s, and how Operational Excellence had evolved over the last 10 years; which have been transformative in itself.

I ended it by asking the audience to ponder what the next 10 years will bring and how the discipline and deliverables of Operational Excellence will evolve.

So, this article is about the evolution of Continuous Improvement (CI) and Operational Excellence (OpEx).  And I usually list them in that order because I believe the disciplines of CI came before OpEx.

Over the last few decades, CI and OpEx have become foundational to how organizations pursue long-term success.  Originally focused on applying structured methodologies and tools like Lean and Six Sigma, these disciplines have evolved into people-centric practices where the emphasis is on leadership, communication, and emotional intelligence.

This shift is not simply theoretical; it reflects hard-earned lessons from decades of real-world implementation.  Sustainable improvement is less about checklists and templates, and more about engaging people, building culture, and leading with empathy and clarity.

The Tool-Centric Beginnings

During the early stages of CI and OpEx adoption, organizations heavily relied on structured tools and methods to optimize performance.  Many of these came from the manufacturing world, particularly the Toyota Production System, and they offered a clear, data-driven approach to solving problems and reducing waste.

Some common tools included:

• 5S (Sort, Set in Order, Shine, Standardize, Sustain): A workplace organization method designed to improve efficiency, cleanliness, and safety.  While highly effective, its success is often short-lived without cultural support.
• Kaizen Events: Short, focused workshops where teams identify and implement improvements.  Kaizen events are great for quick wins but can lead to burnout or inconsistent follow-through without proper change management.
• Value Stream Mapping (VSM): A visual tool for analyzing the current state and designing a future state of processes.  It highlights non-value-added steps but requires cross-functional collaboration to be effective.
• Root Cause Analysis: Techniques like the 5 Whys or Fishbone Diagrams are used to dig deeper into problems.  However, without a culture of psychological safety, root causes may be hidden or glossed over.
• DMAIC: A Six Sigma problem-solving framework used for data-driven improvements.  It’s powerful but can be overly rigid or intimidating to those unfamiliar with statistical methods.

These tools provided a foundation for process efficiency, but over time, many organizations realized they were treating symptoms without addressing underlying cultural or behavioral drivers.  Improvements would often stall when champions moved on or if team engagement waned.  The missing ingredient?  People.

The Human Factor Emerges

As more organizations matured in their CI and OpEx journeys, they recognized that tools do not solve problems; people do.  Tools can guide and support action, but they rely on engagement, understanding, and shared ownership to be effective.

The next generation of improvement thinking focused on:

• Culture over compliance
• Behavior over bureaucracy
• Empowerment over enforcement

The question became less about what tools to use, and more about how to foster the right mindset, motivation, and communication to make them stick.

Communication: The Bridge to Understanding

Communication is now understood as a critical enabler of operational success.  It aligns stakeholders, clarifies purpose, reduces resistance, and creates connection between strategy and execution.

Some skills for effective communication include;

• Storytelling: Technical data is necessary, but it rarely motivates change on its own.  Storytelling connects people to the “why” behind the initiative; why this matters, how it affects them, and what the future could look like.
• Active Listening: Listening is not just about hearing words; it is about understanding concerns, unspoken tensions, and emotional undercurrents.  Teams that feel heard are more likely to trust the process.
• Clear Messaging: Vague or inconsistent messaging can derail even the best initiatives.  CI leaders must distill complex ideas into simple, actionable language, and reinforce key messages consistently.
• Feedback Loops: Regular feedback between leaders and teams allows for real-time course correction and shared learning.  It ensures people feel involved, not dictated to.

Effective communication creates psychological safety; a foundational condition for experimentation, collaboration, and continuous learning.

Leadership: From Command to Coaching

Leadership in a CI/OpEx context has undergone a major transformation.  No longer is it about commanding compliance; it is about inspiring ownership and cultivating capability throughout the organization.

Some of the characteristics and benefits of effective leadership include;

• Model Desired Behaviors: Leaders set the tone through their actions, not just words.  When leaders admit mistakes, seek feedback, or participate in improvement events, it signals that these behaviors are safe and encouraged.
• Empower Teams: True empowerment means trusting people to solve problems at the source.  This requires flattening hierarchies, removing unnecessary approvals, and equipping frontline employees with decision-making authority.
• Foster Collaboration: Siloed thinking kills CI.  Leaders must actively break down barriers between departments and build cross-functional teams that can see the bigger picture and align around shared goals.
• Cultivate Vision and Purpose: People are more engaged when they understand how their work contributes to a greater mission.  Leaders who communicate a compelling vision help teams stay motivated during the tough parts of change.

In this new model, the leader is not the expert with all the answers; they are the coach, the guide, and the facilitator of growth.

Emotional Intelligence: The Catalyst for Change

As organizations increasingly focus on change leadership, the role of emotional intelligence (EQ) has taken center stage. Technical expertise is important, but in moments of uncertainty, resistance, or interpersonal tension, emotional intelligence makes the difference.

Some of the characteristics and benefits of having a command of emotional intelligence include;

• Build Empathy: High-EQ leaders can see change from others’ perspectives.  They recognize that fear, frustration, and fatigue are normal responses and tailor their communication accordingly.
• Regulate Emotions: Improvement work can be stressful.  Leaders and practitioners with emotional self-awareness can stay composed, make thoughtful decisions, and avoid reactive behaviors that erode trust.
• Respond Constructively: EQ allows for graceful handling of resistance or failure.  Instead of assigning blame, emotionally intelligent leaders focus on learning, coaching, and moving forward.
• Create Respectful Environments: People thrive in workplaces where they feel valued, respected, and psychologically safe.  EQ fosters inclusive environments where diverse viewpoints are encouraged and appreciated.

Emotional intelligence is not soft; it is strategic.  It enables deeper connection, better decision-making, and higher team performance, especially during change.

Building Culture Through Soft Skills

The long-term success of CI and OpEx depends on culture; the shared beliefs, habits, and values that shape behavior.  Culture cannot be transformed by dashboards or templates.  It is built through relationships, daily behaviors, and countless interactions.

Culture is built when:

• Communication fosters openness, clarity, and alignment.
• Leadership models humility, curiosity, and service to others.
• Emotional intelligence promotes understanding, resilience, and trust.

When these soft skills are cultivated, improvement is no longer something that happens “in projects.” It becomes a way of working, thinking, and collaborating.

Integrating Tools and People: A Balanced Approach

The evolution of CI and OpEx does not diminish the importance of tools; it reframes their role.  Tools remain essential, but they are no longer the center of the universe.  They must be embedded in a people-first system.

Think of it like this:

• Tools provide structure.
• People provide energy.
• Culture sustains momentum.

Successful organizations use a both/and approach.  They train people in technical tools and in coaching, communication, and facilitation.  They use metrics to measure outcomes and stories to connect with hearts and minds.

The Road Ahead: Human-Centered Excellence

As we move into the future of work, the role of people in driving improvement is more critical than ever.  Technology will continue to automate and optimize, but it is the human elements – curiosity, empathy, collaboration – that will distinguish world-class organizations.

Companies that invest in developing both the technical and emotional capabilities of their workforce will be best positioned to:

1. Being in a State of Readiness to Engage

Readiness is not just about having plans on paper; it’s about cultivating an active, alert, and responsive mindset across the organization. It means employees are not only aware of their roles in improvement but are equipped and eager to take part.  Readiness involves:

• Clear alignment with strategic goals
• Accessible systems and tools for action
• Empowered teams with the autonomy to solve problems
• Leaders who encourage participation rather than gatekeep it

Organizations in a true state of readiness do not wait for permission to improve; they make continuous improvement as part of daily work, not just project work.

2. Being Prepared to Adapt to Disruption

Disruption – whether from market shifts, technological advances, or global crises – is now a certainty, not a possibility.  The most successful organizations prepare for this by:

• Building agile processes that can be quickly adjusted
• Training employees in critical thinking and problem-solving
• Conducting scenario planning and risk assessments
• Developing a culture of curiosity and openness to change

Preparation doesn’t eliminate disruption, but it shortens the response time and improves decision quality under pressure. Adaptability becomes a competitive advantage.

3. Constantly Driving Innovation

Innovation is no longer the domain of R&D alone. In a CI/OpEx context, innovation is a daily expectation at every level.  To drive it continuously, organizations must:

• Foster psychological safety, so people feel safe to share new ideas
• Encourage experimentation and treat failure as a learning opportunity
• Use data and voice-of-customer insights to uncover unmet needs
• Blend structured improvement tools with creative thinking frameworks

When innovation is embedded in the culture, improvement becomes more than incremental; it becomes transformative.

4. Making Sure to Retain Top Talent

Attracting and retaining great people is critical to sustaining excellence. Top talent is drawn to organizations where they can:

• Make a meaningful impact
• Grow professionally through coaching, mentoring, and development
• See clear alignment between their values and company values
• Participate in decision-making and innovation

Retention is no longer about compensation alone; it is about engagement, inclusion, purpose, and opportunity. Losing key talent can stall momentum and disrupt continuity in CI efforts.

5. Creating a High-Performing Culture

A high-performing culture is one where excellence is not an initiative; it’s a norm. This culture is shaped by:

• Clarity of expectations and a shared vision of success
• Consistency in leadership behaviors that support accountability and learning
• Collaboration across silos, where knowledge flows freely
• Celebration of progress, not just perfection

High performance arises when every individual understands how their work contributes to something larger; and feels supported in their pursuit of excellence.

6. And If You Cannot Be Ready, Be Sure to Be Resilient

Sometimes, readiness is not possible.  Unexpected challenges can shake even the most prepared organizations.  In these moments, resilience becomes the most important asset.

• Resilience means recovering quickly, but also reflecting deeply
• It requires a mindset of adaptation, not just endurance
• Teams that are resilient lean into learning, share experiences, and rebuild stronger
• It thrives on trust, transparency, and emotional intelligence

Resilient organizations may be knocked off course, but they do not stay there.  They adapt, evolve, and grow through adversity; often emerging with greater unity and insight.

The next frontier of Operational Excellence is not found in the next tool; it is in the next conversation, the next coaching moment, and the next act of leadership that inspires belief which turns into action.

The Journey; From the past, through the present, and looking towards the future.

The journey of Continuous Improvement and Operational Excellence has evolved significantly; from an early reliance on tools, frameworks, and methodologies to a deeper appreciation of the human element as the true engine of lasting change. What began as a focus on efficiency and structure has matured into a holistic approach that values communication, leadership, and emotional intelligence as essential capabilities; not optional enhancements.

Today, the most successful organizations recognize that sustainable improvement lies in blending the precision of process tools with the authenticity of human connection. It is this integration that transforms good systems into great ones; and makes improvements stick.

Looking ahead, we can expect the next evolution of CI and OpEx to be even more human-centered. As automation and AI handle more transactional tasks, human skills like creativity, adaptability, empathy, and cross-functional collaboration will become the differentiators. Organizations will increasingly invest in building cultures of continuous learning, resilience, and trust; where every employee, at every level, is empowered to lead improvement.

In the future, excellence won’t be defined solely by what gets measured; but by how people think, interact, and lead together.

About the Author

Paris is an international expert in the field of Operational Excellence, organizational design, strategy design and deployment, and helping companies become high-performance organizations.  His vehicles for change include being the Founder of; the XONITEK Group of Companies; the Operational Excellence Society; and the Readiness Institute.

He is a sought-after speaker and lecturer and his book, “State of Readiness” has been endorsed by senior leaders at some of the most respected companies in the world.

Click here to learn more about Joseph Paris or connect with him on LinkedIn.

Since the very beginning, the purpose of the company was; i) to empower the employees so that they could be their most productive selves (with all that entails) and ii) to horizontally integrate (not just vertically optimize withing swim-lanes) the entire value-chain of the organization; from the vendor’s vendor to the customer’s customer.

In essence, to help create high-performance individuals working for high-performance teams, at high-performance organizations; to achieve a level of Operational Excellence so that an organization can operate better – more effectively and efficiently – as an organization.

I wrote an article ten years ago that chronicled my journey until then entitled No Skid Marks.  From it, you will understand my psyche; make decisions fast, break things, learn, move forward.

Of course, it was not easy.  I was woefully underfunded and started my business in a location that was not the best environment; backward-looking (highly risk averse), elitist (if you were not born into the right family and the cliches they formed, you were a peasant), and sparsely populated (limited number of potential customers.  As such, I learned that Hunger Makes a Good Cook and developed my personal recipe for “Stone Soup”.

But don’t read that as my having an axe to grind.  On the contrary, it helped me to become resilient and ready.  As Friedrich Nietzsche famously said; “That which does not kill us makes us stronger.”

Follow this link to see all my Vehicles for Change including links to my companies, articles, and podcasts.  And following this link will lead to a landing page where you can get my Biography, an outline of my “State of Readiness Masterclass and Workshop,” and the abstracts to some of my most popular keynotes and breakout sessions.

And if you want one page that summarizes all that I/we do, this link will serve-up the Capabilities Statement for my consultancy, XONITEK, which is a proxy for me. 

Topic Areas

This is an article of my articles and other content that I created. Throughout this article you will find introductions with links to other articles and landing pages. I organized them by topic area to make it easier for you to forage.

Of course, I am happy to organize a call with you if you would like to have a deeper exploration of any of these topics.

Operational Excellence

Since this topic is what I am best known for, I will start here.  As I mentioned above, I have always had a passion for developing people and horizontally integrating an organization and built my companies around these purposes; eventually becoming interested in the notion of “Operational Excellence.”  In October of 2012, I distilled my thoughts on the subject into an article entitled, “The Operational Excellence Manifesto.”

I further developed my thoughts on the subject of Operational Excellence and, five years later in 2017, I released my book, “State of Readiness” with an article that introduced the book and is a Briefing; A “State of Readiness” with a proposed definition for Operational Excellence being; “a state of readiness that is attained as the efforts throughout the organization reach a state of alignment for achieving its strategies; and where the corporate culture is committed to the continuous and deliberate improvement of company performance AND the circumstances of those who work there – and is precursor to becoming a high-performance organization.”

There is also a landing page where you can get the First Chapter “State of Readiness”.

Of course, Operational Excellence is Not Something New, it’s been around for a very long time (just was not called it).

When COVID struck, I spent a lot of time from March of 2020 through the end of that year speaking to over a hundred Directors of Operational Excellence (or Continuous Improvement) programs who were either out of a job or had their programs decimated.  And the root cause, without fail, was that they and their programs were not working on what was important.  So I wrote an article entitled Eulogy of a Continuous Improvement Program as a sort of post-mortem (pun intended) for why the programs died.  What it really came down to was rather simple, we have to pay attention to the CEO’s and their Sausages – Learn to Love them Like They Do.

As if to illustrate the point, there was a post in the Operational Excellence LinkedIn Group that held NASA’s Continuous Improvement program in high esteem.  When I was done reading it and doing the research, I thought; Know what? So what…  

In my article, The 9 Questions To Ask About Operational Excellence, I share the nine questions that I ask when interviewing the stakeholders of a new or reconstituted Operational Excellence (or Continuous Improvement) program; looking for commonality across the responses to establish alignment and gain commitment.

I have since added two more questions (but have not updated the article, yet); Nr. 10 is “What will most likely kill your Operational Excellence Program?  And Nr. 11 is “If not by implementing an Operational Excellence Program, how else will your company achieve its ambitions?

Of course, once you have defined a program (or any strategy) you will find there is the Need for Both KPIs and OKRs.  I like to think of KPI’s as measuring the health of a process (a snapshot in time) while OKR’s measure the health of the progress (milestones).

To help accelerate strategy development and convert to strategy execution, I use the techniques and methodologies of Design Thinking for Operational Excellence.  This human-centric approach is probably the most innovative and transformative method for collaborating among stakeholders to ideate and problem solve to compress the time it takes to establish alignment on most challenges a business might face. 

Now offered through my company, XONITEK, is an explanation and some examples of Design Thinking for Operational Excellence templates and their use, as well as the details for the Design Thinking For Operational Excellence™ Workshop Moderator Certification Course.

Of course, failure to establish alignment and commitment is akin to Ready, Fire, Aim.  It is important to get it in the right order; get ready, aim, then fire.

Once you launch your program, you will want to evaluate and manage its maturity level.  To help you with that, I wrote an article entitled The Operational Excellence Maturity Model which details the three levels of maturity I use (Logistical, Tactical, Strategic) and the my opinion of the difference between Continuous Improvement and Operational Excellence.

If you followed much of the advice I offer in the content I created and become successful, you will consider Changing a Continuous Improvement Initiative into a Global Program.

You can click here to receive my whitepaper on the Operational Excellence Enterprise Readiness Model for your consideration.  It is quite detailed and should get you pointed in the right direction; at least offer insights for your consideration.

Education and Training Programs

I have met many companies that try to implement education and training programs, or even a “center of excellence.”  Almost every one of them is disbanded after a couple of years with the root cause almost always being they suffer from The Peter Principle & Dunning-Kruger Effect and eventually learn the Lessons from Mount Stupid.

Some of my articles related to the design and deployment of education and training programs and centers of excellence.

First, you have to know that You Are Unique, but Not Special. When it comes to content, curriculum, technology in support of a training and education program, everything you need to be successful already exists.  All you must do is find it and buy it.  If you catch yourself wanting to create anything from scratch, you are doomed to failure.

To be successful in your training and education program, you need to start with applying the concepts if “standard work” to training and education using an integrated (blended) learning approach.  If you let employees learn on their own or use platforms where you cannot determine what is being learned (or not) then more unnecessary peril to the program awaits.  This article will help you Build Organizational Capacity and Capability – For Free.

You also can’t underestimate The Importance of a Project Review Board to help make your training and education program successful and keep it from losing momentum or spinning out of control.

And Scaling and Sustaining Your Education and Training Program will be important to keep the efforts aligned and relevant.

And by following this link for the Operational Excellence Enterprise Readiness System” (OpEx-ERS), you can receive; i) whitepaper on Making the Case for Integrated Learning, ii) a whitepaper on deploying a training and education program Further, Faster, Cheaper, Best and, iii) a sample course construct for Green Belt that Includes Leadership and a Capstone Project.

High-Performance Organization

Instead of being a strategic force, I find that most HR Departments are tactical; focused on compliance with the various labor laws and regulations and making sure the paperwork is all in order.  Many of the HR Departments I have encountered are innovation inhibitors; sharing why something cannot be done rather than collaborating to co-develop a plan on how it can be done.  And all too often, getting HR involved is akin to being called to the Principals’ Office in grade school; nobody looks forward to that.  But this can be changed; becoming The Strategic HR Department.

As a follow-up, I wrote an article that was much more prescriptive for those who needed a “hot-to” guide on forming an HR Department that deserved a seat at the adult table; one that was strategically aligned to the corporate strategy and could create value and was Considering the Entire Employee Lifecycle.

At the conferences I attend and the engagements I have, there is often considerable energy given to Culture Change; What is it and why change it?  Like so many “re-orgs”, do we just hope to keep changing until we (accidentally) discover something that works (at least for a little while)?  Perhaps we should not be so quick to change until we know what we are changing from and why to what we are changing to and the expectations.

The expectation should be that changing and sustaining a change in culture is going to take considerable time, effort, and investment.  We must remember that we are the water on the rock; the rock will succumb to the water, but it will take time and constant pressure.  And if we fail, we will have to remember The Fault Lies Not in the Stars, but Within Ourselves.

But sometimes the culture is in dire need of changing.  In these cases the Culture Change: Go Ugly Early – Go Ugly Fast, might be the best approach.  You might not have time to slow-roll it.

And a few other thoughts on building a high-performance organization.  The first is to know when you or someone in your organization are Being Setup for Failure.  My simple definition for this situation is when a person has accountability and responsibility but not authority.  Should this situation ever occur, eject, Eject, EJECT!

We also need to guard against Task Overload.  It is easy to find yourself with too many tasks to manage.  This can quickly become an overwhelming situation and cause mistakes, disappointment, and frustration.  And, of course, your solution is not to shift your task overload to another.

And you know your organization is in trouble if you find yourself thinking (not to mention saying aloud) “They are Dumb” about the people with whom you work.  After all, you (and HR) supposedly do not seek to hire the dumb.  So, if you are surrounded by dumb, it is the fault of you and your organization; you failed them somehow, find it and fix it.

Technology

It is probably fitting that I start with the topic of technology, because that is where it all started; assembling and selling IBM PC “Clones”, then as a systems integrator, and then as an implementor of Enterprise Resource Planning (ERP) systems.  But I became disenchanted with ERP Systems, which eventually cause me to write the ERP Selection Survival Kit.

This is not to say we no longer have the capabilities in technology and ERP systems, because we do.  And we still offer these services as a consultancy.  The only real difference is that we no longer sell the hardware and software; offering the consulting and advisory services such as business and process analysts and project managers.  Our experience having delivered such systems in the past makes us uniquely qualified to be someone’s “Sherpa” on their own journey.

Technology has become so ubiquitous that many of us take it for granted.  We just assume it will always be there, and it will always work.  This is not the case, and you need to Respect the Neural Network of Your Business and we definitely need to ensure we are always Practicing Safe Computing.

It always bothered me that I was paying for 100% in rent and utilities but was only realizing 66% of the benefit because it was empty most of the time.  This drove me to finding ways to eliminate this waste.  In April of 2008, I came across and article in The Economist entitled “Nomads at Last” and it got me thinking.  The first phase involved leveraging some rather new technologies.  Having achieved a level of success in 2009, I wrote the article; Cloud Telephony: “Nomads at Last”. 

In 2010, signified by my moving to Germany, my office became 100% virtual and all my employees were remote.  It would be ten years before COVID would hit and this would become cool and I memorialized it in 2021 in an article entitled;“Nomads at Last” – Redux.

Of course, there were a few articles I wrote on Artificial Intelligence such as; Artificial Intelligence; The Next “Undiscovered Country” (2019) and Deepfakes and the Uncanny Valley(2022) and Artificial Intelligence and Continuous Improvement (2023).

Wrap-Up

Most organizations believe their competition is the enemy.  The reality is that it is rarely true.  

Rather, time is the enemy.  And the company that can see further beyond the horizon, recognize opportunities and threats sooner, devises and deploys decisive responses faster, and understands the capacities and capabilities of their organizations will have competitive advantage.

Of course, we know that becoming a high-performance member of a high-performance team working at a high-performance organization is not easy.  It is darn hard.  And we have to learn to Choose Your Hard. 

About the Author

Paris is an international expert in the field of Operational Excellence, organizational design, strategy design and deployment, and helping companies become high-performance organizations.  His vehicles for change include being the Founder of; the XONITEK Group of Companies; the Operational Excellence Society; and the Readiness Institute.

He is a sought-after speaker and lecturer and his book, “State of Readiness” has been endorsed by senior leaders at some of the most respected companies in the world.

Click here to learn more about Joseph Paris or connect with him on LinkedIn.

Location; New Britain, CT

Reports to: Chief Executive Officer / President

Position Type: Full-Time / Permanent

Salary: Competitive compensation package reflective of capabilities and experience

PURPOSE

The Quality Engineer is responsible for overseeing all quality assurance and control processes within the foundry to ensure that aerospace-grade materials and products meet stringent industry standards. This role involves performing inspections, implementing quality control plans, and ensuring compliance with AS9100, NADCAP, and customer-specific requirements. The Quality Manager will also lead efforts to investigate non-conformances, implement corrective actions, and drive continuous improvement initiatives to enhance product quality and process efficiency. Collaboration with internal teams, suppliers, and customers to resolve quality issues and ensure satisfaction is essential. Additionally, the role requires maintaining all quality-related documentation, supporting audits, and ensuring compliance with health, safety, and environmental regulations.competitiveness and profitability.

ESSENTIAL DUTIES AND IMPORTANCE OF JOB RESPONSIBILITIES

Most critical part of the job responsibilities; requires most of the employee’s time and effort.

1. Quality Assurance and Control:
   • Perform inspections and testing on incoming raw materials, in-process products, and final castings to ensure conformance with aerospace specifications.
   • Develop and implement quality control plans for casting processes, including dimensional checks, material properties, and surface finish inspections.
   • Ensure compliance with industry-specific quality standards such as AS9100 and NADCAP.
2. Aerospace Industry Compliance:
   • Ensure that all foundry processes and products meet the stringent quality requirements of the aerospace industry, including traceability, documentation, and record-keeping.
   • Collaborate with the Quality Manager to maintain and update the Quality Management System (QMS) in compliance with AS9100 and customer-specific requirements.
   • Support external and internal audits, preparing documentation, records, and other evidence required for compliance.
3. Non-Conformance and Corrective Actions:
   • Investigate non-conformances related to casting processes and products, using root cause analysis methods such as 8D, 5-Why, or Fishbone Diagrams to identify issues.
   • Work with cross-functional teams to implement corrective and preventive actions (CAPA) and ensure follow-up to verify the effectiveness of these actions.
   • Ensure that all non-conformances and CAPAs are documented and communicated to the appropriate internal and external stakeholders.
4. Supplier Quality Management:
   • Assist in the evaluation and qualification of aerospace material suppliers, ensuring that they meet the required standards for quality, performance, and consistency
   • Conduct supplier audits and reviews to ensure that supplied materials conform to aerospace specifications.
   • Collaborate with suppliers to resolve any material quality issues and implement improvement initiatives.
5. Continuous Improvement:
   • Lead or participate in continuous improvement initiatives, focusing on reducing scrap, minimizing rework, and improving product consistency and reliability.
   • Apply Lean Manufacturing, Six Sigma, and other process improvement tools to identify opportunities for enhancing quality and process efficiency.
   • Support the implementation of Statistical Process Control (SPC) and other statistical quality control techniques to monitor and improve process stability.
6. Process Monitoring and Analysis:
   • Monitor key process parameters and production data to identify trends and potential deviations from aerospace specifications.
   • Analyze quality data, including defect rates, scrap rates, and customer returns, to drive data-based decision-making and improvement initiatives.
   • Conduct Failure Mode and Effects Analysis (FMEA) and other risk assessments to ensure process reliability and prevent defects in aerospace products.
7. Documentation and Reporting:
   • Prepare and maintain all quality-related documentation, including inspection records, test reports, control plans, and non-conformance reports.
   • Generate and present regular reports on quality performance metrics such as yield rates, defect rates, and corrective action status.
   • Ensure that all documentation is properly stored, updated, and accessible for audits and customer reviews.
8. Customer Interaction and Support:
   • Support the resolution of customer complaints by investigating quality issues, performing root cause analyses, and implementing corrective actions.
   • Collaborate with the Quality Manager and Customer Service team to ensure that customer requirements are understood and met throughout the production process.
   • Participate in customer audits and reviews, providing technical support and responding to inquiries regarding product quality and processes.
9. Health, Safety, and Environmental Compliance:
   • Ensure that all quality control processes comply with health, safety, and environmental regulations, particularly in handling hazardous materials used in aerospace foundries.
   • Work with the Environmental, Health, and Safety (EHS) team to integrate safe practices into quality processes and ensure compliance with safety standards.
   • Promote a culture of safety and regulatory compliance within the quality and production team

WORK EXPERIENCE / EDUCATION REQUIREMENTS

Education: 

Bachelor’s degree in Metallurgy, Materials Science, Mechanical Engineering, Industrial Engineering, or a related field..

Experience:

• 3+ years of quality engineering experience in the aerospace or foundry industry, with a strong focus on casting and metal manufacturing processes.
• Hands-on experience with AS9100, NADCAP, and other aerospace industry standards and regulatory requirements.

Technical Skills:

• Strong understanding of foundry processes, including casting, melting, molding, and finishing, with specific experience in aerospace-grade materials.
• Proficiency with quality management tools such as Statistical Process Control (SPC), Failure Mode and Effects Analysis (FMEA), Root Cause Analysis (RCA), and Control Plans.
• Experience with Non-Destructive Testing (NDT) methods, such as X-ray, ultrasonic testing, and dye penetrant inspection, commonly used in aerospace components.
• Familiarity with inspection techniques and equipment such as Coordinate Measuring Machines (CMM), micrometers, calipers, and hardness testers.

Soft Skills:

• Strong analytical skills with the ability to interpret data and make informed decisions based on quality performance metrics.
• Excellent communication skills, both written and verbal, to effectively collaborate with cross-functional teams and communicate findings to management and customers.
• Attention to detail and a commitment to maintaining high standards of quality and reliability.
• Ability to work under pressure, prioritize tasks, and manage multiple projects simultaneously.

Certifications:

• Certified Quality Engineer (CQE) or similar certification preferred.
• Six Sigma Green Belt or Black Belt certification is a plus.

Competencies:

·  Strategic Thinking and Vision:

• Aligns quality initiatives with long-term business goals.
• Develops and implements quality strategies for sustained success.

·  Influence and Collaboration:

• Builds cross-functional relationships to prioritize quality.
• Partners with stakeholders to drive quality improvement.

·  Decision Making and Accountability:

• Uses data to make informed decisions on quality issues.
• Takes ownership of quality outcomes and corrective actions.

·  Coaching and Development:

• Mentors team members, promoting continuous improvement.
• Provides feedback and guidance to enhance team skills.

·  Change Management:

• Leads quality initiatives and manages process changes.
• Encourages innovation and embraces new technologies.

·  Ethical Leadership and Integrity:

• Ensures compliance with regulations and customer standards.
• Acts as a role model for ethical behavior and transparency.

·  Emotional Intelligence and Relationship Management:

• Builds strong, trust-based relationships with stakeholders.
• Demonstrates empathy and active listening to resolve issues.

·  Results Orientation:

• Sets clear quality goals and tracks progress.
• Drives excellence in product quality and process efficiency.

PHYSICAL REQUIREMENTS

• This role requires working in both office and foundry environments, with regular exposure to manufacturing areas that involve noise, heat, and dust.
• Occasional travel may be required for customer and supplier audits.
• Must be able to stand for extended periods during inspections and audits.

POSITION FUNCTIONAL REQUIREMENTS (ADA)

1. Standing
2. Walking
3. Keying
4. Sitting
5. Talking
6. Lifting / Carrying
7. Repetitive motions
8. Hearing

AAP/EEO

The company is an Equal Opportunity/ Affirmative Action employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex including sexual orientation and gender identity, national origin, disability, protect veteran status, or any other characteristic protected by applicable Federal, state or local law.

Candidates must be legally authorized to live and work in the United States.  Please note that we are unable to provide immigration sponsorships for this position.  Therefore, applicants who require visa sponsorship or who are currently on a temporary visa status will not be considered.

*This job description is intended to provide an overview of the role and its requirements but is not exhaustive.  Additional responsibilities may be assigned as needed to meet the evolving needs of the business.

How to Apply

Interested candidates should submit their resume, cover letter, and any relevant certifications to [email protected] with the subject line “General Manager – Foundry”

https://www.buzzsprout.com/2328296/episodes/15618466

In this episode, Joseph Paris dives deep into leadership and the pursuit of Business Excellence. He talks with Sebastian Huber about how it all started with a LinkedIn group that grew from 50 to 180,000 members and explores whether Excellence is an attitude or a goal.

Paris highlights the importance of true emotions and the feeling of belonging. We learn why it’s crucial to be prepared, why time – not competitors – is the true enemy, and why businesses should avoid copying others. He also provides insights into his new book, Always Ready.

| From 50 to 180k members  | 03:39
| It all comes down to Leadership  | 08:28
| Is Excellence an Attitude or a Goal?  | 13:22
| Excellence is about being prepared  | 14:44
| Time is the enemy, not the competitor  | 17:45
| Don’t try to be like an other company  | 20:23
| The role of AI  | 21:31
| About his new book Always ready  | 22:35

More about the CAS International Management – Seizing Global Business Opportunities in the 21st Century

This is an English episode of a Swiss-German podcast from Lucerne School of Business. About the podcast and its hosts:

From Pontius to Pilatus” is a podcast from the Institute for Business and Regional Economics IBR.

Here there are stories of people who have set out on a development path. It’s about path markers, stumbling blocks and summit cross moments. And we venture into “weather forecasts – i.e Trends in our areas of expertise. This podcast provides orientation in the network of knowledge and further training.

Produced in the podcast studio of the Lucerne University of Economics, at the foot of the Pilatus. A new episode is moderated alternately by Sebastian Huber and Shiva Stucki-Sabeti from the Institute for Business – and regional economics, your educational partner.

Production: Fabio Sandmeier To the IBR’s continuing education offering: Practice-oriented and successful To the podcast website “From Pontius to Pilatus”

Location; New Britain, CT

Reports to: Chief Executive Officer / President

Position Type: Full-Time / Permanent

Salary: Competitive compensation package reflective of capabilities and experience

PURPOSE

The General Manager oversees the foundry’s strategic direction, ensuring alignment with long-term goals and operational excellence. This role involves leading daily operations, managing financial performance, ensuring product quality, and maintaining compliance with health, safety, and environmental standards. The General Manager is also responsible for team development, driving continuous improvement, and fostering strong customer relationships to enhance market competitiveness and profitability.

ESSENTIAL DUTIES AND IMPORTANCE OF JOB RESPONSIBILITIES

Most critical part of the job responsibilities; requires most of the employee’s time and effort.

1. Strategic Leadership:
   • Develop and implement strategic plans to achieve the company’s long-term goals and objectives within the foundry.
   • Provide direction and leadership to all departments within the foundry, ensuring alignment with overall business objectives.
   • Identify growth opportunities and areas for improvement, driving initiatives that enhance operational efficiency, profitability, and market competitiveness.
2. Operational Management:
   • Oversee daily operations of the foundry, ensuring optimal production efficiency, product quality, and on-time delivery.
   • Monitor and manage the foundry’s production schedules, ensuring that production targets are met or exceeded.
   • Implement and maintain best practices in foundry processes, including melting, casting, molding, and finishing.
3. Financial Performance:
   • Manage the foundry’s budget, including cost control, resource allocation, and financial forecasting.
   • Analyze financial reports and operational data to identify trends, variances, and areas of concern.
   • Drive cost-saving initiatives and process improvements to enhance profitability without compromising quality.
4. Quality Assurance:
   • Ensure that all products meet or exceed customer expectations and industry standards.
   • Collaborate with the Quality Assurance team to develop, implement, and monitor quality control systems and procedures.
   • Address and resolve any quality issues promptly, working with the production team to implement corrective actions.
5. Health, Safety, and Environmental Compliance:
   • Promote a culture of safety within the foundry, ensuring compliance with all health and safety regulations.
   • Oversee the implementation of safety programs, conduct regular safety audits, and address any safety concerns.
   • Ensure that the foundry complies with all environmental regulations, including waste management, emissions control, and hazardous materials handling.
6. Team Management and Development:
   • Lead, mentor, and develop the foundry management team, fostering a culture of continuous improvement and accountability.
   • Oversee recruitment, training, and development of staff, ensuring that the team has the skills and knowledge required to meet operational goals.
   • Conduct performance evaluations, provide feedback, and implement development plans to ensure team members are meeting expectations.
7. Customer Relationship Management:
   • Maintain strong relationships with key customers, ensuring that their needs are met and that they are satisfied with the products and services provided.
   • Work closely with the sales and customer service teams to address customer inquiries, resolve issues, and ensure a high level of customer satisfaction.
   • Lead efforts to expand the customer base and explore new market opportunities.
8. Continuous Improvement:
   • Drive continuous improvement initiatives across all areas of the foundry, focusing on process optimization, waste reduction, and productivity enhancement.
   • Champion the implementation of Lean Manufacturing, Six Sigma, and other process improvement methodologies to streamline operations.
   • Foster a culture of innovation, encouraging team members to suggest and implement new ideas that contribute to the foundry’s success.

WORK EXPERIENCE / EDUCATION REQUIREMENTS

Education:

• Bachelor’s degree in Metallurgy, Materials Science, Mechanical Engineering, Industrial Engineering, or a related field required. A Master’s degree in Business Administration (MBA) or a related discipline is preferred.

Experience:

• 10+ years of experience in foundry operations, with at least 5 years in a leadership or management role.
• Proven experience managing all aspects of a foundry, including production, quality, safety, and financial performance.

Technical Skills:

• Strong understanding of foundry processes, including casting, molding, melting, and finishing.
• Knowledge of Lean Manufacturing, Six Sigma, and other continuous improvement methodologies.
• Proficiency in using ERP systems, production planning software, and other relevant tools.

Soft Skills:

• Excellent leadership and team management skills, with the ability to inspire and motivate a diverse workforce.
• Strong analytical and problem-solving abilities, with a focus on results.
• Exceptional communication and interpersonal skills, with the ability to build relationships at all levels of the organization.
• Strategic thinker with a track record of successfully implementing change and driving business growth.

Certifications:

• Lean Six Sigma certification or equivalent is a plus.

Competencies:

• Strategic Thinking: Ability to develop and implement long-term plans, identify growth opportunities, and align departmental goals with overall business objectives.
• Operational Excellence: Expertise in managing production processes, optimizing efficiency, and ensuring high-quality output. Proficiency in foundry operations such as melting, casting, molding, and finishing.
• Financial Acumen: Skilled in budget management, cost control, financial forecasting, and analyzing financial data to drive profitability and identify cost-saving opportunities.
• Quality Management: Strong knowledge of quality assurance practices, ability to develop and enforce quality control systems, and adept at resolving quality issues.
• Health, Safety, and Environmental Compliance: Expertise in maintaining safety standards, conducting safety audits, and ensuring adherence to environmental regulations.
• Leadership and Team Development: Proven ability to lead, mentor, and develop a management team, including recruitment, training, and performance management.
• Customer Focus: Ability to build and maintain strong customer relationships, address customer needs, and drive efforts to expand the customer base and explore new markets.
• Continuous Improvement: Commitment to driving process optimization, waste reduction, and implementing improvement methodologies such as Lean and Six Sigma.
• Communication Skills: Strong ability to communicate effectively with internal teams, customers, and stakeholders, ensuring clarity and collaboration.
• Problem-Solving: Proficiency in identifying issues, analyzing problems, and implementing effective solutions to enhance operational performance and customer satisfaction.

PHYSICAL REQUIREMENTS

• This position involves working in both office and foundry environments.
• Regular exposure to a manufacturing environment, including noise, heat, and fumes.
• Must be able to lift up to 50 pounds occasionally and stand for extended periods.

POSITION FUNCTIONAL REQUIREMENTS (ADA)

1. Standing
2. Walking
3. Keying
4. Sitting
5. Talking
6. Lifting / Carrying
7. Repetitive motions
8. Hearing

Other Duties: Please note this job description is not designed to cover or contain a comprehensive listing of activities, duties or responsibilities that are required of the employee for this job. Duties, responsibilities and activities may change at any time with or without notice.

AAP/EEO

The company is an Equal Opportunity/ Affirmative Action employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex including sexual orientation and gender identity, national origin, disability, protect veteran status, or any other characteristic protected by applicable Federal, state or local law.

Candidates must be legally authorized to live and work in the United States.  Please note that we are unable to provide immigration sponsorships for this position.  Therefore, applicants who require visa sponsorship or who are currently on a temporary visa status will not be considered.

*This job description is intended to provide an overview of the role and its requirements but is not exhaustive.  Additional responsibilities may be assigned as needed to meet the evolving needs of the business.

How to Apply

Interested candidates should submit their resume, cover letter, and any relevant certifications to [email protected] with the subject line “General Manager – Foundry”

Subheading: “Corporate Missteps Highlight the Pitfalls of Blindly Chasing Key Performance Indicators”

We read about it all the time; in a shocking turn of events, the business world is abuzz with meteoric fall of some company and its CEO, its CFO, or both.  It is the story of a once-thriving company (or industry, or even country) whose relentless pursuit of Key Performance Indicators (KPIs) led to its ultimate undoing.  

And although the story serves as a stark reminder that relying solely on metrics to run a business can have serious consequences, it seems the lessons are never made pervasive as the story gets reconstituted and retold time and again.

Usually, the CEO had been the poster child for success, flaunting impressive KPIs that dazzled shareholders and competitors alike.  However, behind the scenes, the company’s commitment to meeting and exceeding targets was taking a dark turn.

Eventually, such relentless pursuit of making the numbers and the predictability with which it happens starts to attract unwanted attention.  Perhaps a disgruntled employee or whistleblower reveals that the success story was built on a foundation of manipulated KPIs.  Perhaps revenue figures were artificially inflated, customer satisfaction scores were doctored, credit ratings were built on falsehoods, employee productivity metrics were tampered with to maintain an illusion of prosperity, and so on.

The revelation sends shockwaves through the industry (perhaps even reaching the halls of government), prompting questions about the integrity of relying solely on KPIs to assess a company’s health.  It becomes clear that the obsessive pursuit of metrics has created a toxic corporate culture; where employees were pressured to meet targets at any cost.

The consequences for the company (even an economy) are as severe as they are swift.  Legal ramifications loom large, shareholder trust is shattered, and the company’s once-pristine reputation is tarnished if not crushed.  The fallout serves as a chilling reminder that the misuse of KPIs can lead to serious problems, not only for the company at the epicenter, but also for the entire business community; even a world economy.

Blindly and solely chasing KPIs can (will?) lead to corruption and result in a myopic perspective that neglects the broader aspects of sustainable success.  To paraphrase Mark Twain; “KPI’s, like Politicians, are a lot like diapers.  They should be changed frequently, and for the same reasons.”

But what can be done?

Industry experts now emphasize the need for a multi-faceted and balanced approach to business management; advocating for a mix of metrics, ethical practices, and a genuine focus on the well-being of employees and customers.

To this end, and since they are closely related but very different and create a balance, I am going to compare and contrast Key Performance Indicators (KPI’s) and Objectives and Key Results (OKR’s), and share some thoughts on why using both to monitor and manage the health of your business is important.

A Key Performance Indicator is a measurable value that indicates how well an organization, business unit, project, or individual is achieving its objectives. KPIs are used to evaluate the success of an entity in reaching its strategic goals and are critical in assessing performance over time.

Here are some key characteristics of KPIs:

1. Relevance: KPIs should be directly tied to the specific goals and objectives of the organization or project. They measure critical aspects that align with strategic priorities.
2. Measurability: KPIs must be quantifiable and measurable. This allows for the collection of data over time to track performance and assess progress toward goals.
3. Specificity: KPIs should be clear and well-defined, leaving no room for ambiguity. This clarity ensures that everyone understands what is being measured and how success is determined.
4. Timeliness: KPIs are often associated with specific time frames. They may be measured daily, monthly, quarterly, or annually, depending on the nature of the metric and the goals being assessed.
5. Actionability: KPIs should provide information that can lead to actionable insights. If a KPI indicates a performance issue, it should prompt the organization to take corrective actions to improve results.
6. Variability: KPIs should have the potential to change over time. This variability allows organizations to adapt and evolve as they respond to changing circumstances and priorities.

Examples of KPIs can vary widely depending on the context but may include financial metrics (such as revenue growth or profit margins), customer satisfaction scores, employee productivity, project completion rates, and more.  The selection of KPIs depends on the specific goals and objectives of the entity being measured.

Effectively using KPIs can help organizations track progress, identify areas for improvement, and make informed decisions to enhance overall performance.

And Objectives and Key Results is a goal-setting framework that helps organizations define and track objectives, along with the measurable outcomes that indicate progress toward those objectives.  OKRs are widely used in businesses, startups, and other organizations to align teams, set priorities, and drive performance.

Here is a breakdown of the two components of OKRs:

1. Objectives:
   • Objectives are clear, concise, and inspiring statements that outline what an organization, team, or individual aims to achieve. Objectives are meant to be ambitious and provide direction. They answer the question, “What do we want to accomplish?”
2. Key Results:
   • Key Results are specific, measurable outcomes that indicate the achievement of an objective. They are quantifiable and time-bound, providing a way to objectively measure progress. Key Results answer the question, “How will we know when the objective is achieved?”

The structure of OKRs is hierarchical, with company-level objectives often cascading down to departmental and individual levels. This alignment ensures that everyone is working toward common goals that contribute to the overall success of the organization.

Some key characteristics of OKRs include:

• Transparency: OKRs are typically visible and accessible to everyone within the organization. This transparency helps in fostering a shared understanding of goals and priorities.
• Alignment: OKRs encourage alignment between different levels of the organization. The objectives of individual teams and employees should support the achievement of higher-level organizational objectives.
• Regular Check-Ins: OKRs are often set for specific time frames (e.g., quarterly), and regular check-ins are conducted to review progress, discuss challenges, and make adjustments as needed.
• Continuous Improvement: OKRs promote a culture of continuous improvement by setting stretch goals and encouraging learning from both successes and failures.
• Adaptability: OKRs are flexible and can be adjusted as business priorities evolve. This adaptability allows organizations to stay responsive to changing market conditions and strategic shifts.

Notable companies like Google and Intel have been known to adopt and popularize the OKR framework. Overall, OKRs provide a systematic approach to goal-setting and performance management, helping organizations focus on what truly matters and achieve measurable results.

Key Performance Indicators (KPIs) and Objectives and Key Results (OKRs) are both performance management tools, but they have distinct differences in terms of focus, structure, and application. Here are the key differences between KPIs and OKRs:

1. Focus:

• KPIs: Focus on measuring the overall performance of an organization, team, or individual. KPIs are often used to assess how well strategic goals are being achieved and may cover a wide range of performance areas.
• OKRs: Focus on setting and achieving specific objectives within a defined timeframe. OKRs are more goal-oriented and are designed to drive performance by setting clear and measurable targets.

2. Nature of Measurement:

• KPIs: Often represent ongoing, continuous metrics that are critical to the ongoing success of an organization. Examples include financial metrics, customer satisfaction scores, and employee turnover rates.
• OKRs: Are time-bound and are typically associated with specific, short-term objectives. They have a specific endpoint and are reset periodically (e.g., quarterly or annually).

3. Structure:

• KPIs: Are often singular metrics that provide a snapshot of performance in a specific area. They are more static and may not change frequently.
• OKRs: Consist of two components—Objectives and Key Results. Objectives articulate what needs to be achieved, and Key Results specify measurable outcomes that indicate success. OKRs are designed to be dynamic and adaptable, encouraging regular reassessment and adjustment.

4. Alignment and Cascading:

• KPIs: Are typically set at the organizational level and may not cascade down to lower levels. Alignment may not be as explicit.
• OKRs: Are designed for alignment and cascading. Company-level objectives can cascade down to team and individual levels, ensuring that everyone is working towards common goals.

5. Flexibility and Ambition:

• KPIs: Tend to be more stable and may not change frequently. They are often established to monitor ongoing business functions.
• OKRs: Encourage a more flexible and ambitious approach. Objectives are meant to be aspirational and may be adjusted more frequently to reflect changing priorities.

6. Cultural Emphasis:

• KPIs: Often associated with performance monitoring and accountability.
• OKRs: Emphasize a more collaborative and aspirational culture, encouraging innovation, learning, and adaptability.

So, while both KPIs and OKRs are valuable tools for performance management, they serve different purposes.  KPIs provide ongoing metrics for monitoring overall performance, while OKRs are goal-setting frameworks designed to drive specific, measurable outcomes within defined timeframes.  Some organizations use a combination of to create a comprehensive performance management strategy.

Thinking of it another way, KPI’s are like your business report card.  They tell you how well you are doing in hitting your goals.  Keep these KPIs in check, and you will know if you’re on the right track.  And OKRs are like your battle plan for the year.  The Objectives are your big, ambitious goals, and Key Results are the checkpoints along the way.  Simply put, KPIs keep you on track day-to-day, and OKRs are your big goals to which you align the efforts throughout your organization.

About the Author

Paris is an international expert in the field of Operational Excellence, organizational design, strategy design and deployment, and helping companies become high-performance organizations.  His vehicles for change include being the Founder of; the XONITEK Group of Companies; the Operational Excellence Society; and the Readiness Institute.

He is a sought-after speaker and lecturer and his book, “State of Readiness” has been endorsed by senior leaders at some of the most respected companies in the world.

Click here to learn more about Joseph Paris or connect with him on LinkedIn.

Of course, compliance is an important responsibility of an HR Department.  But if that is the extent of their expected value to the organization, then there is a lot of money being left on the table.

Compliance is certainly easier than being strategic.  After all, compliance is merely ensuring that someone or something is conforming to some established standards.  With respect to HR, it can be the governing body in determining whether a person is behaving within the stated standards of the company as established in the employee handbook (assuming one exists, which is no given), or that all the relevant forms are properly completed and submitted on a timely basis, or that a person’s certifications or licenses are up to date.

In essence, compliance is just comparing what is to what should be and identifying or rectifying any gaps that might exist.

Contrast that with being strategic, which requires the ability to be creative and often “draw outside the lines” that is the domain of compliance.  This is an uncomfortable place for an HR department whose emphasis is compliance to operate.

The reason I referred to being strategic as having the ability to “draw outside the lines” is that the establishment of, and adherence to, some stated process, attributes, or characteristics are often less strict.

For example, a candidate for employment in a position might not have all the desired experience or skills that are posted on the job description; they might have more, they might have less, they might have different.  And even if the “perfect candidate” comes along, perfect in every way, they have as good a chance of being hired as they have of not being hired.

And this “fuzziness” with respect to adherence to some semblance of perfection does not stop at recruiting; it is usually pervasive throughout the employee lifecycle in any given position.

Accordingly, below you will find the 10 Stages of the Employee Lifecycle for your consideration.

One thing you need to keep in mind as your read this is that I often refer to HR having certain responsibilities. This is not to be interpreted as my believing they have to do the work which may often be beyond their domain of expertise (especially detailed work related to a position). Rather they need to verify that the work is completed accurately and in a timely manner; and to manage the requirements and processes.

For instance, take on-boarding (nr.3) as an example; I would not expect for HR to develop the on-boarding requirements and processes for each position in the company. I would expect the manager of the position would create the requirements and processes and share them with HR so t that HR can ensure new employees (or existing employees new to the position) are fulfilling the requirements and following the processes.

As an example, the HR department might not know what is required to bring on-board a new machinist, but the manager of the machining department should. Therefore, the manager of the machining department would; a) detail the requirements of a new machinist (similar, if not the same, as a job description), b) match the skills of the machinist to what is required, c) create an action-plan for upskilling the new machinist where they are deficient and d) create the processes for all of this to happen.

Then the manager of the machining department would share these details with HR who would be responsible for being the repository for the knowledge and that the requirements and processes are being followed; updating as necessary and appropriate.

1)     Recruitment

Recruitment starts with properly defining and crafting a well-defined position and is foundational to successful recruitment.  By investing time in precision and clarity, organizations can attract candidates who align with the role and contribute effectively to the company’s success.  Start with conducting a thorough job analysis to understand the role’s responsibilities, skills required, and its impact on the organization.  

Then, as clearly and concisely as possible, detail the position’s purpose, its goals, and the reporting structure in the job description thereby providing candidates with a comprehensive overview of the job and its expectations.  Be sure to specify qualifications and experience needed, striking a balance between essential and preferred criteria.  

In crafting the job description, it is essential to collaborate with the relevant stakeholders to ensure alignment between the position and broader company objectives.  Be sure to use inclusive language and emphasize the company’s values to attract a diverse pool of candidates, but also make sure that the candidates understand the requirements of the position. 

Incorporate realistic expectations regarding work hours, travel, and potential challenges.  You should also regularly review and update the job descriptions to reflect the evolving needs and industry trends.  It is also important to ensure the employees presently holding the position are upskilled for any changes in the job description so that they remain qualified.

Assuming the foundational efforts of properly determining a job description, attention can be paid to improving the recruitment process.

Usually, the HR department is the face of the organization to new employee candidates and acts as the gateway for the organization’s talent acquisition strategy.  Therefore, HR professionals should cultivate a comprehensive understanding of the company’s culture, values, and skill requirements to effectively attract and assess candidates.  

By fostering a positive candidate experience, HR can enhance the employer brand and attract top-tier talent.  Leveraging data analytics and metrics enables HR to refine recruitment strategies, optimizing for efficiency and effectiveness and continuous collaboration with hiring managers ensures alignment between organizational goals and staffing needs.  Continuous improvement is key; regularly assess and adapt recruitment practices to stay responsive to evolving organizational needs and market trends.

Leverage a multi-channel approach, utilizing online platforms, social media, and networking events to reach diverse talent pools; and do not forget, the best candidates for the position might already work at the organization! 

Be sure to streamline application and interview processes to enhance candidate experience, ensuring seamless interactions from application to onboarding.  Except for those in the C-Suite (and even then), it should not take a dozen interviews and six months to hire someone.  After four interviews, a well-qualified candidate will come to the determination the company does not know what they are looking for, is wasting their time, and disengage.

2)     Hiring

When a candidate is found and the offer accepted, your organization must prioritize making the process seamless and engaging; and as positive an experience as possible.  After all, there is only one opportunity to make a first impression; keeping in mind the interview process is when everyone is putting forth their best façade, but now it is real.

Start with clear communication before the first day, providing essential details about the workplace, dress code, and any documentation required.  Ensure all necessary paperwork is organized and completed promptly, streamlining the administrative aspects of onboarding.  Implement comprehensive training programs tailored to the role, covering essential job functions, company policies, and safety protocols.

Prepare a structured orientation program that introduces the new hire to the company’s mission, values, and culture.  Assign a mentor or buddy to facilitate integration and answer questions.  And encourage social interactions by organizing welcome events or team-building activities, fostering a sense of belonging.  Also, regular check-ins with the new employee and the provision of constructive feedback (both ways) contribute to a positive onboarding experience.

Lastly, continually evaluate and refine the hiring processes based on feedback and performance metrics, ensuring a consistent and effective approach for future hires.  A well-executed hiring process sets the foundation for employee success and satisfaction within the organization.

3)     On-boarding.

Effective onboarding into a new role is a strategic process that involves thoughtful planning and addressing skills gaps.  Begin by conducting a thorough assessment of the employee’s existing skills and competencies compared to the requirements of the new role.  This analysis should serve as a guide for the development of a personalized onboarding plan.

Provide access to relevant training materials, resources, and mentorship programs to bridge identified skills gaps.  Facilitate regular check-ins and feedback sessions to gauge the employee’s progress, understanding any challenges they may face.  Foster an open communication environment, encouraging the employee to voice concerns or seek clarification.

Even after the onboarding, encourage continuous learning by offering opportunities for skill development and additional training, whether through workshops, online courses, or mentor-guided experiences (more on this a bit later).  Establish a feedback loop involving the employee, managers, and relevant stakeholders to assess the effectiveness of the onboarding process and make necessary adjustments.

Not just for hiring, but having a mentorship or buddy system to provide ongoing support and guidance will help the employees acquire the skills necessary to succeed more quickly, acclimate to the organizational culture, and build a sense of camaraderie.

As with every process, regularly review and refine the onboarding processes based on feedback and evolving organizational needs.  By prioritizing a personalized and dynamic onboarding approach that addresses skills gaps, organizations can accelerate the integration of new employees, enhance job satisfaction, and contribute to long-term success.

4)     Employee training and education.

Employee training and education are fundamental and necessary components of organizational development, fostering a skilled and adaptable workforce. To establish best practices, organizations should begin by conducting a thorough needs assessment. This involves identifying specific skill gaps, both current and future, and aligning training programs with overarching business goals.

Collaboration between HR and departmental managers is crucial and will help to ensure that training programs are tailored to specific job requirements and industry trends. Embrace emerging technologies to deliver training in innovative ways, staying ahead of the curve in skill development.

Many training and education programs focus on the skills necessary for the employees to have the skills they need today but fail to anticipate the skills that will be needed in the company of tomorrow. For instance, what impact might Artificial Intelligence (AI) have on the knowledge-workers in the company such as programmers, engineers, sales, marketing, and even HR? Is your company considering these future needs today?

A diversified approach to learning is essential. Combine traditional methods, such as workshops and seminars, with modern techniques like e-learning modules and interactive simulations. This will accommodate the different learning styles and ensures engagement. And regularly assess training effectiveness using metrics such as skill improvement, application in the workplace, and employee feedback. Adjust programs based on these evaluations to optimize impact and relevance.

Employee training should be linked to career growth. Offer clear pathways for advancement and provide support for employees seeking additional qualifications. In essence, effective training and education practices contribute not only to individual and team proficiency but also to organizational agility and competitiveness in a rapidly evolving business landscape.

The terms “upskilling” and “reskilling” are terms often used in the context of employee development, but they refer to distinct approaches with different objectives.

Employee Upskilling focuses on enhancing the existing skills of employees, usually to keep them relevant and competitive in their current roles or to prepare them for more advanced responsibilities within the same field.  The main aim of upskilling is to improve employees’ proficiency in their current roles or to prepare them for potential promotions by adding advanced skills and knowledge.

All too often, people are promoted to a position for which they are not qualified and are given scant opportunity to acquire the skills necessary to succeed.  Making matters worse, the person who fills the void of the person promoted also has a skillset deficiency.  The result is that neither employee is as successful in their new roles as they could be and tends to gravitate back towards the responsibilities of their previous role; creating stress, anxiety, and disharmony.

Therefore, upskilling is paramount for staying ahead in a dynamic business environment.  Begin by identifying the key skills that align with organizational goals through a thorough assessment.  Implement a tailored upskilling program that encompasses various learning methods, including workshops, online courses, and hands-on experiences.

Foster a culture that encourages continuous learning and professional development, emphasizing the value of upskilling for both individual growth and the organization’s success.  Provide accessible resources and support, enabling employees to take ownership of their learning journey.

As necessary, collaborate with subject matter experts and leverage external resources to design targeted upskilling initiatives.  Ensure that upskilling programs are aligned with industry trends and emerging technologies.  Regularly assess the effectiveness of upskilling efforts through performance metrics and employee feedback; making adjustments to meet evolving needs.

And establish a transparent communication strategy, outlining the benefits of upskilling and how it contributes to career progression.  Be sure to recognize and celebrate achievements and establish a positive and supportive learning culture.  In essence, strategic upskilling practices will empower employees, enhance their expertise, and position the organization for sustained success.

Employee Reskilling involves training employees in entirely new skills that are different from the current skill set they have.  It is typically necessary when there is a significant shift in the organization’s technology, processes, or business focus, and existing skills become obsolete.  The primary goal of reskilling is to equip employees with the skills required for different roles or to adapt to new technologies and business needs and therefore will be increasingly important if companies want to maintain a workforce in which they are already heavily invested and is imperative in today’s rapidly evolving work landscape.  

Begin by establishing what skillsets are needed for the present and future workforce and then create roadmaps for those with existing skillsets that most easily align with the future skillsets.  Then create a reskilling roadmap upon which the existing employees can embark.  Be sure to support the reskilling efforts by having the resources, including industry experts, which are necessary to be successful in the reskilling efforts as well as allowing the time necessary for the employee to become reskilled.  As with upskilling, be sure to accommodate diverse learning styles.  

A reskilling program that does not have the resources or allow the time is of no particular value.  

While upskilling is about refining and expanding existing skills to meet current or anticipated demands within the same domain, reskilling involves a more significant shift to entirely new skills and is often in response to major organizational changes.  But both reskilling and upskilling are vital components of a comprehensive employee development strategy that aims to ensure the workforce remains adaptable and capable in a rapidly changing work environment.

5)     Employee career development and progression

According to the Society for Human Resource Management (SHRM) the cost of acquiring a new employee can cost approximately $5,000 for a rank-and-file employee and approximately $30,000 for a professional or executive; even much more for top talent.  This includes all soft costs (advertising, recruitment, interviews, due-diligence, and so on) and hard costs (placement agency fees, onboarding costs, non-productive time while learning, and so on).

And once hired, and as a general rule of thumb according to the Small Business Administration (SBA) an employee will cost between 1.25x and 1.4x of the annual the salary on an on-going basis.

And these costs are also incurred (albeit to a lesser degree), when moving from one position in a company to another position in the same company.

Keeping these investment requirements in mind, it makes incredible financial sense for the company to take a vested and proactive approach when it comes to the career development and progression of an employee; if nothing else than to protect their original investment.

Therefore, the company must look at their relationship with the employee as a partnership; What are the aspirations of the employee?  What are the needs of the company now and into the future?  How can a roadmap be created that will satisfy the aspirations of the employee to meet the future needs of the company?  In this way, the company will support the employee in creating personalized development plans which align the employee’s aspirations with organizational objectives.  

As such, employee career development and progression are vital aspects of talent management that contribute to individual satisfaction and overall organizational success.  In pursuit of these goals, encourage regular performance discussions and goal-setting between employees and managers, providing constructive feedback and identifying development opportunities.  

Of course, plans are inert in and of themselves.  And as mentioned a few times already, it is necessary to provide access to the resources that will enable the employees to expand their knowledge and offer the ability to grow into the roles to which they aspire.

6)     Employee engagement and retention.

Companies invest a considerable amount of time and money recruiting and hiring employees.  But this investment is at risk of being squandered by not doing what is reasonably required to retain that employee.  And what seems lost is that an employee who is retained takes some of the pressure off the recruitment and hiring process.

As such, employee engagement and retention are critical factors in maintaining a motivated and productive workforce.  And the wise HR Department will know to invest in professional development opportunities for providing avenues for skill enhancement and career growth.  Doing so will also foster a sense of purpose by aligning individual roles with the organization’s mission and values and encourage social connections through team-building activities and events that strengthen interpersonal relationships.

Although it is almost cliché, an organization needs to promote and deliver on a work-life balance.  This can be accomplished in several ways by offering; flexible schedules, remote work options, and wellness programs that support employees’ physical and mental well-being.  But do not believe there is one magic approach which will serve the needs of everyone.  Better to offer an assortment and let the employee select (to the extent possible) what will best serve them.  It is also important to recognize and reward achievements, both big and small, to reinforce a culture of appreciation and acknowledgment.

To help tether an employee to the organization, offer a sense of being a part of something, and support employee engagement, establish clear and transparent communication channels to keep employees informed about organizational changes, goals, and successes.  Also provide opportunities for employees to contribute ideas and feedback, fostering a sense of ownership and involvement.

Help the employee understand that they can grow their role in the organization by implementing effective performance management practices.  This can include regular check-ins, goal-setting, and career development discussions.  And be sure to address concerns and conflicts promptly and professionally; making sure to maintain a safe space that is not adversarial for the employee to engage.

Ultimately, sustained employee engagement and retention stem from a holistic approach that prioritizes a positive work environment, opportunities for growth, and a genuine commitment to employee satisfaction and well-being. 

All too often, I see organizations that speak the words, but do not follow with deeds.  Do not be one of those organizations; be better. 

7)     Employee performance management.

People need goals.  They need goals to which they can strive.  They use goals as a guide for how their career is evolving and in what direction.  And they need goals for achieving the rewards for the effort and the increased value they are expected to drive to the company.

Effective employee performance management is integral to organizational success.  Begin by establishing clear performance expectations through goal-setting and regular communication.  Implement a continuous feedback system that emphasizes both positive contributions and areas for improvement.  Foster open and honest communication channels between employees and managers to address challenges and provide support.

Regularly assess performance through objective metrics and key performance indicators, aligning individual goals with broader organizational objectives.  Recognize and reward achievements, reinforcing a culture of excellence.  Provide opportunities for skill development and career growth, ensuring employees feel invested in their professional advancement.

Conduct regular performance reviews that are constructive and forward-looking, focusing on both short-term accomplishments and long-term development that satisfies the ambitions of the employee and drives value to the company.  Encourage employees to take an active role in their performance management, setting their own goals and contributing to the evaluation process.

Be sure to address performance issues promptly, providing constructive feedback and outlining improvement plans.  And pay attention to the opportunities for the company to improve their support of the employee that might come from these discussions.  Maintain flexibility in adapting performance management strategies to evolving organizational needs and industry trends.

By fostering a performance management system that is designed for the benefit of the employee and of the company, transparent, collaborative, and growth-oriented, organizations can enhance individual and collective effectiveness, ultimately contributing to sustained success.

8)     Employee compensation and benefits.

Over the past few years, especially in the tight labor market that has existed, employee compensation and benefits packages have come under considerable pressure.  There have been near countless instances that I have witnessed or heard of where; i) a valuable employee asks for a specific increase, ii) the company refuses to do what is necessary to keep the valuable employee, iii) the employee leaves, iv) the company spends a ton of cash looking for a replacement (not to mention the lack of the value the employee would have driven to the company had they remained), and v) finally hires a replacement at the price the original employee was asking (and who may or may not need the skills to be developed).

Crafting a competitive and motivating employee compensation and benefits strategy is essential for attracting and retaining top talent.  Begin by conducting regular market analyses to ensure salary structures align with industry standards.  Tailor benefits packages to meet diverse employee needs, considering healthcare, retirement plans, and flexible work arrangements.

As a start, establish transparent communication about compensation and benefits, ensuring employees understand the value of their total rewards package.  Consider non-monetary incentives such as professional development opportunities, recognition programs, and work-life balance initiatives.

Be sure to regularly review and update compensation structures to remain competitive in the market and recognize employee contributions.  Provide opportunities for skill development and career advancement, linking performance to rewards and seek employee input through surveys or focus groups to understand their preferences and needs regarding compensation and benefits.  

Foster a culture of fairness and equity in reward distribution to enhance employee satisfaction and motivation.  And assess and adjust compensation and benefits packages to remain competitive in a labor market that is quickly evolving.  

9)     Employee succession planning.

All the previous steps ultimately lead to succession; either an employee will be promoted to another position, or they will separate from the company.  Unfortunately, most companies have poor succession plans except for the most senior levels of management (and even then).

What usually will happen is that an employee will move into a new role for which they are not fully prepared; and where there might not be a formal upskilling program in place to assess the skills of the employee and train on what is lacking.  Compound this challenge with the person who has been promoted to take the place of the other and with similar challenges.  The result looks like a “Slinky”, where the employees are stretched to cover both their previous role and their new role.  And nothing good can come of that if it goes on too long.

Therefore, employee succession planning is a strategic initiative crucial for ensuring a smooth transition of key roles and sustaining organizational effectiveness.  Begin by identifying critical positions and competencies needed for future success.  Develop a talent pool by assessing current employees for leadership potential and high-performance capabilities.  Implement mentorship programs and leadership development initiatives to nurture and groom potential successors.

To avoid the pitfalls, a comprehensive succession plan must be created that outlines roles, responsibilities, and timelines.  As is a common thread throughout this article, the company needs to establish a clear communication strategy to inform key stakeholders about the succession planning process and its significance.  Foster a culture of continuous learning and skill development, ensuring employees are equipped to take on leadership roles when needed.

And the company needs to encourage cross-functional experiences and diverse assignments to broaden the skill sets of potential successors.  This can be accomplished, in part, by regularly reviewing and updating the succession plan to adapt to changing business needs and talent landscapes.  Be sure to provide ongoing feedback and performance assessments to ensure alignment between individual development and organizational goals.

The company should also incorporate contingency plans for unexpected departures, identifying backup successors and readiness plans; especially for critical roles or talents.  Communicate that succession planning as a shared responsibility across the organization, involving both HR and leadership teams.

The importance of a succession plan before promotion cannot be overstated.  A comprehensive succession plan identifies and nurtures internal talent, reducing the reliance on external hires and ensuring a pipeline of qualified individuals ready to step into elevated roles.  It mitigates risks associated with talent gaps and facilitates a smoother transition, promoting organizational stability.

By investing in a robust succession planning process and revisiting them periodically (once per year, at a minimum), organizations can mitigate risks associated with leadership gaps, build a strong pipeline of talent, and cultivate a culture of leadership development that ensures long-term success.

10) Employee off-boarding

There are two types of off-boarding an employee; 1) promoting them within the company to another position and 2) separation from the organization.

Employee promotion.

Employee promotion is a critical aspect of talent management that requires a strategic and transparent approach.  Begin by establishing clear criteria for promotion based on performance, skills, and potential.  Communicate these criteria openly, ensuring employees understand the expectations for advancement within the organization.

Encourage a culture of continuous learning and skill development, providing employees with opportunities to acquire the necessary competencies for higher-level roles.  Implement a fair and objective evaluation process, incorporating input from both supervisors and peers to assess an individual’s contributions and capabilities.

Ensure transparency in the promotion process, communicating decisions clearly and providing constructive feedback to those who may not be selected.  Celebrate promotions openly, recognizing the achievements and contributions of promoted employees.  Support newly promoted individuals with a smooth transition, offering guidance and resources to help them succeed in their expanded roles.

By fostering a culture of meritocracy and providing a clear pathway for career progression, organizations can motivate and retain top talent while maintaining a positive and fair work environment.  Regularly review and refine promotion practices to align with evolving organizational needs and industry best practices.

Employee promotion is a pivotal aspect of talent management, and a strategic approach, coupled with a robust succession plan, is crucial for sustained organizational success.  Begin by establishing transparent criteria for promotions, aligning them with performance, skills, and potential.  A well-communicated and consistently applied promotion process fosters a sense of fairness and motivates employees to strive for advancement.

Before promotion, assess potential candidates against the criteria outlined in the succession plan.  This involves not only evaluating current performance but also recognizing leadership potential and alignment with the organization’s values.  By promoting from within, organizations reinforce a culture of growth and loyalty, as employees see a clear pathway for career progression.

Continuous refinement of the succession plan is vital to adapt to changing business needs and talent landscapes.  Also, regularly communicate with employees about career development opportunities, and provide the necessary resources for skill enhancement.

In essence, an effective employee promotion strategy, coupled with a well-executed succession plan, not only acknowledges and rewards individual contributions but also ensures a sustainable talent pipeline, contributing to long-term organizational resilience and success.

Other than the promotion of an employee as described above, it is wise to have established a standardized offboarding process to ensure consistency and completeness when an employee leaves.  But this should already have been established as part of succession planning, right?  RIGHT?!

Separation

However, unlike a promotion, separation means the person will no longer be available to share the wisdom of the position they held for those who will be taking over their responsibilities; at least not for very long.  As such, employee separation, whether through resignation or termination, demands a thoughtful and respectful approach to mitigate potential negative impacts on both the departing employee and the organization.  

Use the opportunity to celebrate the employee’s contributions and express gratitude for their service.  Foster a positive and supportive environment during the departure, maintaining relationships for potential future collaborations or rehiring opportunities.  And ensure transparent communication about the reasons for separation while respecting privacy and confidentiality.  Provide departing employees with the necessary information regarding benefits, final pay, and the return of company property.

Make every attempt to conduct as thorough knowledge transfer sessions as possible (without it turning into an interrogation) to preserve institutional knowledge and ease the transition for remaining team members.  Finally, try to maintain open lines of communication post-separation to address any lingering questions or concerns. 

Although many companies perform them, I am not a big fan of exit interviews which are intended to gain insights into the reasons for employee departures and make data-driven improvements.  Frankly, I do not believe companies get the unfiltered answers (the answers might even be lies).  Most employees do not want to burn any bridges, throw people under the bus, or otherwise have a difficult conversation.  They just want to leave and get on with their next chapter. 

By handling employee separation with empathy and professionalism, organizations can uphold their reputation and create an environment conducive to positive employee experiences.

The Employee Life Cycle

We covered the 10 Stages of the Employee Lifecycle.  And what I have shared is just one spin of the cycle.  Surely, there is a beginning when a person first gets recruited and hired.  And the is also an ending when a person is off-boarded and separated from the company.  Otherwise, the cycle continues as the employee grows in their position and eventually moves into another position; keeping in mind that the moves might not be considered “up”, but can also be sideways, and even (more rarely) down.

And certainly, we can argue that some can be merged, some can be further separated, and some can even be reordered.  But then you would be missing the main point of the article, that it is a cycle; and a cycle that most companies have not implemented as well as they could and should.

It is also incredibly important that the employee does not leave all of this to HR, but takes an active role in managing the cycle; and the weaker the HR department is, the more the employee has to step-up and ensure they are taking control of their career trajectory; packing your own parachute, as they say.

Companies used to be very good at this; ensuring their workforce grows and stays.  There are many people on LinkedIn who I have met who have spent their entire life at a single organization.  There are also many more people who I have met that only stay a couple of years working for a company before they move on.  And almost always, it is because the company did not support the employee and the employee’s aspirations.

This leads me to believe the HR departments of most companies today are focused on helping employees on their career journeys.  Rather, they are more focused on compliance.  And that is a real pity and not in the best interests of everyone.

About the Author

Paris is an international expert in the field of Operational Excellence, organizational design, strategy design and deployment, and helping companies become high-performance organizations.  His vehicles for change include being the Founder of; the XONITEK Group of Companies; the Operational Excellence Society; and the Readiness Institute.

He is a sought-after speaker and lecturer and his book, “State of Readiness” has been endorsed by senior leaders at some of the most respected companies in the world.

Click here to learn more about Joseph Paris or connect with him on LinkedIn.

Of course, compliance is an important responsibility of an HR Department.  But if that is the extent of their expected value to the organization, then there is a lot of money being left on the table.

Compliance is certainly easier than being strategic.  After all, compliance is merely ensuring that someone or something is conforming to some established standards.  With respect to HR, it can be the governing body in determining whether a person is behaving within the stated standards of the company as established in the employee handbook (assuming one exists, which is no given), or that all the relevant forms are properly completed and submitted on a timely basis, or that a person’s certifications or licenses are up to date.

In essence, compliance is just comparing what is to what should be and identifying or rectifying any gaps that might exist.

Contrast that with being strategic, which requires the ability to be creative and often “draw outside the lines” that is the domain of compliance.  This is an uncomfortable place for an HR department whose emphasis is compliance to operate.

The reason I referred to being strategic as having the ability to “draw outside the lines” is that the establishment of, and adherence to, some stated process, attributes, or characteristics are often less strict.

For example, a candidate for employment in a position might not have all the desired experience or skills that are posted on the job description; they might have more, they might have less, they might have different.  And even if the “perfect candidate” comes along, perfect in every way, they have as good a chance of being hired as they have of not being hired.

And this “fuzziness” with respect to adherence to some semblance of perfection does not stop at recruiting; it is usually pervasive throughout the employee lifecycle in any given position.

Accordingly, below you will find the 10 Stages of the Employee Lifecycle for your consideration.

One thing you need to keep in mind as your read this is that I often refer to HR having certain responsibilities. This is not to be interpreted as my believing they have to do the work which may often be beyond their domain of expertise (especially detailed work related to a position). Rather they need to verify that the work is completed accurately and in a timely manner; and to manage the requirements and processes.

For instance, take on-boarding (nr.3) as an example; I would not expect for HR to develop the on-boarding requirements and processes for each position in the company. I would expect the manager of the position would create the requirements and processes and share them with HR so t that HR can ensure new employees (or existing employees new to the position) are fulfilling the requirements and following the processes.

As an example, the HR department might not know what is required to bring on-board a new machinist, but the manager of the machining department should. Therefore, the manager of the machining department would; a) detail the requirements of a new machinist (similar, if not the same, as a job description), b) match the skills of the machinist to what is required, c) create an action-plan for upskilling the new machinist where they are deficient and d) create the processes for all of this to happen.

Then the manager of the machining department would share these details with HR who would be responsible for being the repository for the knowledge and that the requirements and processes are being followed; updating as necessary and appropriate.

1)     Recruitment

Recruitment starts with properly defining and crafting a well-defined position and is foundational to successful recruitment.  By investing time in precision and clarity, organizations can attract candidates who align with the role and contribute effectively to the company’s success.  Start with conducting a thorough job analysis to understand the role’s responsibilities, skills required, and its impact on the organization.  

Then, as clearly and concisely as possible, detail the position’s purpose, its goals, and the reporting structure in the job description thereby providing candidates with a comprehensive overview of the job and its expectations.  Be sure to specify qualifications and experience needed, striking a balance between essential and preferred criteria.  

In crafting the job description, it is essential to collaborate with the relevant stakeholders to ensure alignment between the position and broader company objectives.  Be sure to use inclusive language and emphasize the company’s values to attract a diverse pool of candidates, but also make sure that the candidates understand the requirements of the position. 

Incorporate realistic expectations regarding work hours, travel, and potential challenges.  You should also regularly review and update the job descriptions to reflect the evolving needs and industry trends.  It is also important to ensure the employees presently holding the position are upskilled for any changes in the job description so that they remain qualified.

Assuming the foundational efforts of properly determining a job description, attention can be paid to improving the recruitment process.

Usually, the HR department is the face of the organization to new employee candidates and acts as the gateway for the organization’s talent acquisition strategy.  Therefore, HR professionals should cultivate a comprehensive understanding of the company’s culture, values, and skill requirements to effectively attract and assess candidates.  

By fostering a positive candidate experience, HR can enhance the employer brand and attract top-tier talent.  Leveraging data analytics and metrics enables HR to refine recruitment strategies, optimizing for efficiency and effectiveness and continuous collaboration with hiring managers ensures alignment between organizational goals and staffing needs.  Continuous improvement is key; regularly assess and adapt recruitment practices to stay responsive to evolving organizational needs and market trends.

Leverage a multi-channel approach, utilizing online platforms, social media, and networking events to reach diverse talent pools; and do not forget, the best candidates for the position might already work at the organization! 

Be sure to streamline application and interview processes to enhance candidate experience, ensuring seamless interactions from application to onboarding.  Except for those in the C-Suite (and even then), it should not take a dozen interviews and six months to hire someone.  After four interviews, a well-qualified candidate will come to the determination the company does not know what they are looking for, is wasting their time, and disengage.

2)     Hiring

When a candidate is found and the offer accepted, your organization must prioritize making the process seamless and engaging; and as positive an experience as possible.  After all, there is only one opportunity to make a first impression; keeping in mind the interview process is when everyone is putting forth their best façade, but now it is real.

Start with clear communication before the first day, providing essential details about the workplace, dress code, and any documentation required.  Ensure all necessary paperwork is organized and completed promptly, streamlining the administrative aspects of onboarding.  Implement comprehensive training programs tailored to the role, covering essential job functions, company policies, and safety protocols.

Prepare a structured orientation program that introduces the new hire to the company’s mission, values, and culture.  Assign a mentor or buddy to facilitate integration and answer questions.  And encourage social interactions by organizing welcome events or team-building activities, fostering a sense of belonging.  Also, regular check-ins with the new employee and the provision of constructive feedback (both ways) contribute to a positive onboarding experience.

Lastly, continually evaluate and refine the hiring processes based on feedback and performance metrics, ensuring a consistent and effective approach for future hires.  A well-executed hiring process sets the foundation for employee success and satisfaction within the organization.

3)     On-boarding.

Effective onboarding into a new role is a strategic process that involves thoughtful planning and addressing skills gaps.  Begin by conducting a thorough assessment of the employee’s existing skills and competencies compared to the requirements of the new role.  This analysis should serve as a guide for the development of a personalized onboarding plan.

Provide access to relevant training materials, resources, and mentorship programs to bridge identified skills gaps.  Facilitate regular check-ins and feedback sessions to gauge the employee’s progress, understanding any challenges they may face.  Foster an open communication environment, encouraging the employee to voice concerns or seek clarification.

Even after the onboarding, encourage continuous learning by offering opportunities for skill development and additional training, whether through workshops, online courses, or mentor-guided experiences (more on this a bit later).  Establish a feedback loop involving the employee, managers, and relevant stakeholders to assess the effectiveness of the onboarding process and make necessary adjustments.

Not just for hiring, but having a mentorship or buddy system to provide ongoing support and guidance will help the employees acquire the skills necessary to succeed more quickly, acclimate to the organizational culture, and build a sense of camaraderie.

As with every process, regularly review and refine the onboarding processes based on feedback and evolving organizational needs.  By prioritizing a personalized and dynamic onboarding approach that addresses skills gaps, organizations can accelerate the integration of new employees, enhance job satisfaction, and contribute to long-term success.

4)     Employee training and education.

Employee training and education are fundamental and necessary components of organizational development, fostering a skilled and adaptable workforce. To establish best practices, organizations should begin by conducting a thorough needs assessment. This involves identifying specific skill gaps, both current and future, and aligning training programs with overarching business goals.

Collaboration between HR and departmental managers is crucial and will help to ensure that training programs are tailored to specific job requirements and industry trends. Embrace emerging technologies to deliver training in innovative ways, staying ahead of the curve in skill development.

Many training and education programs focus on the skills necessary for the employees to have the skills they need today but fail to anticipate the skills that will be needed in the company of tomorrow. For instance, what impact might Artificial Intelligence (AI) have on the knowledge-workers in the company such as programmers, engineers, sales, marketing, and even HR? Is your company considering these future needs today?

A diversified approach to learning is essential. Combine traditional methods, such as workshops and seminars, with modern techniques like e-learning modules and interactive simulations. This will accommodate the different learning styles and ensures engagement. And regularly assess training effectiveness using metrics such as skill improvement, application in the workplace, and employee feedback. Adjust programs based on these evaluations to optimize impact and relevance.

Employee training should be linked to career growth. Offer clear pathways for advancement and provide support for employees seeking additional qualifications. In essence, effective training and education practices contribute not only to individual and team proficiency but also to organizational agility and competitiveness in a rapidly evolving business landscape.

The terms “upskilling” and “reskilling” are terms often used in the context of employee development, but they refer to distinct approaches with different objectives.

Employee Upskilling focuses on enhancing the existing skills of employees, usually to keep them relevant and competitive in their current roles or to prepare them for more advanced responsibilities within the same field.  The main aim of upskilling is to improve employees’ proficiency in their current roles or to prepare them for potential promotions by adding advanced skills and knowledge.

All too often, people are promoted to a position for which they are not qualified and are given scant opportunity to acquire the skills necessary to succeed.  Making matters worse, the person who fills the void of the person promoted also has a skillset deficiency.  The result is that neither employee is as successful in their new roles as they could be and tends to gravitate back towards the responsibilities of their previous role; creating stress, anxiety, and disharmony.

Therefore, upskilling is paramount for staying ahead in a dynamic business environment.  Begin by identifying the key skills that align with organizational goals through a thorough assessment.  Implement a tailored upskilling program that encompasses various learning methods, including workshops, online courses, and hands-on experiences.

Foster a culture that encourages continuous learning and professional development, emphasizing the value of upskilling for both individual growth and the organization’s success.  Provide accessible resources and support, enabling employees to take ownership of their learning journey.

As necessary, collaborate with subject matter experts and leverage external resources to design targeted upskilling initiatives.  Ensure that upskilling programs are aligned with industry trends and emerging technologies.  Regularly assess the effectiveness of upskilling efforts through performance metrics and employee feedback; making adjustments to meet evolving needs.

And establish a transparent communication strategy, outlining the benefits of upskilling and how it contributes to career progression.  Be sure to recognize and celebrate achievements and establish a positive and supportive learning culture.  In essence, strategic upskilling practices will empower employees, enhance their expertise, and position the organization for sustained success.

Employee Reskilling involves training employees in entirely new skills that are different from the current skill set they have.  It is typically necessary when there is a significant shift in the organization’s technology, processes, or business focus, and existing skills become obsolete.  The primary goal of reskilling is to equip employees with the skills required for different roles or to adapt to new technologies and business needs and therefore will be increasingly important if companies want to maintain a workforce in which they are already heavily invested and is imperative in today’s rapidly evolving work landscape.  

Begin by establishing what skillsets are needed for the present and future workforce and then create roadmaps for those with existing skillsets that most easily align with the future skillsets.  Then create a reskilling roadmap upon which the existing employees can embark.  Be sure to support the reskilling efforts by having the resources, including industry experts, which are necessary to be successful in the reskilling efforts as well as allowing the time necessary for the employee to become reskilled.  As with upskilling, be sure to accommodate diverse learning styles.  

A reskilling program that does not have the resources or allow the time is of no particular value.  

While upskilling is about refining and expanding existing skills to meet current or anticipated demands within the same domain, reskilling involves a more significant shift to entirely new skills and is often in response to major organizational changes.  But both reskilling and upskilling are vital components of a comprehensive employee development strategy that aims to ensure the workforce remains adaptable and capable in a rapidly changing work environment.

5)     Employee career development and progression

According to the Society for Human Resource Management (SHRM) the cost of acquiring a new employee can cost approximately $5,000 for a rank-and-file employee and approximately $30,000 for a professional or executive; even much more for top talent.  This includes all soft costs (advertising, recruitment, interviews, due-diligence, and so on) and hard costs (placement agency fees, onboarding costs, non-productive time while learning, and so on).

And once hired, and as a general rule of thumb according to the Small Business Administration (SBA) an employee will cost between 1.25x and 1.4x of the annual the salary on an on-going basis.

And these costs are also incurred (albeit to a lesser degree), when moving from one position in a company to another position in the same company.

Keeping these investment requirements in mind, it makes incredible financial sense for the company to take a vested and proactive approach when it comes to the career development and progression of an employee; if nothing else than to protect their original investment.

Therefore, the company must look at their relationship with the employee as a partnership; What are the aspirations of the employee?  What are the needs of the company now and into the future?  How can a roadmap be created that will satisfy the aspirations of the employee to meet the future needs of the company?  In this way, the company will support the employee in creating personalized development plans which align the employee’s aspirations with organizational objectives.  

As such, employee career development and progression are vital aspects of talent management that contribute to individual satisfaction and overall organizational success.  In pursuit of these goals, encourage regular performance discussions and goal-setting between employees and managers, providing constructive feedback and identifying development opportunities.  

Of course, plans are inert in and of themselves.  And as mentioned a few times already, it is necessary to provide access to the resources that will enable the employees to expand their knowledge and offer the ability to grow into the roles to which they aspire.

6)     Employee engagement and retention.

Companies invest a considerable amount of time and money recruiting and hiring employees.  But this investment is at risk of being squandered by not doing what is reasonably required to retain that employee.  And what seems lost is that an employee who is retained takes some of the pressure off the recruitment and hiring process.

As such, employee engagement and retention are critical factors in maintaining a motivated and productive workforce.  And the wise HR Department will know to invest in professional development opportunities for providing avenues for skill enhancement and career growth.  Doing so will also foster a sense of purpose by aligning individual roles with the organization’s mission and values and encourage social connections through team-building activities and events that strengthen interpersonal relationships.

Although it is almost cliché, an organization needs to promote and deliver on a work-life balance.  This can be accomplished in several ways by offering; flexible schedules, remote work options, and wellness programs that support employees’ physical and mental well-being.  But do not believe there is one magic approach which will serve the needs of everyone.  Better to offer an assortment and let the employee select (to the extent possible) what will best serve them.  It is also important to recognize and reward achievements, both big and small, to reinforce a culture of appreciation and acknowledgment.

To help tether an employee to the organization, offer a sense of being a part of something, and support employee engagement, establish clear and transparent communication channels to keep employees informed about organizational changes, goals, and successes.  Also provide opportunities for employees to contribute ideas and feedback, fostering a sense of ownership and involvement.

Help the employee understand that they can grow their role in the organization by implementing effective performance management practices.  This can include regular check-ins, goal-setting, and career development discussions.  And be sure to address concerns and conflicts promptly and professionally; making sure to maintain a safe space that is not adversarial for the employee to engage.

Ultimately, sustained employee engagement and retention stem from a holistic approach that prioritizes a positive work environment, opportunities for growth, and a genuine commitment to employee satisfaction and well-being. 

All too often, I see organizations that speak the words, but do not follow with deeds.  Do not be one of those organizations; be better. 

7)     Employee performance management.

People need goals.  They need goals to which they can strive.  They use goals as a guide for how their career is evolving and in what direction.  And they need goals for achieving the rewards for the effort and the increased value they are expected to drive to the company.

Effective employee performance management is integral to organizational success.  Begin by establishing clear performance expectations through goal-setting and regular communication.  Implement a continuous feedback system that emphasizes both positive contributions and areas for improvement.  Foster open and honest communication channels between employees and managers to address challenges and provide support.

Regularly assess performance through objective metrics and key performance indicators, aligning individual goals with broader organizational objectives.  Recognize and reward achievements, reinforcing a culture of excellence.  Provide opportunities for skill development and career growth, ensuring employees feel invested in their professional advancement.

Conduct regular performance reviews that are constructive and forward-looking, focusing on both short-term accomplishments and long-term development that satisfies the ambitions of the employee and drives value to the company.  Encourage employees to take an active role in their performance management, setting their own goals and contributing to the evaluation process.

Be sure to address performance issues promptly, providing constructive feedback and outlining improvement plans.  And pay attention to the opportunities for the company to improve their support of the employee that might come from these discussions.  Maintain flexibility in adapting performance management strategies to evolving organizational needs and industry trends.

By fostering a performance management system that is designed for the benefit of the employee and of the company, transparent, collaborative, and growth-oriented, organizations can enhance individual and collective effectiveness, ultimately contributing to sustained success.

8)     Employee compensation and benefits.

Over the past few years, especially in the tight labor market that has existed, employee compensation and benefits packages have come under considerable pressure.  There have been near countless instances that I have witnessed or heard of where; i) a valuable employee asks for a specific increase, ii) the company refuses to do what is necessary to keep the valuable employee, iii) the employee leaves, iv) the company spends a ton of cash looking for a replacement (not to mention the lack of the value the employee would have driven to the company had they remained), and v) finally hires a replacement at the price the original employee was asking (and who may or may not need the skills to be developed).

Crafting a competitive and motivating employee compensation and benefits strategy is essential for attracting and retaining top talent.  Begin by conducting regular market analyses to ensure salary structures align with industry standards.  Tailor benefits packages to meet diverse employee needs, considering healthcare, retirement plans, and flexible work arrangements.

As a start, establish transparent communication about compensation and benefits, ensuring employees understand the value of their total rewards package.  Consider non-monetary incentives such as professional development opportunities, recognition programs, and work-life balance initiatives.

Be sure to regularly review and update compensation structures to remain competitive in the market and recognize employee contributions.  Provide opportunities for skill development and career advancement, linking performance to rewards and seek employee input through surveys or focus groups to understand their preferences and needs regarding compensation and benefits.  

Foster a culture of fairness and equity in reward distribution to enhance employee satisfaction and motivation.  And assess and adjust compensation and benefits packages to remain competitive in a labor market that is quickly evolving.  

9)     Employee succession planning.

All the previous steps ultimately lead to succession; either an employee will be promoted to another position, or they will separate from the company.  Unfortunately, most companies have poor succession plans except for the most senior levels of management (and even then).

What usually will happen is that an employee will move into a new role for which they are not fully prepared; and where there might not be a formal upskilling program in place to assess the skills of the employee and train on what is lacking.  Compound this challenge with the person who has been promoted to take the place of the other and with similar challenges.  The result looks like a “Slinky”, where the employees are stretched to cover both their previous role and their new role.  And nothing good can come of that if it goes on too long.

Therefore, employee succession planning is a strategic initiative crucial for ensuring a smooth transition of key roles and sustaining organizational effectiveness.  Begin by identifying critical positions and competencies needed for future success.  Develop a talent pool by assessing current employees for leadership potential and high-performance capabilities.  Implement mentorship programs and leadership development initiatives to nurture and groom potential successors.

To avoid the pitfalls, a comprehensive succession plan must be created that outlines roles, responsibilities, and timelines.  As is a common thread throughout this article, the company needs to establish a clear communication strategy to inform key stakeholders about the succession planning process and its significance.  Foster a culture of continuous learning and skill development, ensuring employees are equipped to take on leadership roles when needed.

And the company needs to encourage cross-functional experiences and diverse assignments to broaden the skill sets of potential successors.  This can be accomplished, in part, by regularly reviewing and updating the succession plan to adapt to changing business needs and talent landscapes.  Be sure to provide ongoing feedback and performance assessments to ensure alignment between individual development and organizational goals.

The company should also incorporate contingency plans for unexpected departures, identifying backup successors and readiness plans; especially for critical roles or talents.  Communicate that succession planning as a shared responsibility across the organization, involving both HR and leadership teams.

The importance of a succession plan before promotion cannot be overstated.  A comprehensive succession plan identifies and nurtures internal talent, reducing the reliance on external hires and ensuring a pipeline of qualified individuals ready to step into elevated roles.  It mitigates risks associated with talent gaps and facilitates a smoother transition, promoting organizational stability.

By investing in a robust succession planning process and revisiting them periodically (once per year, at a minimum), organizations can mitigate risks associated with leadership gaps, build a strong pipeline of talent, and cultivate a culture of leadership development that ensures long-term success.

10) Employee off-boarding

There are two types of off-boarding an employee; 1) promoting them within the company to another position and 2) separation from the organization.

Employee promotion.

Employee promotion is a critical aspect of talent management that requires a strategic and transparent approach.  Begin by establishing clear criteria for promotion based on performance, skills, and potential.  Communicate these criteria openly, ensuring employees understand the expectations for advancement within the organization.

Encourage a culture of continuous learning and skill development, providing employees with opportunities to acquire the necessary competencies for higher-level roles.  Implement a fair and objective evaluation process, incorporating input from both supervisors and peers to assess an individual’s contributions and capabilities.

Ensure transparency in the promotion process, communicating decisions clearly and providing constructive feedback to those who may not be selected.  Celebrate promotions openly, recognizing the achievements and contributions of promoted employees.  Support newly promoted individuals with a smooth transition, offering guidance and resources to help them succeed in their expanded roles.

By fostering a culture of meritocracy and providing a clear pathway for career progression, organizations can motivate and retain top talent while maintaining a positive and fair work environment.  Regularly review and refine promotion practices to align with evolving organizational needs and industry best practices.

Employee promotion is a pivotal aspect of talent management, and a strategic approach, coupled with a robust succession plan, is crucial for sustained organizational success.  Begin by establishing transparent criteria for promotions, aligning them with performance, skills, and potential.  A well-communicated and consistently applied promotion process fosters a sense of fairness and motivates employees to strive for advancement.

Before promotion, assess potential candidates against the criteria outlined in the succession plan.  This involves not only evaluating current performance but also recognizing leadership potential and alignment with the organization’s values.  By promoting from within, organizations reinforce a culture of growth and loyalty, as employees see a clear pathway for career progression.

Continuous refinement of the succession plan is vital to adapt to changing business needs and talent landscapes.  Also, regularly communicate with employees about career development opportunities, and provide the necessary resources for skill enhancement.

In essence, an effective employee promotion strategy, coupled with a well-executed succession plan, not only acknowledges and rewards individual contributions but also ensures a sustainable talent pipeline, contributing to long-term organizational resilience and success.

Other than the promotion of an employee as described above, it is wise to have established a standardized offboarding process to ensure consistency and completeness when an employee leaves.  But this should already have been established as part of succession planning, right?  RIGHT?!

Separation

However, unlike a promotion, separation means the person will no longer be available to share the wisdom of the position they held for those who will be taking over their responsibilities; at least not for very long.  As such, employee separation, whether through resignation or termination, demands a thoughtful and respectful approach to mitigate potential negative impacts on both the departing employee and the organization.  

Use the opportunity to celebrate the employee’s contributions and express gratitude for their service.  Foster a positive and supportive environment during the departure, maintaining relationships for potential future collaborations or rehiring opportunities.  And ensure transparent communication about the reasons for separation while respecting privacy and confidentiality.  Provide departing employees with the necessary information regarding benefits, final pay, and the return of company property.

Make every attempt to conduct as thorough knowledge transfer sessions as possible (without it turning into an interrogation) to preserve institutional knowledge and ease the transition for remaining team members.  Finally, try to maintain open lines of communication post-separation to address any lingering questions or concerns. 

Although many companies perform them, I am not a big fan of exit interviews which are intended to gain insights into the reasons for employee departures and make data-driven improvements.  Frankly, I do not believe companies get the unfiltered answers (the answers might even be lies).  Most employees do not want to burn any bridges, throw people under the bus, or otherwise have a difficult conversation.  They just want to leave and get on with their next chapter. 

By handling employee separation with empathy and professionalism, organizations can uphold their reputation and create an environment conducive to positive employee experiences.

The Employee Life Cycle

We covered the 10 Stages of the Employee Lifecycle.  And what I have shared is just one spin of the cycle.  Surely, there is a beginning when a person first gets recruited and hired.  And the is also an ending when a person is off-boarded and separated from the company.  Otherwise, the cycle continues as the employee grows in their position and eventually moves into another position; keeping in mind that the moves might not be considered “up”, but can also be sideways, and even (more rarely) down.

And certainly, we can argue that some can be merged, some can be further separated, and some can even be reordered.  But then you would be missing the main point of the article, that it is a cycle; and a cycle that most companies have not implemented as well as they could and should.

It is also incredibly important that the employee does not leave all of this to HR, but takes an active role in managing the cycle; and the weaker the HR department is, the more the employee has to step-up and ensure they are taking control of their career trajectory; packing your own parachute, as they say.

Companies used to be very good at this; ensuring their workforce grows and stays.  There are many people on LinkedIn who I have met who have spent their entire life at a single organization.  There are also many more people who I have met that only stay a couple of years working for a company before they move on.  And almost always, it is because the company did not support the employee and the employee’s aspirations.

This leads me to believe the HR departments of most companies today are focused on helping employees on their career journeys.  Rather, they are more focused on compliance.  And that is a real pity and not in the best interests of everyone.

About the Author

Paris is an international expert in the field of Operational Excellence, organizational design, strategy design and deployment, and helping companies become high-performance organizations.  His vehicles for change include being the Founder of; the XONITEK Group of Companies; the Operational Excellence Society; and the Readiness Institute.

He is a sought-after speaker and lecturer and his book, “State of Readiness” has been endorsed by senior leaders at some of the most respected companies in the world.

Click here to learn more about Joseph Paris or connect with him on LinkedIn.

The last value on the list was “Safety” to which he stated; “And at ACME Co, safety comes first.”

I asked; “If safety comes first, why is it listed last?”

He was rendered speechless.  And I felt bad for him, but I wasn’t really sorry.

In fact, it might have been a truly honest moment at the conference because many companies talk a big game about safety, but rarely is it the reality.

For example, I have a client that mines and refines minerals.  They talk about safety coming first, but the reality is that they want their machines running all the time with production that is reliably consistent; God help the person who hits the “red button”.  That person will not be celebrated, but rather held to account for their action which ruined any chance of hitting the KPI.

Another example is that of a client I had in Russia (pre-Crimea) that was in the paper and pulp industry.  There was a conveyor that ran about 20 miles per hour and carried material into a vat of nastiness.  If someone fell into that vat; there was no rescue, only recovery.  Yet I would routinely see maintenance workers working on the conveyor by straddling it while it was running; just ten feet or so from the vat.  Of course, they had safety gear.  But they did not wear it because they wanted to look macho.

Let’s talk about machismo and reality

In the chaotic realm of workplace philosophies, where “Safety First” has long been the unassailable mantra, there emerges a rebel with a cause – or perhaps, a rebel without one.  Meet the advocate of “Safety Comes Third” – an individual whose sense of humor is as sharp as their disregard for conventional wisdom.  In a world where seriousness reigns supreme, this audacious concept brings a breath of fresh air, albeit one laden with conflicting notions.

Imagine a workplace where the water cooler discussions are not about accident prevention, but instead, about the quirky mishaps that make everyone laugh.  Picture a scenario where the safety manual gathers dust while employees engage in lighthearted banter about their near-miss encounters with office and workplace apparatus.  It is a workplace where safety briefings are replaced by comedy sketches, and hazard signs are adorned with witty puns, creating an environment where laughter is the best safety measure.

On one hand, proponents of “Safety Comes Third” argue that a workplace where safety is not the primary concern fosters a sense of camaraderie.  When employees bond over shared experiences of slipping on banana peels or narrowly avoiding toppling file cabinets, it creates a unique sense of unity. After all, nothing brings people together like a good laugh at the expense of gravity’s pull or misplaced coffee mugs.

The Germans have a perfect word for it, “Schadenfreude”.  It means to take pleasure in the misfortune of others.

However, the conflicting nature of this philosophy cannot be overlooked.  Critics raise their eyebrows, questioning the sanity of those who dare to suggest that safety should take a backseat to anything. They point to the potential hazards that might arise in such a carefree environment, where employees are more focused on crafting witty retorts than adhering to safety protocols.  The clash between the serious advocates of “Safety First” and the whimsical supporters of “Safety Comes Third” creates a humorous tension, akin to a comedic standoff in a workplace sitcom; or almost any episode of “The Office”.

In this humorous tug-of-war, employees find themselves torn between the gravity of safety concerns and the levity of a workplace that encourages enjoying one’s work; with laughter being a part of that.  Meetings are peppered with contradictory statements, where supervisors sternly remind their teams about the importance of safety, only to be met with mischievous smirks from the “Safety Comes Third” advocates, who believe that a workplace with less emphasis on safety might just be the key to unlocking creativity and innovation.

In this conflicting landscape of safety priorities, one thing is certain: the proponents of “Safety Comes Third” are not advocating for recklessness; or are they?  Instead, promoting a workplace culture where humor is embraced, connections are strengthened, and safety is not just a rule to follow but a source of amusement.  Whether it is a brilliant stroke of comic genius or a recipe for disaster, one cannot deny the audacity and humor that this concept injects into the otherwise serious realm of workplace safety.  So, while the debate rages on, one cannot help but chuckle at the irony of it all – a workplace where safety, quite literally, comes third.

My introduction to “Safety Comes Third”

I was recently introduced to the concept of “Safety Comes Third” by someone who was in the United States Army.  When she mentioned it, and that it was truly a thing in the Army, I did a physical and mental double-take.

She went on to explain that in the United States Army – where discipline, teamwork, and precision are the bedrock of operational success – the phrase “Safety Comes Third” takes on a unique and profound meaning.  Amidst the rigorous training, strategic planning, and high-stakes missions, the Army acknowledges that safety, while undeniably crucial, is not the sole determining factor for mission accomplishment.  The Army values a holistic approach, placing emphasis first on mission readiness and execution, followed by unit cohesion and effectiveness.  When soldiers are thoroughly prepared, mentally sharp, and cohesive as a team, they naturally become more attuned to safety protocols, enhancing their ability to mitigate risks effectively.

This unconventional perspective challenges the traditional hierarchy of workplace values, highlighting the Army’s commitment to excellence in all aspects of military service.  By placing safety third, the Army cultivates a culture of responsibility and vigilance, where soldiers are not just passive recipients of safety guidelines but actively engaged participants in ensuring their well-being and the welfare of their comrades.  In this introductory exploration of the concept within the context of the U.S. Army, we delve into the nuanced approach that underscores the importance of prioritizing mission success and unit effectiveness, ultimately fostering a safer and more resilient force in the face of diverse challenges.

At least that is the theory.

What about in civilian life?

In the fast-paced world in which we live, safety is often touted as the paramount concern in any workplace.  From construction sites to corporate offices, the mantra of “safety first” is ingrained in our minds.  It makes sense, doesn’t it?  After all, who would not want to work in an environment where their well-being is the top priority?

But what if I told you that the reality is that safety comes third?  That’s right, third.  In the grand scheme of things, safety might not be the ultimate guiding principle for every organization.  This contrarian viewpoint challenges the conventional wisdom and urges us to reconsider our approach to workplace values; and perhaps lines-up to the reality.

So, for your consideration, I offer the following;

The Hierarchy of Workplace Values: A Paradigm Shift

Traditionally, safety has been upheld as the cornerstone of a productive and ethical workplace.  It is true that ensuring the safety of employees is crucial, but what if we consider the broader picture?  What if we reevaluate the hierarchy of workplace values and place other factors at the forefront?

What if the paradigm shifts to (or already is in reality) Productivity, Creativity, and Safety?

In this unconventional approach, productivity takes the lead.  A productive workplace fosters innovation, growth, and financial stability.  When employees are motivated, engaged, and driven to excel, they contribute significantly to the organization’s success.  Prioritizing productivity encourages employees to embrace challenges and find creative solutions to problems.

Following closely behind productivity is creativity.  Creativity fuels innovation and drives businesses forward.  Encouraging a creative environment allows employees to think outside the box, explore new ideas, and develop groundbreaking solutions.  Creativity is the lifeblood of progress, making it a fundamental value in any workplace.

Now, where does safety fit into this paradigm?  By placing safety third, we are not downplaying its importance.  Instead, we are acknowledging that a productive and creative workforce is inherently attuned to the significance of safety.  Employees who are motivated and engaged naturally look out for one another, making safety a collective responsibility rather than a top-down mandate.

That is one theory, perhaps.

Fostering a Culture of Responsibility

When safety is demoted from its top position, a culture of responsibility emerges.  In a workplace where productivity and creativity take precedence, employees are encouraged to take ownership of their actions and decisions.  This sense of responsibility empowers individuals to prioritize safety organically, without the need for stringent rules and regulations.

In such a culture, employees are not merely following safety protocols because they are obligated to do so; they are actively aware of their surroundings and potential hazards.  They understand the impact of their actions on themselves and their colleagues.  This heightened awareness promotes a safer environment without the need for constant surveillance or micromanagement.

Balancing Risk and Innovation

Innovation often involves taking risks.  It requires stepping outside the comfort zone and exploring uncharted territories.  While safety is essential, an excessive focus on it can stifle creativity and hinder progress.  By acknowledging that safety comes third, organizations strike a delicate balance between fostering innovation and ensuring the well-being of their employees.

Encouraging employees to embrace calculated risks can lead to groundbreaking discoveries and advancements. When employees feel supported in their endeavors, they are more likely to push boundaries and explore innovative solutions to complex problems.  This balance between risk and safety is crucial for the long-term success of any organization.

Empowering Employees: The Key to a Sustainable Future

Placing safety third is not about neglecting the well-being of employees.  It is about empowering them to be proactive and vigilant.  When employees are trusted to prioritize their safety within a framework of productivity and creativity, they become active participants in creating a secure work environment.

Empowered employees are more likely to speak up when they notice potential hazards or unsafe practices.  They actively contribute to the development of safety protocols and collaborate with management to enhance workplace safety measures.  This sense of ownership fosters a strong sense of community and camaraderie among employees, creating a supportive workplace culture.

Conclusion: Rethinking Workplace Values for a Better, Brighter, and yes, a Safer Future

In challenging the traditional notion that safety comes first, we open the door to a new perspective on workplace values.  By prioritizing productivity, creativity, and responsibility, organizations can create a work environment where employees thrive, innovation flourishes, and safety is a natural outcome.

I was at a conference on Health and Safety some decades ago.  A representative of the automotive safety council came to speak, and his talk was fascinating.

He postulated that automobiles were becoming so safe that drivers and passengers started to believe the marketing hype and were becoming more reckless and more complacent because of all the safety features that existed and how the industry touted how safe their vehicles were.

There were safety belts, safety glass, air bags, bodies that were designed to crumple in an accident, roofs what would protect against roll-overs, and industry watch-dogs that pounced on anything that could be a risk to anyone inside or outside the vehicle.

And yet, accidents were occurring, and people were still getting injured and killed in numbers that, in his opinion, defied the expectation.

His solution?  Replace the airbags with spikes.  If the vehicle becomes involved in an accident, instead of protective airbags being deployed to protect the occupants, spikes would be deployed that would impale them instead.

Would driving behaviors change? Would fatalities and injuries be reduced? Certainly.

Embracing this contrarian approach requires a shift in mindset and a willingness to trust employees to prioritize their well-being.  It is about fostering a culture of mutual respect, trust, and collaboration. When employees are empowered and motivated, they become the driving force behind a successful, safe, and sustainable workplace.

So, the next time you hear someone say, “Safety first,” consider the possibility that safety, while undeniably important, can be a natural outcome of a productive, creative, and responsible workplace.  In this brave new world of work, safety comes third, and in doing so, we may pave the way for a brighter, more innovative – and yes, safe – future.

About the Author

Paris is an international expert in the field of Operational Excellence, organizational design, strategy design and deployment, and helping companies become high-performance organizations.  His vehicles for change include being the Founder of; the XONITEK Group of Companies; the Operational Excellence Society; and the Readiness Institute.

He is a sought-after speaker and lecturer and his book, “State of Readiness” has been endorsed by senior leaders at some of the most respected companies in the world.

Click here to learn more about Joseph Paris or connect with him on LinkedIn.

Hello and welcome to another edition of State of Readiness. I am your host, Joseph Paris.
My guest today is Jesse DePriest, President of Jesse DePriest Consulting, LLC; Privately held consultancy specializing in Lean including; strategy development and deployment, leadership development, process design and analysis, process improvement, problem solving, teamwork.

I have known Jesse for several years and his story is as American as Apple Pie.

Jessie grew up on a dairy farm in Alaska where he was the youngest of 10 brothers and sisters. Those of you might not appreciate how challenging working on a family farm might, be not to mention that farm being a dairy farm. It starts with understanding that the cows have to be milked twice a day, every day of the year. There is no rest.

But having such a challenging job and its responsibilities (even with 9 others to help out) makes a person both resilient and resourceful. Resilient, in that you better be tough and durable otherwise the job will break you. Resourceful, because the challenges make you want to always find easier and better ways of doing your tasks.

Jesse went to university on an ROTC scholarship at the Oregon Institute of Technology where he earned a degree in mechanical engineering. Afterwards he went into the US Army as an officer flying and tending to Blackhawk helicopters; where he and his unit consistently earned performance commendations.

After his time in the US Army, Jesse entered the private sector working at various manufacturing companies and also banking; which was his last W2 job before starting his consulting practice.

The conversation follows Jesse’s journey and the lessons learned along the way. Topics include his thoughts on; Lean principles and practices, leadership, psychological safety, why most everyone knows what should to create a high-performing organization but consistently fail to deliver it (hint: it has to do with KPI’s), and other lessons learned from his experiences.

An interesting conversation which I am sure you will enjoy.

So welcome back to The Outliers Inn!

As is getting to be habit, our co-host Mule has somehow managed to weasel his way out of working his shift with some lame excuse about a traffic jam around Washington DC. How a person can live so long there and not expect traffic; well, perhaps we pick that up another time.

It is a good thing that my irregular regular, Don “the beer man” Burshnick is willing and able to work both sides of the bar.

JP Starts the conversation by sharing and experience from high school about returning from summer vacation. Inevitably the teacher would ask for a 500-word essay sharing what we did on our summer vacation. For me, I went fishing and I went swimming. Now I have to find another 494 words of blah-blah to get up to 500 words.

Maybe that’s why even today we feel we have to add a ton of words to a report to make it “credible” while knowing full well nobody will read after the first page (even if that) while simultaneously ensuring that the messaging in the document will be lost.

And JP and Don share their one thing in common this past summer was that they both had no summer vacation. Although JP won some good money in Saratoga betting on the ponies, he muses that he strung together a couple of days vacation here and there, but most people would simply call that the weekend.

Another regular at the Inn, Stephane, rejoins us. He shares with us that he and his family took summer vacation, and amongst other activities visited Pisa, Italy. His being from Belgium makes it sometimes difficult to understand him; which is why I added a picture of the Leaning Tower when he says “Pisa tour”. He also shares that the clutch in his car failed and that took three weeks to get the work done and it returned. But at least it was summer, and he could ride his bike to work.

And it was a real pleasure to welcome Bernard, a new guest, to The Outliers Inn. Bernard is from Indiana and works at a winery while going to school and raising a family. Even though Bernard has a lot going on, he managed to take a vacation with his family where they played games (including Fortnight) went to the beach, and visited other family members.

So welcome to The Outliers Inn. Open up a legal beverage of your choice and enjoy your stay.

I must admit; my first impression of the workshop was mixed.  I thought the concepts of Design Thinking and its approaches were novel.  But it did not resonate with me because I could not relate to the exercises and problem statements that were being delivered. The connection was not there.

So I was quite surprised when, a month after the conference, the speaker contacted me and shared with me how interesting he found the discipline of Operational Excellence to be in general, and my book, “State of Readiness” in particular; so much so that he had done a complete deconstruction of my book and invited me to the game board he created and organized on Klaxoon. 

My book is divided into four parts and each part has between five and seven chapters.  Per chapter, he created a game board that consisted of; a heading with the title of the chapter, an affinity diagram which shared what he heard and what my main message was supposed to be, boxes where topic areas and things he found interesting could be collected, and a place where ideas for workshops and activities to learn the lessons in the chapter could be outlined.

Truth be told; I was flabbergasted at the level and amount of work He did.  It really was quite extraordinary. And I was fascinated by what he presented, seeing the learning opportunities presented in such a way.

I always thought of myself as a “Systems Thinker” with how everything is interconnected and interoperable.  But being an impatient businessman from New York, I always gravitate to wanting to just “push a button or take a pill” to solve problems or achieve some end.  Maybe it goes back to my Enterprise Resource Planning (ERP) days when I would be presented with a screen that had twenty fields and I just cared about three; why do I have to suffer the other seventeen?

But now I realized that I really was a “Design Thinker”; someone who knows the systems exist (or should exist) and demands that as much as is possible be done in the background and to only serve-up to the user, in terms they can easily and readily understand, that which the user needs in the simplest manner possible.

So I we co-created a “Design Thinking for Operational Excellence^TM” series of workshops and brainstormed some related offerings. The results of which are some real next-level thinking and approaches in the design and deployment of Operational Excellence (and Continuous Improvement) programs themselves and the many considerations related to programs.

But some background on the disciplines of Systems Thinking and Design Thinking is needed to understand the greater results achieved.

Systems Thinking versus Design Thinking

Systems Thinking and Design Thinking are two distinct approaches that offer unique perspectives and methodologies for problem-solving and innovation.  While they share some similarities, they are fundamentally different in their focus, principles, and applications.  This article explores the key differences between Systems Thinking and Design Thinking, highlighting their core concepts, processes, and outcomes.

Systems Thinking is an interdisciplinary approach that seeks to understand the complex interactions and interdependencies within a system and across systems that are interdependent.  It views a problem or situation as part of a larger system and emphasizes the relationships and feedback loops among its components.  Systems Thinking recognizes that changing one element can have ripple effects on the entire system.

Design Thinking, on the other hand, is a human-centered approach to problem-solving that places empathy and user needs at the forefront.  It involves a creative and iterative process that looks to identify and address users’ latent needs through innovation.  Design Thinking focuses on creating tangible and practical solutions that enhance user experiences and meet specific requirements.

One of the key distinctions between Systems Thinking and Design Thinking lies in their scope.  Systems Thinking takes a holistic view, considering the broader context and the interconnectedness of various elements.  It aims to understand the underlying structure and dynamics of the system, often analyzing complex systems with multiple variables and feedback loops.  In contrast, Design Thinking typically zooms in on a specific problem or challenge, focusing on understanding users, their needs, and creating innovative solutions within a defined scope.

Another fundamental difference is their approach to problem framing.  Systems Thinking emphasizes problem definition by identifying the root causes and systemic issues that contribute to a problem.  It looks beyond the surface symptoms to uncover the underlying patterns and structures that shape the problem.  Design Thinking, on the other hand, often starts with a loosely defined problem or challenge and employs techniques like user research and empathy to gain insights and reframe the problem in a way that aligns with user needs and aspirations.

The processes involved in Systems Thinking and Design Thinking also differ.  Systems Thinking typically follows a cyclical process that involves mapping the system, identifying patterns, analyzing feedback loops, and leveraging systems tools and techniques to gain insights into the system’s behavior.  It focuses on understanding the system’s structure and finding leverage points for intervention.  Design Thinking, in contrast, typically follows a non-linear, iterative process that involves stages such as empathize, define, ideate, prototype, and test.  It encourages divergent thinking and multiple iterations to generate and refine ideas before converging on a final solution.

Furthermore, the desired outcomes of Systems Thinking and Design Thinking diverge.  Systems Thinking aims to promote systemic change by addressing the underlying causes and creating long-term sustainable solutions.  It seeks to improve the overall functioning and effectiveness of a system, considering the interconnectedness of its parts. Whereas Design Thinking emphasizes creating user-centered solutions that are practical, feasible, and desirable.  It aims to generate innovative ideas and prototypes that address specific user needs and enhance their experiences.

While both Systems Thinking and Design Thinking are valuable approaches for problem-solving and innovation, they differ in their scope, problem framing, processes, and outcomes.  Systems Thinking provides a holistic understanding of complex systems and their interdependencies, seeking systemic change.  Design Thinking, on the other hand, focuses on human-centered problem-solving, generating user-centric solutions within a defined scope.  Both approaches have their strengths and can be complementary, depending on the nature of the problem and the desired outcomes.

Design Thinking for Operational Excellence.

Design Thinking for Operational Excellence^TM is an application of the Design Thinking methodology to improve operational processes and enhance overall organizational efficiency.  The main benefit is improved communication and operational alignment between all stakeholders by carefully orchestrating and managing human conversations focusing in listening and empathizing with every stakeholder who will be instrumental in making the change happen or is affected by the change.

In this context Design Thinking is used to focus on human emotions, anxiety, and resistance on the one hand but also leveraging the excitement; the eagerness to change and optimism many stakeholders experience when organizations need to change.

After all change is not possible without people and ensuring everybody not only intellectually but also emotionally understands why change is needed, what the opportunities and threats are and how their lives will change after the OPEX program is implemented ensures everybody is on board and well informed before the change starts and during the journey to come.

It involves using the principles and tools of Design Thinking to identify, understand, and address operational challenges and opportunities in a systematic and user-centric manner.

Design Thinking for Operational Excellence^TM recognizes that operational processes are not just technical or mechanical in nature but involve the experiences and interactions of employees, customers, and other stakeholders.  It aims to foster a culture of innovation and continuous improvement by leveraging the human-centered approach of Design Thinking.

The key steps involved in Design Thinking for Operational Excellence^TM typically include:

• Empathize: This stage involves understanding the needs, pain points, and perspectives of the people involved in the operational processes.  It includes engaging with employees, customers, and other stakeholders to gain insights into their experiences and challenges.

• Define: In this stage, the focus is on defining the problem or opportunity in a way that aligns with user needs and organizational goals.  It involves synthesizing the insights gathered during the empathize stage and identifying the specific operational issues that need to be addressed.

• Ideate: This stage encourages divergent thinking to generate a wide range of ideas and potential solutions.  It involves brainstorming sessions and collaborative workshops where cross-functional teams can explore innovative approaches to improve operational processes.

• Capture current state and assumptions: This stage captures the current state in a snapshot to ensure the main arguments and drivers are documented and capture important influencing factors when the decision was made.  This allows for objective reflection and evaluation of how good those decisions were in the past and what were the known and unknow factors affecting decisions to take forward for continuous future learnings.

• Prototype: In this stage, selected ideas from the ideation stage are translated into tangible prototypes or models.  These prototypes can be physical, digital, or even conceptual representations of the proposed solutions.  Prototyping allows stakeholders to visualize and test potential solutions before implementing them on a larger scale.

• Test: The prototypes developed in the previous stage are tested and evaluated to gather feedback and validate their effectiveness.  This involves conducting experiments, simulations, or small-scale trials to assess the impact of the proposed solutions on operational processes and user experiences.

• Implement: Based on the insights gained from testing, the most viable and effective solutions are selected for implementation.  This stage involves planning and executing the necessary changes to operational processes, which may include process redesign, automation, technology adoption, or changes in organizational structure.

• Iterate: Design Thinking for Operational Excellence^TM recognizes that improvement is an ongoing process.  Therefore, the iterative nature of Design Thinking ensures that continuous feedback, monitoring, and refinement are integrated into the operational processes.  This allows for further optimization and adaptation based on real-world experiences and evolving user needs over time.

• Document & Archive: Design Thinking workshops are a tremendous source of knowledge and should be documented and archived to be used for similar challenges in the future but also for retrospectives and post-analysis both for what was successful as well as what failed.  In most failed projects people will come back and say, “If we had known____ Then we would have ___” 

Those learnings are incredible valuable and are part of the companies competitive advantage to avoid repeating mistakes and reoccurring patterns that are certain to fail.

By applying Design Thinking to Operational Excellence^TM, organizations can achieve several benefits, including:

• Managers can evaluate organizational readiness to change: Design Thinking workshops allow for simulations of “What if…” scenarios diving into the expected and potential future states and uncover un-known situations, scenarios and opportunities. And as such, are helpful for managers to understand what the current readiness of their organization is and if they are ready to start the journey.

• Employee buy-in and emotional readiness: Design Thinking allows stakeholders affected by change to share and voice their anxiety, hopes and aspirations and discover on their own “What’s in for me” as part of open, honest, and constructive conversation.

• Enhanced user experiences: Design Thinking focuses on understanding and meeting user needs, resulting in improved experiences for employees, customers, and other stakeholders involved in operational processes.

• Increased efficiency and effectiveness: By identifying and addressing operational challenges, Design Thinking can streamline processes, reduce waste, and optimize resource allocation, leading to increased efficiency and effectiveness.

• Innovation and creativity: Design Thinking encourages innovative thinking and problem-solving, fostering a culture of creativity within the organization.  This can lead to breakthrough solutions and novel approaches to operational challenges.

• Collaboration and cross-functional alignment: Design Thinking brings together diverse stakeholders and encourages cross-functional collaboration, enabling a holistic understanding of operational processes and fostering alignment towards common goals.

• Agility and adaptability: The iterative nature of Design Thinking allows organizations to be agile and adaptable in response to changing market dynamics and evolving user needs.  It promotes a culture of continuous improvement and learning.

Design Thinking for Operational Excellence^TM provides a structured and user-centric approach to improving operational processes and driving organizational performance.  It combines empathy, creativity, and iteration to foster innovation, enhance user experiences, and optimize operational efficiency.  Design Thinking for Operational Excellence^TM offers a new approach to tackle the toughest and hardest question in organizational change:

“How to involve humans in a conscious and cautious manner to let them understand why change is necessary and make them strong advocates and allies that are eager to make the change happen”

Case Study

My firm often gets hired to help companies design and deploy their Operational Excellence (or Continuous Improvement) programs or to revitalize and stand-up those that have stalled or otherwise lost their way.

In most cases, it is because there is no clear and concise purpose or ambition for having one; only ones that are notional.  And being notional, it is challenging, if not impossible, to achieve alignment (to what?).  And without alignment, there will not be a commitment.

In my book, “State of Readiness”, I offer a definition of Operational Excellence which is as follows;

“Operational Excellence is a state of readiness that is attained as the efforts throughout the organization reach a state of alignment for achieving its strategies; and where the corporate culture is committed to the continuous and deliberate improvement of company performance AND the circumstances of those who work there – and is precursor to becoming a high-performance organization.”
– Joseph Paris

This definition leaves a lot of room for interpretation.  I do this purposely because the “why” of Operational Excellence is going to vary from company to company, the business factors it faces, where on the business cycle it finds itself, and other factors and considerations.

To help distill out the “why”, I wrote an article entitled “The 9 Questions To Ask About Operational Excellence”.  The questions are intended to draw from the respondents (the stakeholders of the program) what, specifically, is hoped to be achieved by designing and deploying and Operational Excellence program.

But this process can take a considerable amount of time; interviewing the stakeholders, reviewing what was shared, trying to find the preponderance of the commonality, creating iterations of the report, and finally agreeing.

So it’s no accident that one of the first Design Thinking for Operational Excellence^TM workshops we created was designed to help the stakeholders of an Operational Excellence program snap into focus its purpose and success factors (referred to as the “lighthouse”), what the “headline” would be if the Wall Street Journal ran a special edition on the success of the program; and what some of the supporting “articles” would be with supporting details (the KPI’s of the program).

“State of Readiness”, Part-1, Chapter-1: “What is Operational Excellence.” game board dimensions: 90cm (35.43”) tall by 275cm (108.26”) wide

But that was just theory.  What would happen in real life?

I ran this workshop with a client of mine who needed to reconstitute their Operational Excellence program because it had run adrift and lacked purpose.  There were senior representatives from; operations, quality, supply chain, human resources, finance, and the operational excellence team.  All told, there were twelve people in the group.

I knew the workshop would yield a conclusion because I had used the same approach time and again as described above with individual interviews and analysis (even if slightly modified from instance to instance).

What I suspected would happen, but did not know for sure, was the way it all played out.

A couple of things in particular stood out…

• Everyone was standing for almost the entire time of the workshop. At approximately three-foot tall and nine-foot wide, the game board is big and naturally inviting.

• Instead of looking at each other as they spoke, they mostly looked at the game board; except when the conversation was one-on-one and doing a deep dive into a detail.  It was as if the team had coalesced and created an alliance against a common foe; which was the problem that needed solving.  And, unlike a whiteboard, the game board is also eye-catching and helps keep people’s attention and focus.

• They quickly found a common language instead of using the vernacular of their position.  When a word that was not common was used, it was immediately defined so everyone could understand, or a common word was substituted.

• It is best if the moderator does not have a stake in the exercise.  At first, I tried to use one of the team members as a moderator.  Perhaps they were not properly prepared to be a moderator (that would be my bad for not training them).  But what I did see is that they unconsciously injected the bias of their position into the conversation.

• No one person made the decision. Instead and because collective buy-in was established, the decision was developed and made by the group. This spread the risk and resulted in getting to a conclusion more natural and with little anxiety.

I recognized this challenge fairly quickly and took over the role of moderator; keeping in mind that the moderator’s role is to ack as Sherpa for the workshop journey, carrying the load and guiding the way.  And I can be unbiased because my role is to help a client achieve a success they have determined and shared.

The end result: their Operational Excellence program was reconstituted in a day with a single meeting and not over months with a great many meetings and deliberations. 

Of course, this did not mean their work was done and their Operational Excellence program was deployed.  But it did mean that it was the end of the beginning; everyone knew what success looked like and were aligned to achieving that success.  They were committed and had commitment to achieving that success. 

And having snapped into focus the vision and the strategy, now they had to develop the tactics and start doing the work.

Conclusions

It has been a while since I have witnessed something new with the potential to be transformative in the disciplines of Operational Excellence and Continuous Improvement; but the introduction of Design Thinking into these disciplines does just that.

Looking at the discipline of Operational Excellence through the lens of Design Thinking offers a innovative approach for organizations to pursue Operational Excellence.  By prioritizing empathy, communication, collaboration, and iterative problem-solving, it fosters a culture of openness where innovation can thrive.

Design Thinking’s human-centric focus ensures that processes and solutions are tailored to meet the genuine needs and preferences of both employees and customers – and everyone in the value-chain – leading to enhanced user experiences and higher satisfaction for all.  Moreover, it promotes cross-functional collaboration, breaking down silos and encouraging diverse perspectives to rise and be heard.  Ultimately, Design Thinking’s emphasis on experimentation and adaptability empowers organizations to remain agile and responsive in a rapidly evolving business landscape, making it an invaluable tool for achieving Operational Excellence.

About the Author

Paris is an international expert in the field of Operational Excellence, organizational design, strategy design and deployment, and helping companies become high-performance organizations.  His vehicles for change include being the Founder of; the XONITEK Group of Companies; the Operational Excellence Society; and the Readiness Institute.

He is a sought-after speaker and lecturer and his book, “State of Readiness” has been endorsed by senior leaders at some of the most respected companies in the world.

Click here to learn more about Joseph Paris or connect with him on LinkedIn.

Hello and welcome to another edition of State of Readiness. I am your host Joseph Paris.

My guest today is Daniel Varroney, President and CEO of Potomac Core; a consultancy specializing in helping trade organizations transform into strategic partner for industry and professions.

I have known Daniel for many years; having first met him when I was a member of the New York City Chapter of the Association for Corporate Growth (ACG) which is an organization of professionals serving the mergers and acquisitions ecosystem and he was its Global CEO.

The main topic of our conversation is the challenges that businesses face today are bigger, faster, and more frequent than in times past.

For your consideration, within just the last six years (since 2016 when President Trump was elected) we have had; tariff and trade wars (friends and adversaries alike), challenges with refugees and managing borders (not just in the States), Brexit, COVID (and everything directly and indirectly associated with it), Russia invasion of Ukraine (and the resultant food and energy disruptions), unacceptably high inflation (and the resultant interest rate hikes), political discourse, and probably several items I missed.

How is a company, industry, or profession to cope? Not to mention influence?

The obvious answer is to form advocacy organizations to act as platforms to consolidate their voice and interests.

Which leads us to his book; “Reimagining Industry Growth” offers readers a blueprint to harnessing the power of leading industry associations as strategic partners. By utilizing those partnerships, business leaders will become able to leverage the collective strength of the supply chain to overcome challenges, address uncertainty, mitigate risks, and position their industries for growth.

An interesting conversation which I am sure you will enjoy.

In the context of the military, a kill chain refers to a series of stages or steps that an attacker follows to successfully carry out the attack.  As such, it is a framework used to understand and analyze the various stages involved in an attack; from the initial reconnaissance to the final objective achieved by the attacker.  The understanding of kill chain concepts will help to develop a plan of attack when on offense and can also be used to figure out and mitigate potential threats by understanding the attacker’s tactics and techniques if on defense.

Here is a common representation of the stages in a kill chain:

• Reconnaissance: The attacker gathers information about the target, such as; identifying potential vulnerabilities, mapping the infrastructure and available assets, or researching individuals and their capabilities within the organization.
  • Countermeasure: Obscure or feign your assets and capabilities.

• Weaponization: The attacker creates or acquires the necessary assets to exploit the identified vulnerabilities. This may involve acquiring or creating specialized approaches and assets or using existing exploit kits (often in new ways).
  • Countermeasure: Reconnaissance of the attacker’s assets and capabilities and disrupting their ability to prepare.

• Command and Control (C2): The attacker sets up communication channels between and among assets to collect and analyze changes in the battlefield in real time and to be able to effectively and efficiently react to those changes.
  • Countermeasures: Disrupt or Infiltrate C2 structures and protocols.

• Exploitation: The weaponized payload is executed, taking advantage of vulnerabilities in the target’s systems or applications.
  • Countermeasure:  Anticipating the attackers means and methods of attacking and implementing proper defenses.

• Delivery: The attacker delivers the weaponized payload to the target.
  •   Countermeasure: Disrupt the attacker’s ability to execute their plan.

By understanding the various stages of a kill chain, organizations can develop defense strategies and implement measures to detect, prevent, or disrupt attacks at different points along the chain.  It enables strategy and operations professionals to identify weaknesses and implement appropriate safeguards to protect their assets.

Effects Chains

I have had the opportunity to work closely with Matt “Boom” Daniel.  Boom is a graduate of the Virginia Military Institute (VMI).  After graduation, he became a Marine Aviator.  He also graduated from the United States Navy Fighter Weapons School (also known as Topgun).

He and I have spoken at great length about how companies can take techniques for accelerating the decision-making process and establishing cross-functional integration that are used in the United States Armed Forces and adapt them to business.  Some portions of the Operational Excellence Enterprise Readiness Model I developed—specifically, aspects of business readiness—are a direct result of those conversations and subsequent research and deliberation.

Every enterprise must have processes to conduct business.  Processes are often combined and interwoven, creating more complex processes and systems.  Complex processes can be difficult to track and manage without a concerted effort to horizontally integrate the people, efforts, and equipment across functional business smokestacks and divisions.

Simplistically, a widget-making business makes widgets.  They must manufacture and sell their widgets.  They must also package, warehouse, and distribute their widgets.  They collect input from their customers, partners, and employees, and then they optimize their product and processes.  None of these processes can stand alone; they are all interdependent.  The company does not want to sell more product than they can make or make more than they can move.

Internally, the business collects payment on their widgets as they are sold.  They pay their employees and partners, who make, distribute, and sell the product.  They buy raw or processed goods to make their widgets.  The business supports their workforce with infrastructure, facilities, benefits, and incentives because they want to be an attractive place to work.  After all, they need people to make and move their product.

There are lots of processes that somehow nest together to ensure the business works well and makes a profit.  It makes sense for the efforts to be horizontally integrated across the business to maximize efficiency, quality, and profit.  Effects chains help to bin and manage such processes.

Horizontal Integration Across the Mission

An effects chain is a systems engineering tool that illustrates a sequence of events within a given complex process, called the mission.  The effects chain systematically decomposes the mission, which is important for analysis.  In order to identify areas of inefficiency or where the mission is working, a detailed understanding of each function’s responsibilities and metrics is necessary.  The effects chain also highlights the level of horizontal integration and interoperability (across the business smokestacks, from start to finish and back) of the elements that accomplish the mission.

Effects chains are used to do the following:

• Model, visualize, and simulate business process cycles for opportunities for improvement and systems optimization.
• Understand business taxonomy for current and future operations development.
• Horizontally integrate resources and efforts within the business to enhance team awareness and team building.
• Manage business resources, plans, and personnel to support the business leader’s intent.
• Analyze the mission’s function and performance to identify key centers of gravity and high-return areas.

The Four Actions (Bins):  Focus–Find–Fix–Finish:

The four actions identified in the graphic below are generic in nature, represent a nonspecific effects chain, and make up an iterative business mission loop.  They illustrate the major muscle movements of a given mission.  Similarly, mission-specific effects chain functions generally fall in these action bins.

• Focus.  Think of the focus action as surveillance.  We are looking for broader areas on which to focus our efforts from past experience or from incoming intelligence. Our field of vision should be pointed in the right direction in order to identify problems and opportunities.
• Find.  After focusing on a specific domain, our sensors have picked up a target. When we find it, we identify that it is worthy of more attention and it becomes a validated target.
• Fix.  Tracking a target is difficult, especially if it is moving.  When we fix a target, we are finding and creating the solution for its precision engagement, and we are handing it off to the resource that will engage it.
• Finish.  We engage targets after they have been located, identified, and validated. When we finish the target, we engage it and then assess the mission for success, failure, or something in between. The assessment feeds back into the beginning of the effects chain and helps focus the effort with now-improved intelligence.

Enhanced Business Execution

The efforts of the first iteration continue in an ever-narrowing refinement of tolerances, using the results from the finish bin to feed into the next (and subsequent) focus bin, continuing the improvement or refinement process in an ever-tightening loop.

Instead of a death spiral, a success spiral is created.  Effects chains are used to vet and pursue big decisions.  They help identify roles, responsibilities, assumptions, limitations, and constraints.  Accordingly, the use of effects chains includes all the right stuff to ensure optimal horizontal integration of decisions and actions with and among each other as they progress incrementally toward mission success.

Tailored Effects Chains

Having determined the why at the beginning of the effects chain when the mission was defined, by tailoring an effects chain to a business or department, the enterprise will be able to understand which resources are playing where within the chain and who is responsible for integrating with other resources. Now, we need to quickly decide who does what, where, when, with whom, and what resources are required.  And we need to know how all of this affects the entire mission and how it can be evaluated. 

Most businesses think of their complex processes in a way that is unique to themselves and their own organization.  It is important for a business to be able to build their own effects chains at the division level where the functions of the effects chain can be binned into the basic actions: focus, find, fix, and finish.

Understanding what resources (e.g., assets, cash, time, equipment, personnel, activities, and investments) contribute to each of the functions of the effects chain allows for a mission-based analysis of those resources. How well do the resources serve their effects chain functions and how well they interoperate are areas for analysis.

To determine your business processes and effects chains and to understand the value of these effects chains, ask yourself the following questions:

• What are your corporate missions?
• What are the business functions that must be completed to accomplish your business missions?
• Who and what (the logistics) are involved in executing your corporate missions?
• How do these logistics fit together?
• Do the logistics know where they fit together in the plan?
• How do you know if they are successful?
• What are the consequences of their individual successes or failures?
• Can we efficiently and consistently complete business effects chains?
• Where are we tripping up?

Although there are similarities between the effects chain and the OODA loop, the effects chain is designed to consider the capabilities and capacity across the entirety of the enterprise, identify the appropriate assets and resources necessary to support the mission, assess their readiness for deployment, and mobilize accordingly (strategy execution), but the OODA loop is designed to accelerate the decision-making process (strategy development).

About the Author

Paris is an international expert in the field of Operational Excellence, organizational design, strategy design and deployment, and helping companies become high-performance organizations.  His vehicles for change include being the Founder of; the XONITEK Group of Companies; the Operational Excellence Society; and the Readiness Institute.

He is a sought-after speaker and lecturer and his book, “State of Readiness” has been endorsed by senior leaders at some of the most respected companies in the world.

Click here to learn more about Joseph Paris or connect with him on LinkedIn.

Hello and welcome to another edition of State of Readiness. I am your host Joseph Paris.

My guest today is Innocent Hadebe, Director of Business Excellence for Chick-fil-A Corporate.  I met Innocent like a meet a great many people and that would be through LinkedIn.  Of course my initial attraction to Innocent was that we were like minded professionals pursuing Operational Excellence.

But it was not until we met face to face in Orlando at an Operational Excellence conference where I was able to really understand Innocent and his story; which was fascinating. 

Innocent was born and raised in Zimbabwe from a family with limited means; extremely limited by Western standards.  I won’t share Innocent’s journey in this text but rather I would have you listen to it first person in this inspiring interview.

However, I will say that Innocent debunks the idea that the American dream is dead.  He proves that anybody who has a dream of their future self, remains laser focused on realizing that dream, works hard plays by the rules, can persevere and achieve anything they set out to achieve.

In addition to Innocent’s responsibilities at Chick-fil-A, he also started founded the Lot Water Project which is a 501.c3 Not For Profit organization dedicated to bringing clean potable water to remote villages in Zimbabwe.  The details for the Lot Water Project can be found here; https://thelotwaterproject.org/

Be sure to listen to the bonus track just after the outro.

Marking our calendars, today is April 10^th, 2023.  And to date, I have not observed a single HR Department which I would consider “strategic”.  By this I mean being aligned to the corporate vision and being an accelerant in the achievement of that vision.  I am sure that such HR Departments exist.  Heck, I am even sure they might have existed at some of the clients I have had over the years.  It is just that I have never met any.  I would love to change that.

And I find this odd, given that “Operational Excellence” is all about the people, and HR is also supposed to be about the people; the most important assets at an organization.  I find it even more odd that the Operational Excellence programs with which I have been involved did not seek out as a partner the HR Department of the organization.  In fact, most leaders of Operational Excellence (and Continuous Improvement) seem to want to avoid HR.

Instead of being a strategic force, I find that most HR Departments are tactical; focused on compliance with the various labor laws and regulations and making sure the paperwork is all in order.  More often than not, the HR Departments I have encountered share why something can’t be done rather than collaborating to co-develop a plan on how it can be done.

This gives me cause for pause.

I am willing to give somewhat of a pass to small companies (those with less than 100 employees) when it comes to their having a robust and strategically oriented HR Department.  Such organizations should focus on compliance and paperwork because this is where the greatest day-to-day risk exists.  But they should also engage a capable consultant who can focus on the organization’s design and performance; working in partnership with the department leaders to develop workforce development and metrics.

This is not because there is a lack of need for the talent, but a lack of resources and utilization in the HR Departments if small companies.  Unless on a “hockey-stick” trajectory, small companies would (normally) not have the cash to hire such talent full-time or utilize the talent enough to keep the talent engaged; and they would move on for being bored. 

Hiring a consultant, perhaps working on a monthly retainer as an advisor (for continuity) and working on special projects, would be the best.

But let’s get back to basics…

What is the purpose of an HR Department?

It is the primary purpose of an HR Department to manage an organization’s most valuable asset, which is its people.  After all, the HR department is supposedly responsible for managing the recruitment, hiring, onboarding, training, development, and retention of employees.  

Of course, HR Departments also handle other employee-related issues, such as compensation and benefits administration, and employee relations.  They are responsible for creating and maintaining policies and procedures that govern employee behavior and company culture. 

And, being at least an arm’s length removed from first-hand knowledge, they become involved to a lesser extent in performance management and the safety and well-being of the employees.  Here, they have to partner with the business unit and department leadership to increase the fidelity of their knowledge.  It is hardly reasonable to expect the HR Department to determine the KPI’s and safety protocols for an area of the business to which they are not routinely exposed. 

Indeed, the HR Department and its functions play a critical role in building a strong and productive workforce that contributes to the success of the organization; but they can do so much more to drive value to the organization.   

Why are some HR Departments tactical and some strategic?

The difference between tactical and strategic human resource (HR) departments lies in their focus and priorities.  Tactical HR departments tend to focus on day-to-day HR activities, such as recruiting, onboarding, and compliance with labor laws and regulations.  Their primary goal is to ensure that HR processes and procedures are implemented efficiently and effectively and adhered-to.

On the other hand, strategic HR departments take a more long-term and proactive approach to HR management.  They focus on aligning HR strategies with the organization’s overall business objectives to drive growth and success.  Strategic HR departments prioritize initiatives that can have a significant impact on the organization, such as talent management, leadership development, and workforce planning.

The difference in focus between tactical and strategic HR departments is often influenced by the organization’s size, culture, and leadership style.  As mentioned earlier, smaller organizations with limited resources and a more reactive culture may have a more tactical HR function, while larger organizations with a focus on innovation and growth may prioritize a strategic HR function.

There are two reasons I believe are at the root cause of HR Departments being more tactical than strategic in larger organizations and they are;

• Being tactical is easier.  It is relatively easy work to be tactical.  The efforts are largely transactional; making sure forms are filled out and filed timely and correctly, aggregating and reporting on data, developing employee policies and so on.  Engaging the employees when it comes to violations of the policies and procedures can be more challenging and stressful, but these efforts are also transactional. 
• Being strategic is more challenging.  It requires a lot more brainpower to be creative and to design and deploy frameworks and programs where the impact might be years away.  And to be fair, this level of creativity requires time – even considerable amounts of quiet time – and it is difficult to find this time if you are always being dragged back into the minutiae of the transactional that is tactical.

Of course, the HR Department must deliver on the tactical requirements.   That paperwork isn’t going to complete itself and it is important and necessary for the effective management of an organization’s workforce.  But that does not mean it cannot also focus on the strategic by aligning with business objectives to drive growth and success.  But this requires time.

What can HR Departments do to develop the workforce?

While compliance is an essential aspect of the HR Department’s responsibilities, employee development is equally important.  By providing opportunities for employee development, HR Departments can help to increase employee engagement, job satisfaction, and retention, which can have a positive impact on the organization’s bottom line.  Therefore, HR Departments need to strike a balance between compliance and employee development to ensure that the organization is both legally compliant and supportive of employee growth and development. 

In my opinion, an organization cannot have employee development without also having employee engagement as both are essential for creating a positive and productive work environment.  And HR Departments can take several steps to increase employee engagement.  Here are some strategies:

• Career Development Plans: HR Departments can work with managers to create individual career development plans for employees.  Such a plan can include co-developing a career path with the employee; taking into consideration where they see themselves at specific waypoints on their journey with the organization and identifying areas for where skills need to be improvement or gained and establishing goals and objectives.
• Succession Planning: Related to career development plans, HR Departments can develop succession plans that identify and prepare employees for key leadership roles within the organization.  This ensures that the organization has a pipeline of qualified employees ready to fill critical roles as they become available.
• Training and Development Programs: HR Departments can develop and offer education, training, and development programs that focus on enhancing employees’ skills and knowledge which will give them the opportunity to be more effective in their roles.  This can include learning sessions and courses, mentoring programs, and other upskilling opportunities.
• Performance Management: HR Departments can implement a performance management system, in collaboration with business unit and department leadership, that provides employees with regular feedback and coaching to help them improve their performance.  This can include setting clear performance goals, providing regular performance evaluations, and rewarding employees for exceptional performance.
• Employee Engagement Programs: HR Departments can develop and implement employee engagement programs to foster a positive work environment and improve employee morale.  This can include wellness programs, employee events, group activities, stress-management programs, health screenings, fitness classes, and so on.
• Recognition and Rewards: HR can develop recognition and reward programs that acknowledge and appreciate employees’ efforts and achievements.  This can include employee of the month awards, bonuses, and other incentives.
• Clear Communication: Human resource departments can ensure that communication is clear, timely, and transparent.  This includes regular feedback from managers, open communication channels, and town hall meetings, among other things.
• Work-life Balance: HR can support work-life balance by offering flexible work arrangements, such as telecommuting, flexible schedules, and part-time work.  This can help employees manage their personal and professional responsibilities and reduce stress and burnout.
• Involvement in Decision-making: HR can involve employees in decision-making processes, such as soliciting feedback, conducting surveys, and involving employees in strategic planning.  This can help employees feel more engaged and invested in the organization.

At the end of the day, HR Departments can increase employee engagement by – engaging.  If the HR Department can help the employee feel respected, a part of something bigger than themselves, and that they matter – not just being “head-count” – then the employee will have a sense of purpose, be more invested in their work, and drive more value to the organization in return.

How can the HR Department influence organizational design?

However, building a capable workforce really is not enough.  As they say, you need the right people on the bus.  But you need them on the right bus and in the right seats too.  To do this requires taking the time to design the organization and answer the question; “What does a ‘high-performance organization’ look like?”  Of course, the HR Department cannot do this alone, but in collaboration with senior leaders and aligned to, and supportive of, the organization’s Strategic Plan.

Certainly, if the organization does not have a strategic plan, or you must blow the dust off of it to read it, perhaps start there and create it or update it.

Otherwise, the HR Department can influence organizational design in several ways:

• Defining job roles and responsibilities: HR can work with management to identify and define job roles and responsibilities that align with the organization’s strategic objectives.  This includes determining the necessary skills, knowledge, and experience for each role, as well as outlining the reporting structure and decision-making authority.
• Developing organizational charts: HR can develop organizational charts that outline the structure and hierarchy of the organization, including the different departments and job roles.  This helps to clarify the reporting lines and decision-making authority within the organization.
• Designing compensation and benefits programs: HR can design compensation and benefits programs that align with the organization’s strategic objectives and support its desired organizational design.  This includes determining appropriate salary ranges for each job role and developing incentive programs that reward desired behaviors and outcomes.
• Talent acquisition and retention: HR can influence organizational design by identifying and attracting talent that aligns with the organization’s strategic objectives and desired organizational design.  They can also develop retention strategies to retain top performers and ensure that the organization has the necessary talent to achieve its goals.
• Change management: HR can help to manage the change process when implementing a new organizational design.  This includes communicating the changes to employees, providing training and support, and addressing any concerns or resistance that may arise.

As mentioned, a well-trained fighting force is nothing without the right organization, proper outfitting, clarity of purpose, and understanding of the commander’s intent.  The HR Department can influence organizational design by aligning the HR Department’s practices with the organization’s strategic objectives and desired outcomes.  By developing job roles, organizational structures, compensation and benefits programs, talent acquisition and retention strategies, and change management processes that support the desired organizational design, the HR Department can help the organization achieve its goals and succeed.

How can an HR Department increase its strategic value?

So, with all of this, it is possible, even probable, for an HR Department to evolve to be of more strategic value to a company than it might currently be.  The following are a few ideas for how this might be achieved; 

• Align HR strategies with business goals: HR departments can increase their strategic value by aligning their strategies with the company’s overall business goals.  This includes identifying the skills and competencies the organization needs to achieve its objectives and designing HR programs that support these goals.
• Implement data-driven HR practices: HR departments can use data to identify trends and patterns in employee behavior and performance, which can help them make more informed decisions about HR programs and initiatives.
• Develop talent management programs: HR departments can increase their strategic value by developing talent management programs that support the organization’s strategic objectives.  This includes identifying high-potential employees, developing career paths, and designing training and development programs that support employee growth.
• Embrace technology: HR departments can increase their strategic value by embracing technology to streamline HR processes and improve efficiency.  This includes using HR analytics tools to gather and analyze data, implementing HR information systems (HRIS) to automate HR processes, and adopting artificial intelligence (AI) and machine learning (ML) to improve recruitment and retention.
• Foster a culture of innovation: HR departments can increase their strategic value by fostering a culture of innovation within the organization.  This includes honing soft skills such as leadership, problem solving, and communication; while also encouraging employees to share ideas, implementing innovation programs, and creating a culture that supports risk-taking and experimentation.
• Develop strategic partnerships: HR departments can increase their strategic value by developing strategic partnerships with other departments and external stakeholders.  This includes collaborating with other departments to develop cross-functional initiatives and partnering with external stakeholders to access new talent pools and resources.

Obviously and given all of this, HR Departments can increase their strategic value to a company by aligning their strategies and efforts with business goals, implementing data-driven HR practices, developing talent management programs, embracing technology, fostering a culture of innovation, and developing strategic partnerships.

Now they just must do it.

But what I have not quite figured out yet is; “Why don’t Operational Excellence (and Continuous Improvement) Programs involve HR Departments more often and more deeply than they do?”  In fact, why don’t more such programs originate in HR Departments?  After all, the key to Operational Excellence Programs is people – and people are what HR Departments are all about.

Another cause for pause…

About the Author

Paris is an international expert in the field of Operational Excellence, organizational design, strategy design and deployment, and helping companies become high-performance organizations.  His vehicles for change include being the Founder of; the XONITEK Group of Companies; the Operational Excellence Society; and the Readiness Institute.

He is a sought-after speaker and lecturer and his book, “State of Readiness” has been endorsed by senior leaders at some of the most respected companies in the world.

Click here to learn more about Joseph Paris or connect with him on LinkedIn.

But the conversation always seems to gravitate towards the “how”whenever the subject comes up, with little attention given to the “why” or the “what”.  Nobody seems to address why an organization needs to change its culture.  Or that an organization’s culture needs to change from what, to what?

It reminds me of when organizations proclaim they are going to do a reorganization.  Most of the time, they don’t complete the one re-organization before they start on the subsequent reorganization.  It’s as if the leadership doesn’t really know what its future self looks like and just keeps reorganizing in the hopes of being lucky and finding something that works (at least until the next reorganization).

It seems as if the journey becomes more important than the destination.  And from the casual observer, it looks like the organization is just meandering about, perhaps in circles; the illusion that movement somehow equates with progress.

I was recently asked to stand-in for someone who dropped out of an Operational Excellence conference where the subject of the plenary session is “culture change”.  Certainly, I have a lot of thoughts on the subject over the years, but never had the chance (or opportunity) to collect and organize those thoughts.

So, let us together explore what might be meant by culture change in an organization, why culture change might be important (even necessary) in an organization, and how we might affect change in an organization.

Let’s start with; What is culture? 

After all, if we are going to change culture, we should have some notion of what culture is. 

A basic definition of culture, and the one which I will use as my “lighthouse” in this article, is the shared values, beliefs, customs, behaviors, and objects that characterize a group or organization.  As such, it is the way of life for a particular group or society, and encompasses the language, traditions, customs, art, music, and other aspects of a people’s goings-on.

With respect to an organization, culture refers to the shared values, beliefs, and practices that shape the behavior and interactions of employees and leaders within the organization.  It will include the organization’s mission, vision, and goals, as well as its management style, communication practices, and other cultural norms.  

As such, an organization’s culture will naturally have a significant impact on its success, as it can influence employee engagement, productivity, and retention, as well as the overall reputation and brand of the organization. 

Close your eyes for a moment and think of an organization with whom you dread interacting versus one with whom you look forward to interacting. 

What are the differences?  Those are cultural differences.

What is the difference between a bad culture and a good culture?

Let’s start with some characteristics of a bad culture.  For me, a bad culture in an organization is one where the values, beliefs, and behaviors of the organization are negative, toxic, or counterproductive.  Such a culture can manifest in various ways, such as poor communication, lack of trust, micromanagement, low morale, high turnover, discrimination, harassment, or unethical practices.

In contrast, a good culture in an organization is one where the values, beliefs, and behaviors of the organization are positive, constructive, and aligned with the organization’s mission and goals (assuming the mission and goals of the organization are ethical, positive, and that of a good corporate citizen).  As such, a good culture fosters a sense of belonging, respect, and empowerment among employees, and encourages collaboration, innovation, and accountability.

For instance, when I am looking at an organization, one of my “acid tests” for how healthy an organization is (and as proxy for its culture), is employee turnover.  I examine the business and its industry and across departments down to the manager level and look for the outliers.  As an example, I will expect a higher turnover rate at a fast-food restaurant as being the norm versus a manufacturer. And at a manufacturer, I would expect a higher turnover rate in a business function where employees first start; this because it is here where a new employee might decide that this company is not a good fit for them.

Some of the key differences between a bad culture and a good culture in organization include:

• Communication: In a bad culture, communication tends to be poor, hierarchical, and authoritarian, with little transparency or openness to feedback.  In a good culture, communication is open, transparent, and collaborative, with a focus on listening, empathy, and constructive dialogue.
• Leadership: In a bad culture, leadership tends to be controlling, autocratic, and focused on short-term results, with little regard for the well-being or development of employees.  In a good culture, leadership is empowering, collaborative, and focused on long-term growth, with a strong emphasis on employee engagement, development, and well-being.
• Values: In a bad culture, the values of the organization may be driven by greed, selfishness, or self-interest, with little concern for the impact on stakeholders or society.  In a good culture, the values of the organization are driven by a sense of purpose, social responsibility, and a commitment to ethical behavior and sustainability.
• Innovation: In a bad culture, innovation tends to be stifled, with a focus on maintaining the status quo and resisting change.  In a good culture, innovation is encouraged, with a focus on experimentation, risk-taking, and continuous improvement.

A good culture is one where employees feel valued, supported, and motivated, and where they can contribute their best work towards the organization’s success.  Whereas a bad culture will be detrimental to the organization’s reputation, performance, bottom line, and will lead to a loss of talent and customer loyalty.

What is meant by culture change when referring to an organization?

Culture change in the context of an organization refers to a deliberate effort to transform the organization’s core values, beliefs, attitudes, behaviors, and practices.  It involves a shift from the current ways of doing things to a new and improved set of norms that reflect the organization’s reinvigorated vision, mission, and strategic goals.

However, culture change almost never starts spontaneously.  Nobody within an organization wakes up one day and says “we have to change our culture” and then starts changing it.  Rather, culture change is almost always the result of some external stimulation of an organization such as; changes in senior leadership, changes in market conditions or business factors, organizational restructuring, or mergers and acquisitions.  It’s motivations will likely seek to improve employee engagement, enhance customer satisfaction, increase productivity and efficiency, or combinations thereof.

The process of culture change will be complex and multifaceted.  It will involve a range of strategies such as communication, training, coaching, leadership development, and performance management.  Culture change is no easy undertaking.  There is no pill to swallow or button to push.  It will require a significant investment of time, resources, and effort.  It may take several years to achieve the desired outcomes.

The ultimate goal of culture change in an organization is to create a more adaptive, resilient, and innovative organization that is better equipped to meet the challenges of a rapidly changing operating  environment.  In essence, where there exists the conditions that an organization can thrive; the ability to see further beyond the horizon, recognize opportunities and threats sooner, devise and deploy decisive responses faster – and where there exists an environment where mutual respect, transparency, and collaboration are the norm.

Why is culture change necessary in business?

In 1964, Supreme Court Justice Potter Stewart wrote in a decision on obscenity that he couldn’t define it, but he knew it when he saw it. We have all probably worked in an organization that had a poor organizational culture. Oftentimes we can’t easily put our fingers on what is wrong with a company, but we can feel it. To this, I say “trust your gut.“

As such, culture change in business is often necessary for several reasons, including:

• Adaptation to changing market conditions: In today’s fast-paced business environment, organizations need to be agile and able to adapt to changing market conditions. Culture change can help organizations to become more responsive and adaptable to new challenges and opportunities that will be faced.
• Improvement in performance: Culture change can also help organizations improve their overall performance, by; increasing employee engagement and productivity, improving communication and collaboration, and enhancing innovation and creativity.
• Alignment with values and goals: Culture change can help to ensure that an organization’s culture is aligned with its values and goals, which can enhance the company’s reputation, brand, and competitive position.
• Attraction and retention of top talent: A positive and supportive culture can be a key factor in attracting and retaining top talent, which is essential for long-term success.
• Mitigation of risks: A negative or toxic culture can pose significant risks to an organization, including legal, reputational, and financial risks. Culture change can help to mitigate these risks and create a more positive and ethical work environment.

Not every organization needs to undergo a culture change. There are many organizations that already have a healthy organizational culture and possess the attributes noted above. For these organizations, vigilance is what is necessary to ensure the organization’s culture remains healthy.

At the end of the day, culture change (or vigilance) in an organization is necessary in order to stay competitive, attract and retain top talent, and create a positive and supportive work environment that is aligned with the company’s values and goals.

Who has the most influence in organization culture?

Almost always, the most influential group in shaping an organization’s culture is its leadership.  However, this might not be the CXO.  According to some studies, the average tenure of a CXO is five-years or less.  This is not enough time for the CXO to change the culture of an organization and also run its day-to-day operations.  In organizations with such turnover at the top, the real keepers of the organization’s culture lie with those in middle management whose tenure is normally longer than the CXO’s and provide continuity from CXO team to CXO team. 

However, according to another study, the CEO’s of world’s best performing organizations held their position for an average of 15 years.  In these organizations, the length of the CEO’s tenure would have almost certainly established the culture of the CEO as the culture of the organization.

It is important to note that changing an organization’s culture requires a collaborative effort from all employees; without them, the effort will fail – it’s inevitable.  So, if we look at the organization in its entirety, there are several groups of people who can have significant influence on the organization’s culture.  These groups include;

• Leadership: The leaders of the organization, including the CXO, executives, and managers, play a critical role in shaping the organization’s culture.  Their behavior, communication style, and decision-making set the tone for the rest of the organization, and they have a significant impact on employee engagement, motivation, and morale.
• Employees: The employees of the organization will also have a significant influence on the organization’s culture.  Their attitudes, behaviors, and interactions with one another are normally reflective of leadership and can contribute to a positive or negative work environment and influence the overall culture of the organization.
• The Value Chain: The customers and vendors of an organization can also have an indirect influence on the organization’s culture.  Their feedback, reviews, expectations, and interactions can shape the organization’s values, priorities, and reputation, and can influence the behavior and attitudes of the organization’s employees.
• Industry and external factors: The industry and external factors, such as regulations, economic trends, and social movements, can also have an impact on the organization’s culture.  These factors can shape the organization’s values, priorities, and strategies, and can influence how the organization is perceived by its stakeholders; not always in the best interest of the organization nor for the better.

It’s important that employees at all levels of the organization be engaged and actively involved in the culture change process.  They must be encouraged to provide feedback and offer their ideas and suggestions for improving the organization’s culture.  It is equally important for leadership to listen to those ideas and suggestions.  This will create a sense of ownership and buy-in among employees and will help to ensure that the desired culture is embedded and sustained over time.

As such, culture change must be approached as a collaborative and ongoing effort of working together and remaining committed to the desired culture with organizations creating a more positive and productive work environment that benefits everyone across the value-chain. 

But ultimately, the leadership must take an active role in driving the culture change process and must be accountable for the success or failure of the initiative.  At the end of the day, the responsibility for changing an organization’s culture must lie with the senior and junior leadership of the organization. 

How long does it take to change an organization’s culture?

Changing an organization’s culture is a complex and ongoing process.  As mentioned earlier we need to be thinking in terms of years when contemplating culture change.  Much will depend on various factors such as the size of the organization, the complexity of the culture change, the level of commitment from leadership and the alignment of the resources invested in the process.

The stages of culture change may vary depending on the specific model or framework used, but in general, there are several common stages that organizations go through when undertaking a culture change initiative. These stages include:

• Diagnostic: This stage involves assessing the current culture of the organization, including its values, beliefs, behaviors, and practices.  This can involve surveys, focus groups, interviews, and other assessment tools to gather feedback from employees and stakeholders.
• Vision and strategy: This stage involves defining a clear and compelling vision for the desired culture, as well as a strategy roadmap for achieving it.  This can involve setting specific goals, identifying key behaviors and practices to change, and establishing metrics to track progress.
• Communication and engagement: This stage involves communicating the vision and strategy for the culture change to employees and engaging them in the process.  Communication must be clear, consistent, and transparent, and must involve ongoing dialogue and feedback.  Engagement can involve training, coaching, and other forms of support to help employees adopt new behaviors and practices.  
• Implementation: This stage involves implementing the changes identified in the strategy roadmap, and monitoring progress towards the desired culture. This can involve ongoing measurement and feedback to ensure that the desired culture is being embedded and sustained over time.
• Sustaining and Reinforcing: This stage involves sustaining the desired culture over the long term and reinforcing the desired behaviors and practices.  This can involve ongoing communication, training, and monitoring to ensure that the culture remains aligned with the organization’s values, vision, and goals.

The fundamentals of culture change programs in an organization may also vary but, in general, there are several key elements that are important to consider when implementing a culture change program. These include:

• Lead by example: Changing an organization’s culture requires strong leadership.  Leaders need to model the desired behaviors and values.  And they need to hold themselves accountable for upholding the new culture.  Nothing will kill culture change faster than hypocrisy.
• Training and development: Training and development programs can help employees to develop the skills and knowledge they need to adopt new behaviors and practices.  This can include training in leadership, communication, collaboration, and other key skills.
• Measurement and feedback: Measurement and feedback are important to culture change, as they help to track progress towards the desired culture and identify areas for improvement.  Metrics must be aligned with the goals of the change effort and must be tracked regularly to ensure that progress is being made.

Emotional intelligence will also play a significant role in culture change within an organization and the organization’s leadership and change agents need to be aware of the emotional dynamics that will be in play.  Emotional intelligence involves the ability to recognize, understand, and manage one’s own emotions, as well as the emotions of others.  It will influence culture change in an organization in several ways:

• Self-awareness: Emotional intelligence allows leaders and employees to develop a greater sense of self-awareness, which is essential to understanding their own behaviors and how they impact others.  This can help them to identify areas for personal growth and development, and to become more receptive to feedback and coaching.
• Empathy: Emotional intelligence also involves the ability to empathize with others and to understand their perspectives and feelings.  This can help to create a more inclusive and supportive work environment, where employees feel valued and respected.
• Relationship building: Emotional intelligence can also help to build stronger relationships among employees and between employees and leaders.  This can help to create a more collaborative and cohesive work environment, where employees are more likely to work together towards common goals.
• Conflict resolution: Emotional intelligence can also help to facilitate conflict resolution within an organization.  By understanding the emotions and perspectives of others, leaders and employees can more effectively address and resolve conflicts, which can help to reduce tension and improve morale.

Having the right level of emotional intelligence will significantly influence culture change in an organization in both velocity (how fast the change occurs) and depth (how pervasive the change is).  By developing greater self-awareness, empathy, relationship building, and conflict resolution skills, leaders and employees can create a more positive and productive work environment and establish a culture that is more aligned with the organization’s values and goals.

Can a new culture in an organization really be created?

The simple answer is yes.  A new culture in an organization really can be created.  Culture is not a fixed or unchangeable aspect of an organization, but rather a dynamic and evolving phenomenon that can be shaped and influenced over time.

Creating a new culture will also involve challenging existing norms and practices, and will require changes to organizational structures, processes, and systems.  But you can’t hit home runs if you are afraid of breaking a few windows. It will also require a shift in mindset and behavior among employees, and a willingness to embrace new ways of working and collaborating.

However, with the right leadership, strategy, and commitment, a new culture in the organization can be created; one that aligns with the organization’s values, vision, and goals, and that creates a more positive and productive work environment for everyone in the organization and across the entire value-chain.

Changing an organization’s culture is much like being water on the rock.  It will take constant erosion of the rock by the water and a lot of time, but the rock will eventually succumb to the water. It is inevitable.

Be the water.

About the Author

Paris is an international expert in the field of Operational Excellence, organizational design, strategy design and deployment, and helping companies become high-performance organizations.  His vehicles for change include being the Founder of; the XONITEK Group of Companies; the Operational Excellence Society; and the Readiness Institute.

He is a sought-after speaker and lecturer and his book, “State of Readiness” has been endorsed by senior leaders at some of the most respected companies in the world.

Click here to learn more about Joseph Paris or connect with him on LinkedIn.

In this conversation, Alan shares his life’s journey as a pilot. From earning his pilot’s license before most people earn their driver’s license all the way to becoming a research pilot for NASA and it’s SOFIA program.

I met Alan while I was on assignment in Denver. He and his team from NASA were also on assignment in Denver, separate assignments, of course. And we met as people who are on assignments, far away from home or app to meet in the hotel bar.

They started sharing with me what their program was at NASA, which was SOFIA. I became completely infatuated. You see, when I was younger, I wanted to be a pilot, I wanted to be an astronaut. And I was fascinated with NASA. This was the time of the Apollo program and the Skylab program. I wrote to NASA and IBM Federal Systems many times and each time I was gifted a package of goodies; pictures, pamphlets, mission patches, the works.

We all got along wonderfully. And as the night went on, they asked me if I wanted to join them to the next day for simulator training in a classic 747 (the model that was all analog). Of course, I said, Yes, and messaged my client that I was going to be late.

Alan’s story is a great one; earning his pilot’s license before most people earn their driver’s license. From then his life was one confluence of circumstances and events after another – which he shares some (but not all) – until he got his chance to fly missions for NASA as a pilot in the SOFIA program, a fascinating program that was recently terminated.

It was there that I met Nick Leonard, Director of Sales for ADM Systems (Pty) Ltd and the Macola partner for South Africa and beyond (eventually becoming Macola South Africa).  Nick has boundless energy, a quick wit, and was laughing most of the time; a laughter that was quite contagious.  He was also a great storyteller and his tales of growing-up in Rhodesia (now Zimbabwe), being a rally driver, going bundu-bashing (off-road in the bush), and other adventures kept me completely fascinated (and laughing).  We got along incredibly and he is still a good friend of mine to this day.

Towards the end of the summit, Nick asked if I would like to go to Pretoria to train his team on how to position, sell, and implement Macola in a manufacturing environment.  Loving travel and the prospect of adventure, of course I jumped at the opportunity.  And in October of 1995, I paid my first of what was to become many visits to South and Southern Africa.

Keeping in mind that the United States had placed sanctions on South Africa in 1986 because of the Apartheid Government and only repealed the last vestiges in 1993, my visit in 1995 was very early in the transformation of the country and there was much that was unsettled and in transition.  But the thought of having real and exciting adventures in an exotic and wild place such as Africa (a yearning gained probably from reading too much Hemingway as a child) meant I just had to go.

But the flight…  Ooof…

I took the only direct flight at the time; South African Airways from JFK airport in New York City to Jan Smuts airport in Johannesburg (Jo’berg).  The flight from JFK to Jo’berg was 15 hours non-stop in the air (the return flight stopped for refueling in the Cape Verde Islands).  Add to that the four (4) hour drive to the airport and the three (3) hours at JFK and another two (2) hours travel once landed in Jo’berg, the entire door-to-door trip was 24 hours. 

The only good thing I can say about that trip is that every other trip I will ever take for the rest of my life will be easy.  It is a skill I have used a couple of times; going from New York to Scotland once for dinner and another time going from Frankfurt to New York once for dinner.

Unpredictability of Africa

October in Jo’berg is early Spring.  The foliage is just waking up.  And the Jacaranda trees are in full bloom turning the roads into cheerful and bright purple tunnels.

The format of my engagement changed by the time I arrived.  Instead of just training Nick and his team, they had invited several of their clients to also to learn about manufacturing management and the Macola ERP system.  The additions did not really matter much to me.  I was there.  And it gave me an opportunity to meet more people and listen to more stories.

However, it did offer a glimpse into the South African mindset; plans are just notions, almost dreams.  They might be tethered to a reality, but they are not reality, and they are probably not actually tethered either.  It made me recall a quote from Dwight Eisenhower; “Plans are nothing, planning is everything.”  But in Africa, planning is often nothing also.

While I didn’t get a chance to go bundu-bashing on this first trip, I did get to see a bit of the countryside, stop at some road-side curio shops to stock-up on native art and artifacts, eat some real tasty beasts, drink some very nice wines, and best of all meet some really great people and have a lot of laughs.

Which brings me to a thought…

I believe people need to face – in fact, have a desire to face – problems in their lives to challenge them and help them to grow and develop.  These struggles can take many forms; physical challenges, emotional obstacles, and intellectual tests.  Although these problems are often uncomfortable and even painful, they offer valuable opportunities for learning, growth, and resilience. 

Having and facing problems also provides a sense of purpose and meaning to our lives.  And overcoming them can give us a sense of accomplishment and satisfaction that can be hard to find elsewhere. As for me, I tend to get very restless when things are going too smoothly.  I like a good fight.

Indeed, life in the States and in Europe is rather predictable, even positively boring.  So much so that I believe people feel compelled to create problems, even crises, just to feel alive.  As an example, take a moment to contemplate some of the events of the last few years; what problems were actual problems, and which were created out of boredom?

Maybe more folks should go to Africa instead.

Seasonal Affective Disorder (SAD)

My next chance to go to South Africa was the following February.  Living in Upstate New York, winters can be pretty brutal.  Oftentimes, Celsius and Fahrenheit can be the same, at -40F/C.  And it is not that I mind the cold much.  But there comes a time when it wears me down and I just feel tired and rather lazy (not my normal energetic self).  For me, that time is February.  So, the thought of going to South Africa in the middle of their summer was quite attractive.

When I returned from the trip it was almost March and, although not vanquished, winter was losing its icy grip.  I was able to see the crocuses punching through the snow.  The sun was getting higher in the sky and the days were getting longer.  I felt reinvigorated. 

Each February until February in 2010, I would travel to Southern Africa for ten (10) days or so.  I would make sure to have some engagement that served as the anchor-purpose for the trip.  Then I would pad it with some adventure. 

Sometimes, the engagement itself would be the adventure like when we drove overland up the East Coast from Cape Town, through Knysna, to Port Elizabeth, to Durban through the Drakensburg Mountains to Bloemfontein, ending in Jo’berg.  Or the time we went to Mozambique and ended at an Elvis-themed ranch in the middle of nowhere called Graceland.  Each trip would add considerably to my portfolio of stories and I would return home ready to get back into action.

Although I was never formally diagnosed and it is not overwhelmingly severe, I believe I am afflicted with a condition called Seasonal Affective Disorder (SAD).  It is a type of depression that is related to changes in the seasons, most often associated with winter and explains my malaise and lack of energy.  I even take 5,000du per day of Vitamin D3 to combat it (with reasonable results).

But for however challenging winters are in Upstate New York, the winters in Frankfurt Germany are uniquely insufferable.  The sun rises at 0830h and sets at 1630h.  Even then, it is hidden behind a ceiling of clouds most of the time.  The temperature hovers around 38F (2C) and the air is damp.  Basically, it’s dark, cold, damp, grey, and miserable; and this, I believe, explains much about the sense of humor and disposition that many (most?) Germans have.

So, imagine my delight when a company based in Jo’berg called me this past December (2022) and wanted to hire me for an engagement in late January.  I was doing the Snoopy-dance.

The flight from Frankfurt, at 10 hours, was a lot easier than the 15 hours from JFK.  And getting off the plane and walking in the sun and warmth of Jo’berg was quite welcome indeed.

Conclusion

What does any of this have to do with Operational Excellence?

The first is about change management and especially transformational change.

My first visit to South Africa was a wonderful adventure and I certainly fell in love with every little bit of it and the people on that first trip, and eventually a love of all Southern Africa.  And having been away for almost a decade also made me recognize the place, its people, and the challenges faced, have changed.

During those first few trips, it was a time of political and social transformation (especially with regards to race relations) and things were progressing rather quickly.  In this last trip, what I saw and what I felt was the political and social climate had settled significantly, especially with regards to race relations.  Everyone was mingling and socializing with everyone else and I did not see the racial divides that I did on earlier visits.  In all fairness, it has been 30 years, an entire generation has grown-up post-Apartheid.  All for the better.

However, what I did experience was a real degradation in the infrastructure, most apparent in the rolling brownouts (they call it load-shedding).  As a result, almost every business and even many homes have back-up generators that run on diesel and automatically activate when the power goes off.  The worst part is the disruptions the load-shedding causes in the cities because, when the power goes out, so do the traffic lights; chaos ensues.

There were other noticeable signs of asset degradation.  For instance, South African Airways is a shell of its former self and is now largely a regional carrier without service to either the United States or Europe except through partner airlines (they are a member of the Star Alliance partnership).  And then there is this report from the University of Witwatersrand in Jo’berg that sounds the alarm that “South Africa’s entire infrastructure is on the verge of total collapse”; none of which were the case on my earlier trips.

The struggle and the challenges have evolved from cultural to structural.  How a country with the vast mineral riches that South Africa has can be in such dire condition escapes me; and should be fixable.

So, the lesson related to Operational Excellence addresses “Systems Thinking”.

During the reign of the Apartheid government, the country was structurally sound but socially bankrupt.  But the post-Apartheid government emphasized social ambitions and neglected the structural; not just starving the structural, but actively taking from the structural.

The lesson found in Newton’s third law applies; for every action found in nature there is an equal and opposite reaction.  In this case, “nature” is cash.  When you give to one, you take from another.  The key is to keep the flows in balance to achieve harmony.

The second is about perspective.

Living in the States or in Europe, we often get irritated (even angry) when something small goes wrong.  Maybe you are in a hurry and the light turned red.  Maybe you are at McDonalds and the ice-cream machine isn’t working.  Maybe you are able to see someone’s garbage can from the road and feel compelled to call the HOA.  Maybe you are German and just have to find anything about which to complain.

In Southern Africa, when such things happen they just shrug it off and say, “TIA”, a non-Disney version of “hakuna matata” (which is actually Swahili for “no trouble”).

So, when I visit Southern Africa, I find cause to celebrate more than complain and the reason is simple; the expectation when I am in Southern Africa is that it won’t work or be right.  And when anything does work or go right, it is cause for celebration.

“Look!  The electricity is on!  Yay!”

Or “Look!  The internet is working!  Yay!”

This is not to say I have changed dramatically and that I expect or would be satisfied with a lesser outcome.  That is not it at all.  What it does mean is, when something isn’t satisfactory, I won’t get all bothered by it and become emotional (at least for a spell).  Instead, I will just do what they do in Southern Africa which is to do what they can, with what they got, from where they are.

And remember, TIA.

About the Author

Paris is an international expert in the field of Operational Excellence, organizational design, strategy design and deployment, and helping companies become high-performance organizations.  His vehicles for change include being the Founder of; the XONITEK Group of Companies; the Operational Excellence Society; and the Readiness Institute.

He is a sought-after speaker and lecturer and his book, “State of Readiness” has been endorsed by senior leaders at some of the most respected companies in the world.

Click here to learn more about Joseph Paris or connect with him on LinkedIn.

Hello and welcome to another edition of State of Readiness with your host, Joseph Paris. My guest today is Norbert Majerus; Author of “Lean-Driven Innovation” and “Winning Innovation” and a Lean Champion (Ret) from the Goodyear Tire & Rubber Company.

He confesses that he went into engineering because he didn’t like to working with people and felt that a career in engineering would find him in the corner of a room with a computer and being left alone to do his work. It did not quite work out that way.

Norbert spent most of his career at Goodyear’s Innovation Centers. Having first been introduced to Six Sigma, his natural gravitation was more towards Lean and the “people” side and skills associated with creating a problem-solving and leadership culture.

We then talk about culture change; a topic which appears to be on many people’s minds. But people rarely speak of what they would like to change from what, to what. They share the phrase “culture change” and just leave it hang there in the air like a cartoon bubble and leave it to others to figure out what was meant; a grand assumption on everyone’s part.

But Norbert does take the time to explain his ideas with respect to culture change; including the from what, to what. Give a listen.

Fun fact; “Luxembourgish” is a language…

Another episode of The Outliers Inn with “The Beer Man” joining JP and Mule as co-co-host. Maybe he will become a regular co-co-host (he’s already an irregular regular guest here at The Outliers Inn.

After a brief acknowledgement that the Super Bowl was pretty entertaining, but nobody we know really cared who won, we get into more interesting topics.

JP shares his recent experiences visiting southern Africa for an assignment with him starting in Johannesburg (Jo’berg) and then going to Bulawayo, Zimbabwe. He had been there many times before from around 1995(ish) through 2010(ish) and was looking very much forward to the return (JP simply loves southern Africa).

What he loves the most is that it provides a giant, and healthy, attitude adjustment. As he explains, people in G20 countries have a tendency to complain about every little thing (real or imagined) that might possibly go wrong. All you have to do is watch videos of “Karens” to know what we mean. But in southern Africa (and many other less developed locations), things not going right are the norm and folks celebrate when things go as they should.

The electricity is on? Yay! The internet is working? Yay! It’s better to drive on the roads than on the shoulder? Yay! Getting arrested for speeding and being able to give the policeman $5 to be let go? Well, that work out better in southern Africa. Call it a “facilitation fee”.

Mule then shares his experiences with “The Peter Principle”, where people get promoted to a level of incompetence. I am sure we have all seen it in action; some real rockstar (sales person, mechanic, whatever) get promoted to manage others in the hopes that the “magic dust” that makes him an expert gets sprinkled on those they will now manage. But the person is an expert at what they do, not being a manager. And unless taught those skills, will likely fail.

Don shares his latest concoctions that are brewing. Sam shares his experiences training others in Denmark and that he will be supporting an office in Hamburg, Germany.

And steve from southern California shares his love of golf and the work he is doing with a golf foundation and their work with youths, especially those who might not normally have the opportunity to be exposed to the game. To hear Steve describe it, the effort is a significant and impactful one that is responsible for millions of dollars in its programs; certainly not like something a person might expect from the local Kiwanis chapter.

And no visit to The Outliers Inn would be complete without Mule going into very great detail about the high school robot competition with which he has been involved for many years.

Give a listen!

What’s better than two hosts?  Why, three, of course!  Mule said he couldn’t make it, so JP drafted Don (who is an irregular regular and has stepped-in to the role of co-host in the past).  But, wouldn’t you know it, Mule was able to join.  So, we have a three-way!

The podcast starts as it normally does, with JP talking about air travel experiences and Mule talking about robots. 

As “process and systems guys”, air travel is always a source for some head-scratching and musing.  JP recounts a recent trip through Frankfurt where the “Gold Track” for security suddenly disappeared with the alternative being a 90 minute wait.  Not wanting to wait 90 minutes, JP made his own “Gold Track”.  Problem solved.

And Mule shares this year’s robot challenge and the operating parameters the robot must successfully complete.  He seems happy with the progress so far.

Wilson joins us next.  JP has known Wilson for well over a decade, having met at an industrial engineering conference.  Both JP and Wilson vividly remember the encounter.  Wilson came to JP at JP’s company booth and started complaining that his company lost the “focus”, and he needed to try to find a way to get the “focus” back.  He went on an on lamenting about the “focus”.  Except, with his heavy Brazilian accent, it didn’t sound like “focus”.

Next, we welcome Curtis from Charleston.  Being a fairly recently-minted entrepreneur who left the corporate world a few years ago to start his own consultancy, Curtis shares the challenges of balancing roles and responsibilities; of particular challenge is the “honey-do” list. 

And last, but not least, we welcome Stephane (another irregular regular, or is it regular irregular) to The Outliers Inn.  Other than JP sharing the story of his failed attempt to meet Stephane for some holiday cheer, Stephane shares his recent introduction to ChatGPT (an Artificial Intelligence content generation app).  Stephane then shares how an entire persona can be created out of thin air; pictures, video, resume, content that establishes the fictitious (or real) person as a “thought leader”.  He even has ChatGPT create a couple of posts for LinkedIn while talking about ChatGPT.

Come and give a listen.  We are sure you will enjoy this episode.

My guest today is Ben Cook, Chief Supply Chain Officer at Spreetail, a next-generation 3PL company headquartered in Lincoln, Nebraska. 

We start the conversation with Ben sharing his early years.  His father was an Army Officer who resigned soon after Ben was born to have a more stable family life.  But that didn’t mean they set roots and became grounded, quite the opposite, as his father became a high-school football coach who moved through several high-schools in the Southeastern United States; and also did some time in Spain and in Africa on volunteer work.  So Ben struggles with where “home” is, except that it’s the United States.

Ben then shares some details of his military career.  Being in the Special Forces, the assignments were not the most comfortable (including stints above the arctic circle).  But it was pre-9/11, so the assignments were (perhaps) a bit easier than afterwards.

After the military, he became interested in Supply Chain.  Perhaps recognizing the importance of supply chains during his military career somehow influenced his gravitation to the discipline which, in the late 1990’s and early 2000’s, was in its infancy.

We walk though the various roles he had; including one in China soon after China’s assentation to being a member of the World Trade Organization.  And Ben shares some of the lessons learned along the way, some by design, some by accident, including a lesson-learned about culture eating strategy for breakfast.

These experiences led him to develop his personal approach to leadership which he calls “One Team”, and I am sure you will find his thoughts on this quite interesting; perhaps even adoptable.

Give a listen…