For decades organizations have sought and achieved productivity and performance improvement through information technology and process engineering initiatives. While these efforts streamlined and automated what organizations do to provide services and products, they failed to address many people and organization needs along the way. As a result, we still have a long way to go in order to achieve peak performance as suggested by Continue reading →
Over time, organizations perform at some level. After start-up things fall into place leading to a period of rapid growth.
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The rate of growth eventually slows and then plateaus perhaps due to new technology that spawns competition or maybe due to the organization slowing down in the face of its increased scope, scale, and complexity of operations.
At any point along the way there are three choices:
One is to keep doing things the way they have always been done. Most of the time keeping things the same is the right answer because to do otherwise means constant change which leads to chaos. On the other hand if an organization always only does that which it has done to be successful up to now someone or something will eventually overtake and possibly bury it. One-product organizations such as some that sold buggy whips, record players, and video rentals are examples of those that rode a wave to oblivion. Continue reading →