Systems Thinking: Demand by Andy Lipok

Most of us believe we know the problems we have within ourselves, at home, with our football teams and of course at work. But all too often the problems we identify are not the root cause and the actions (if we take them at all) do not lead to sustainable improvement.

Most people, when they want to make a change, tend to start at the wrong place. They start to change things without actually knowing what’s wrong. It’s a bit like a doctor treating you without knowing the real problem – a painful and expensive business, as my knee will testify. Read more…

Systems Thinking: Establishing Purpose by Andy Lipok

I once came across a statement of purpose for an organisation and it read as follows: “We exist to professionally build long-term high-impact sources so that we may endeavour to synergistically leverage existing effective deliverables to stay competitive in tomorrow’s world.” So there you have the purpose! Everyone now clear on what they need to do, how to measure progress and how to do it? Not a chance!
True purpose can only be established by studying the WHAT and WHY of current performance. A statement of purpose must be expressed from the customer’s point of view and in their terms, i.e. from the outside-in not top-down. This outside-in perspective is one of the key features of a new way of thinking about organisations and management method.
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Systems Thinking: Purpose by Andy Lipok

The first in a series of blogs to investigate new or different approaches to how we make our work, work better for staff and customers. This week we start with the concept of purpose.  In the midst of social and economic unrest across the globe, in combination with advancing technology creating instant collaboration and news on a global scale, the views of social groups & entire populations are being heard on an ever more forceful scale.
As a result of this backdrop the question of purpose, of banks in particular, has been challenging the Chairs of major companies, presumably not helped by Lloyd Blankfein suggesting Goldman Sachs was doing ‘God’s work’! Whilst the question of ‘What is our purpose?’ should be seemingly easy to ascertain for a Retail Bank, the question of how we focus on this purpose and the subsequent questions this raises holds a more complex series of challenges to traditional management practices.
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Systems Thinking; Management By Doing The Right Thing by Andy Lippok

What we have witnessed in the last 20 years is a series of programmes of change failing to achieve their intended outcomes. Customer Care, ISO 9000, TQM, ABC, BPR. All the research and experience show that the latest panacea does no better than its predecessors.

Over and over again improvement programmes are thwarted by commonly-known but illusive forces. The problem labelled as ‘organisation culture’, which typically leads to rationalisations like ‘change takes time’, or ‘each programme is an element in the total change programme’. Read more…

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