Managing Change

Another Leadership Meeting - another Fortnightly Focus. A chance to, review, identify and deal with current issues and to check progress with the team’s Quarterly Rocks. Above all it is a chance to reflect.

Do you have the luxury of time to reflect? No, nor do I, but it is essential to make that time.

For instance, I made time to reflect on our Vision Statement over the weekend. It was written with care, published on our About Us page, and I can’t remember the last time I read it.

It goes like this:

Our intention is to grow a sustainable business, an example of distinction in a competitive industry. Sustainability is made possible through a culture built on training and teamwork. Achievement from the ground up, through apprenticeships, up-skilling, advancement qualification – creating pride, organisational teamwork, exemplary skills with systemised commercial support … delivering excellence to the Electrical Industry.

With so many changes, growth, development over the last 3 years, does the statement reflect the business now as it did then?

The simple answer is yes.

In fact, it’s a resounding YES.

When we first embarked on the Traction route and adopted the Entrepreneurial Operating System (EOS) as our benchmark for management, it was to create and follow a structure for growth.

Our Visionary Statement was (and very much still is):

Growing a Business: a culture built on training, teamwork, and achievement.

And we proudly flagged JGF Electrical as: ‘more than just cables & cutters’.

As the Chartered Management Institute says – “managing change?involves accomplishing a transition from position A to position B and handling any problems which come up during the process.”

The EOS, when structured properly, adapted to your own business, and followed as strictly as real life allows us, is actually built to help manage change. It lays down the route and actions for positive change, yet enables manageable reflection for more turbulent changes.

The CMI again: “The process of change within organisations usually results from interactions between four major elements: equipment (technology); processes (working procedures); organisation structure; and people.

Nail on the head.

Managerial technology has been embraced, explored and tailored to help run the business. Whereas companies often pay lip service to technology, merely scratching the surface of what tech can achieve, we squeeze every inch of capability out of SIMpro to help drive a systemised operation.

Working procedures are identified, written, tested and logged for every operational process.

The EOS again leads us down an analytical process to ensure that we have the most efficient operational structure,? which extents to having people in? the right post, trained and up-skilled to achieve, both personally and corporately, within that role.

Change has brought us to our new unit at Optima Park. Here because of change, getting ready for change.

To understand more about the thought process behind the scenes of JGF, take a look at our Storyboard HERE.