Why Business Improvement Initiatives Often Miss Their Mark

Why Business Improvement Initiatives Often Miss Their Mark

Companies constantly find themselves under pressure to generate more value in shorter time frames. It’s the kind of pressure that drives organisations to continually seek ways to improve. But are those business improvement initiatives really hitting the mark? Are we focussed on the task and keeping busy or focused on the process and getting it right forever?

Too often, managers and businesses approach the concept of improvement with a mindset mired in old thinking. It’s the kind of thinking that becomes so deeply ingrained in an organisation’s culture it becomes the default method for tackling significant opportunities and business problems.

These organisations often employ well-established methodologies like Six Sigma and Lean for larger initiatives. These “improvement templates,” while valuable, may fail to meet expectations if the underlying thought processes don’t evolve. The simple fact is that the same thinking will always yield the same approach—and likely the same results.

Learning from one of Deming’s models provides valuable insight into why a change in thinking is so crucial. According to this model, the hierarchical approach to change begins with the organisation’s thought processes. This thinking shapes the “work systems” within the business, which in turn influence the behaviour of the workforce, ultimately culminating in the results achieved.

Simply put, if we fail to adjust our thinking, our work systems will be constrained by our existing knowledge. This prevents us from embracing new thinking, exploring novel ideas, and considering possibilities we don’t even know we’re missing………

Introducing the NewLeaf Spectrum of Thinking!

NewLeaf International has developed a simple model to illustrate the role and positioning of various levels of thinking within an organisation.

Granulation: Measures the scale of thinking, from very detailed to much larger.

Bandwidth: Reflects the scope within that thinking—the wider the bandwidth, the more creative the thinking can be.

Imagine a situation, such as designing an improvement programme or approaching a particular issue within the organisation. The model visualises this scenario like a funnel. At the top, the bandwidth of thinking is large, allowing for a plethora of solutions and possibilities. As the funnel narrows towards granulation, the thinking becomes more specific and confined.

This funnel is divided into four thinking categories:

1. Conceptual Thinking is broad and open-ended, fostering numerous potential thoughts and solutions.
2. Strategic Thinking converts thoughts into high-level direction, objectives, goals, strategies, and measures.
3. Tactical Thinking contemplates the appropriate tools, techniques, and lower-level approaches.
4. Delivery encompasses the execution of activities and tasks at the fine end of the funnel, which is more direct and confined.

It’s critical for organisational leaders and managers to ensure their thinking is pitched at the right level and that they consciously work their way down from strategies and tactics to appropriate daily activities and methods. Staying at one level and hoping everything else aligns is not a successful strategy.

Developing the Right Skills

The right skills need to be fostered among key people in an organisation to facilitate this kind of thinking. These skills should be honed within change agents such as external and internal consultants and continuous improvement managers. This approach prevents organisations from jumping to the same old solutions or adopting the latest fad without thinking through the situation and seeking more effective methods.

At NewLeaf International, we believe in the effectiveness of this approach. We incorporate this model into our “Integrated Framework Approach” for clients, along with various other tools and techniques. By developing these skills and promoting commonality in language and thought processes, we help organisations prevent wasteful, inefficient, and ultimately cost-ineffective solutions.

This model isn’t the only one for change or business improvement, but it’s one that our clients find helpful in managing their thinking effectively.

Business improvement initiatives don’t have to miss the mark. With a shift in thinking, the right approach, and the development of key skills, organisations can achieve the results they expect—and even surpass them.

If you’re interested in learning more about how NewLeaf International can assist your organisation with Business Improvement and significant Organisational Development programs, please don’t hesitate to reach out.