This category contains 135 posts

Ever wondered what your organisation does to its employees?

We’ll continue our story about Mission Command vs Command & Control next time. But following on from the previous blog where we introduced the idea of making employees accountable (fix the blame) without responsibility (fix the problem) I’d like to expose the so-called Energy Investment Model. We’ve had a lot of interest in this at … Continue reading

Military Tactics and Command & Control – Fact or Myth?

A few weeks ago we looked at the way the military works and concluded that they do not practice what is commonly regarded as “Command & Control” – but instead use something referred to as “Mission Command”. Before we look at this approach, let me make some observations from some of our travels: Just what … Continue reading

Playing the Procurement Game – why rigid procurement rules increase risk!

  As a supplier to the public and private sector there appear to be some significant idiosyncrasies associated with public sector procurement! No this is not a long list of frustrations experienced by private sector companies in supplying the public sector – that list would significantly exceed the space available for this blog! This blog … Continue reading

Resource Utilisation in the NHS

  This morning on Radio 4 there was a leaked preview of an NHS improvement report that hospitals could deliver some 250,000 more operations a year if they didn’t have late starts and early finishes. One has to ask “why the report is being leaked now?” but the first thing to do is to put … Continue reading

Devolved vs Centralised Approach to Management – or why Napoleon lost to the Prussians (second time around)!

You may recall our previous blog “New Operating Models – do they deliver the claimed benefits (Or never place rocks next to hard places!)”https://cranfieldcbp.wordpress.com/2017/09/27/new-operating-models-do-they-deliver-the-claimed-benefits-or-never-place-rocks-next-to-hard-places/   That blog considered organisations changing their target operating models. We’ve recently seen a number of such organisations moving from a devolved model to a centralised model. It appears that around … Continue reading

New Operating Models – do they deliver the claimed benefits? (Or, never place rocks next to hard places!)

On our travels, we often see organisations declaring they’re using new operating models (or they’re about to). Someone, somewhere will have done some calculations, simulations or forecasting and arrived at the conclusion “we need to re-organise” or “centralise” or “decentralise”. Interestingly, these new operating models are often introduced by newly into position senior managers and … Continue reading

Soft Metrics and Hard Culture

I wrote last week about hard metrics and soft culture, which is a good description of how we need to think about PDRs and the personal management process. But today, let us look at this the other way round! Soft Metrics? Yes, in fact all metrics are soft. What does the “I” in KPI stand … Continue reading

Baobabs and Business

We hear so much criticism of business in the media it’s easy to forget just how important it is for society. Quite apart from manufacturing the products we want and need or providing services to add value to our lives, business creates a space for us to develop and learn, to work, to meet others … Continue reading

Data Democratisation and the Trouble with Rolling Averages

I was watching a webinar the other day with various luminaries adding weight to a subtle sales pitch. Two of them were talking about future trends – one claiming data democratisation (Google it!) was spreading like wild-fire and was to be encouraged, while the other spoke about it being a myth. I’m with the latter … Continue reading

Hard Metrics and Soft Culture

Cranfield is in the process of introducing a new faculty contribution system as part of the performance development review process (PDR). As part of that discussion, yesterday we were talking about the metrics and how they would be used to manage faculty. Prof Hugh Wilson came up with this phrase, “Hard Metrics and Soft Culture”, … Continue reading