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    -shoring” - the list is endless. Now each of these have their place and can have a dramatic, and often very positive, effect on an organisation, but how often are th
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    The title of this article sounds like simple advice, but so often we undertake activities and projects without really understanding how they are going to help us to achieve our aims. I have outlined below some of the causes of this cavalier (and costly) approach to business improvement along with how we might approach things differently.

    The latest thing!

    In business we are often worse devotees of fashion than any teenager. We undertake initiatives, programmes and structural changes regularly to follow the latest trends in management thinking. Think of business process re-engineering, lean manufacturing, web services, outsourcing, “off-shoring” - the list is endless. Now each of these have their place and can have a dramatic, and often very positive, effect on an organisation, but how often are the

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    achieve our aims. I have outlined below some of the causes of this cavalier (and costly) approach to business improvement along with how we might approach things differently.

    The latest thing!

    In business we are often worse devotees of fashion than any teenager. We undertake initiatives, programmes and structural changes regularly to follow the latest trends in management thinking. Think of business process re-engineering, lean manufacturing, web services, outsourcing, “off-shoring” - the list is endless. Now each of these have their place and can have a dramatic, and often very positive, effect on an organisation, but how often are th

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    erently.

    The latest thing!

    In business we are often worse devotees of fashion than any teenager. We undertake initiatives, programmes and structural changes regularly to follow the latest trends in management thinking. Think of business process re-engineering, lean manufacturing, web services, outsourcing, “off-shoring” - the list is endless. Now each of these have their place and can have a dramatic, and often very positive, effect on an organisation, but how often are th

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    al changes regularly to follow the latest trends in management thinking. Think of business process re-engineering, lean manufacturing, web services, outsourcing, “off-shoring” - the list is endless. Now each of these have their place and can have a dramatic, and often very positive, effect on an organisation, but how often are th
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    -shoring” - the list is endless. Now each of these have their place and can have a dramatic, and often very positive, effect on an organisation, but how often are they selected simply because they are what everyone else is doing or what the consultants are pushing this year?

    All of the activities listed above are tools to achieve certain aims and every organisation’s aims are unique.

    Don’t follow everyone else down the A1 if you are trying to get to Aberdeen!

    Busy fools

    Although in some organisations bureaucracy can lead to action never being taken on anything, in many the opposite is true. Particularly in the SME sector, action is prized much higher than planning. This can help in adapting quickly to change but often has the effect of creating “busy fools”. Doing something is better th

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