To remain competitive in the modern era, staying still and simply functioning is practically prehistoric. Businesses must be efficient and ahead of the curve, which can be done in a number of ways, one of which is through implementing a culture of Continuous Improvement (CI). Firms are competitive, not by their product/service, location or process, but by what it knows about how it behaves in various situations and understanding how to improve the efficiency of this behaviour. CI provides this knowledge and allows an organisation to constantly act on this knowledge.
In part 1 we covered what resistance to change is, what it’s really telling us, and where the most leverage is in terms of intervention.
In part 2 we will look at how an intervention based on the understanding of how the mind works can make a difference – we’ll explore the implications of really understanding what I’m pointing to here.
The practical implications of understanding
“Creating your own barometer for change”
On the 9th of June, The Business Transformation Network held a VIP event on Delivering Customer Centric Continuous Improvement, which was attended by Director level transformation professionals from a number of FTSE organisations and alike.
Below are some of the key thoughts and notes from the evenings’ event, which will give you an insight into the discussion points: