A FTSE 250 company we worked with, was passionate about developing a culture of continuous improvement. People from every level of the organization had ideas on how to improve their Customer’s experience and understood the issues which made processes ineffective and inefficient. Equally, there was a common belief that previous attempts at driving improvement have been very “hit and miss”. Review of the data confirmed that they were right – most of the improvements attempted had either not been successful or had not been sustained.
Whilst your organisation has been successfully growing the business, are the controls and processes that were originally implemented, still fit for purpose?
The news feeds and press are rife with companies suffering from major challenges, potentially serious enough to put the organisation out of business, along with many smaller firms in their supply chains. The most recent sad demise of Carillion, being a prime example.
People say that these challenges can be traced back to one or two badly contracted or managed deals, at an aggressively competitive moment in time.
Cutting corners is nothing new, yet many companies continue to try and save money at any cost, without really considering the risk.