Tuesday, January 24, 2006

Performance, strategy and people.

2006 is going to be incredible for fusedlogic, we're growing and very busy. That being said we want to be careful of making sure that the growth is controlled and anticipated. The importance of a strong and credible growth strategy is key. Keeping it up to date and on track is also key. The need for business owners to look into the future and anticipate what might happen to their business can be tough, this usually requires research, analyzation of the facts, trends and the pulse of the business community, political climate and world events.

Fusedlogic knows that in an ever increasingly competitive world, every inch and ounce you can squeeze out of your business performance score card is critical. That's why we've invested heavily into performance architecture and assisting clients to do just that.

I believe that on a clear day you can only see (6) months down the road. Today's world is just too unpredictable to bet any further into the future. That means that most company's have a strategy that is outdated almost as soon as it's printed. And why then do many company structures rely so heavily on outdated data to direct their operations? Ineffective reporting mechanisms typically is the answer. Decisions are required much faster than available outdated data can support and (really who wants to work on assumptions anyway?) the performance of a company suffers as a result.

I see this especially in the SME market where resources are always tight and people are less able to consider long term strategy, they're unaware of the cost effective solutions that can allow them to identify and measure performance.

Many executives have been focusing on how to manage their available data better, while wanting to get more accurate numbers sooner...HOW? Digital dashboards are not the simple answer. Working with a technology company that has a bloated over priced piece of technology isn't necessarily the key to performance success.

Not only should they consider the numbers but what about dynamics that involve the people behind the scenes? The staff actually charged with execution of the strategies in place? What if they're off on their performance, how would someone measure that daily and provide assistance where needed? Human resources need to be reallocated based on underlying skill set's the kinds of skills that you only know about from knowing the person themselves. Org charts rarely represent the true power within a corporations decision making capabilities and processes. Digital dashboards are rarely super effective in this role, take a look at yours and see if there is anyway to improve this aspect. The answer is of course if you're willing to pay for it.

There are however more cost effective solutions available and since this is my blog I can be shameless and plug our own solution. IT WORKS! For all sizes of organization and it's a two stage approach that many other companies DO NOT have. Strategic diagnostics - find out what's wrong, prioritize the issues along with providing corresponding solutions and then determine what to measure and measure it all the while identifying the source of the pain.

Don't be afraid to break out of the norm and consider strategy MORE than once a year and remember to look at the people factor. Demand more of your performance architecture, better answers sooner and start measuring different things if nothing else to provide a new perspective.

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