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  1. Planting the seed for 2012 Organizational Planning

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    So I have worked at some really large companies here in Minneapolis and have come to realize they move slow towards change, so I decided to plant a seed for planning in 2012. Since planning for 2011 is already in the books!  Try this approach for your BIG reorganization in 2012 (seems like this BIG organization changes .  Because let’s face it at least 50% of the fortune 1,000 companies will do one of this in 2012.  The only problem they have been doing it for 50 years now with similar or worse results.

    1. Survey your employees, shareholders, and customers and ask them this question:

    What is one problem we have?

     

    2. Again survey your employees, shareholders, and customers and ask them this question:

    What would be one thing you would innovate within our company?

     

    Now gather up all this information and pick the Top 5 problems and Top 5 Innovation ideas.  Now the next thing you do will sound absolutely crazy and a lot of work, but that is ok that is the purpose!

    Next post Top 5 Problems List within your company and ask all your employees which one they would like to solve and ask them to put their name next to the problem solving initiative.  That is it.  If the employee has some skills, passion or purpose wanting to solve it they will put their name next to it.

    Next post Top 5 Innovations List within your company and ask all your employees which one they would like to tackle the innovation and ask them to put their name next to the status quo breaker or catalytic mechanism initiative.  That is it.  If the employee has some skills, passion or purpose wanting to innovate they will put their name next to it.

    There you go your top  10 projects for 2012 and the resources and organizational structure to go with it. Yup you have a problem solving organization. The company moves away from the silo’d business structure of Marketing, HR, Customer Service, IT, Legal, Merchandising, Distribution, etc. and builds teams with this eclectic group of skilled people to solve the problem they signed up for!

    Now in these new problem solving departments or project teams you have all the experts, roles, and titles banded together to solve the problem or problems. No duplication of people or roles across silos,  problems get solved,  people are happy they are doing what they want to be doing, problems get solved, cost are reduces,  produce more revenue and profits, and unfortunately you may have to reduce staffing levels, but this may help reduce costs of products or services good for consumers. The reason the last one happens is every silo today have similar problems but duplicate the solution and tools across those silos.  This typically happens more when trying to innovate, but happens in problem solving also!

    End result of this planning is 5 Problem Solving and 5 Innovation Implementing Organizations.  The company is no longer structured around industry specific silos, applications, or skill sets. This is no way to say companies still do not need these skill sets, because companies do.  Companies still need HR, Marketing, Technology, Supply Chain, PR, Communications, Business Operations, Customer Service experts, they just need to be deployed as ecosystems to solve problems or innovate.

    So if you have some leadership authority at your company start suggesting this now and then by 2012 you should be able to execute! What do you think the hurdles will be?  What behavior characteristics are going to be evident when proposing this?  How do you think leadership organizations will form around this idea?

    It would be pretty interesting see this initiative come across your email inbox, intranet or enterprise social business application, hey! Would you participate?

  2. What does the C-Suite and other Senior Leaders value about a Business Analyst

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    Being that the Business Analysis discipline and role is becoming more standardized and consistent with the IIBA (International Institute of Business Analysis), BABOK (Business Analysis Body of Knowledge®) and a Certification called the CBAP (Certified Business Analysis Professional™). What do senior executives and leadership feel about this discipline and role?   There is no right or wrong answers just starting a dialogue to find out the views and opinions that are out there within the Social Platforms community.

    Would also like to know how Business Analysts can play a vital role in the era of companies moving towards Social Business Architecture, Enterprise 2.0, Social Media, and Social Technology Platforms.

    I obviously have my biased opinions and views on the subject, but would really like to know other views.  Especially from the people that make strategic decisions about an organization.   They ultimately sign off on spending money on this discipline. I would love to get a cross section of senior leaders from the C-Suite to the Rank and File (which is where I am at on the ladder) to weigh in on this often overlooked or generalized role in most companies (believe me I have worked at many).

    The one main stereotype I am trying to break most of all is “Well anyone can be a BA, so just give them the title” Additionally, I am always interested in new ideas.

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