Who among us has not attended the meetings of the useless , during which Rapporteur nobody listens to , and try to present to somehow kill time ( which, incidentally, always not enough).
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As an option - from the very beginning of the session everything goes according to plan: the current questions takes too much time and discussion of strategic issues is crumpled, something even postponed for another time. Such can be seen everywhere, evidenced by the joint research consultancy firm Marakon Associates and the magazine Economist. Although the time in any organization - The most scarce resource guide is very rarely properly disposed them. Surveys of 187 companies from different countries with a market capitalization not less than $ 1 billion, organizers of the study found that on average, top managers work as a team no more than three days a month. And on the strategic problem for these three days they release less than three hours, and those where little is spent with the mind: the heads are sometimes wordy debate, not aimed at acceptance of constructive solutions. Here are the main problems faced by in most of the companies surveyed: • little heads work together • agenda formed spontaneously, • strategy paid too little attention, • leadership meetings are not held in order to take solutions. However, several leading companies - ABN AMRO, Alcan, Boeing, Cadbury Schweppes, Gillette and others - executives figured out how to effectively work as a team. Senior partner Michael Marakon Associates Menkins reduced their experience to the seven recommendations that will help executives gain control over the agenda of its meetings and generally engage them on raising value. 1. Separately consider the operational and strategic questions. This will give managers the time and opportunity for meaningful debate on strategy. 2. Focus on solutions rather than on the discussion. To achieve this, a Cadbury Schweppes introduced two simple rules. First: managers get the required materials no later than five days prior to meeting. Second, to model the cover clearly states why you want to read one or the other stuff - to see the problem, to prepare for discussion, decision and an action plan. 3. Assess each item on the agenda and to give him time, depending on how decision will affect the value of the company. There will a sensitivity analysis using a model of valuation of the company (that is, check that how to change the forecast when the initial assumptions). 4. As You can quickly remove the issues from the agenda. As soon as the matter falls on the agenda, senior managers need to decide it. To do this we need a clear schedule that details painted, will be resolved when each question and who should be involved in determining strategy. 5. Offer suggestions. When important issues come to the agenda and begins the countdown, success is the presence of viable options (preferably - not less than three) strategic decisions, from which management can choose the best. And it should be the alternative proposals, rather than a variation on the same topic. And many share the process into two stages: at one meeting Top managers are considering all offers and choose the best for another. This helps to better evaluate and compare options for strategic decisions, because all they have before their eyes. 6. To approve the general procedures and rules of decision solutions. Not all of the management team can make decisions quickly, without sacrificing quality, but there is a way to reconcile both requirements. If you can not save time on every single decision, you should try do this by the number of solutions, selecting the related issues. The companies, who established a decision-making process, share a common language and methodology, and there are strict rules. Therefore, top managers can deal with several issues at once, often out of general meetings. 7. Stick decisions. Often, managers take the most difficult to what they already agreed at the meeting. This is not surprising: while the strategic decisions remain on paper, you can interpret them on my own or, worse, interfere with their implementation. A clear rule that it was decided, should be be done, helps manage the team better articulate solutions and supervise their execution. *** When leaders understand that their time - The most valuable resource companies, many of them probably will embrace given above. Then change the principles of strategic planning radically. Managers will deal with the most important issues consider all viable strategic options and in strictly limited possible to select one the most successful. As a result, management will be able to optimally use of their time and quickly make more decisions.
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