The Ideal Time For More Success

Newsletter 66

The President of the company surveyed the VP’s seated around the luxurious boardroom table. He ended his pause for dramatic effect, “The performance improvement initiative that we’re considering has a hefty price tag. I’m not sure that this is the right time to pursue this project. I think we’re much too rich, powerful, and arrogant to benefit from this right now.”

The President of the company surveyed the VP’s seated around the luxurious boardroom table. He ended his pause for dramatic effect, “The performance improvement initiative that we’re considering has a hefty price tag. I’m not sure that this is the right time to pursue this project. I think we’re much too rich, powerful, and arrogant to benefit from this right now.”

Organizational Success State Naysayers’ Creed Tenet Create More Success?
Doing very well We’re too busy, we don’t have the time for performance improvement No
Doing okay If it’s not broken, don’t fix it No
Doing poorly We don’t have the money for performance improvement No

Have you ever heard these tenets proselytized in your organization? Do you have teammates who subscribe to the Naysayers’ Creed? If you’ve read any of our previous newsletters, then you know that we believe strongly in building a culture of continuous improvement and innovation as the mainstay of sustained high performance. Will Rogers said it best, “Even if you’re on the right track, you’ll get run over if you just sit there.”

If we’re agreed on the previous points, then, once again, when is the ideal time for more success? One answer is that it if you want to create sustained high performance in your organization, then it is always time for more success and for performance improvement. You need to start from wherever your organization is right now.

This being said, you can make a good case that the very best time for more success and for performance improvement is when your organization is already doing well. This is the time when you have the most resources to commit; therefore the performance improvement initiative represents the lowest risk as measured as a percentage of overall revenue. This idea of “jumping the S-curve” pioneered by Richard Foster, is shown in the figure below:

TECHNIQUES

Technique #1: If your goal is sustained high performance, then it is always the right time for more success and for performance improvement initiatives; start from where you are right now.

Technique #2: Performance improvement initiatives should be prioritized and implemented based on an overall ongoing strategic management and continuous innovation program for your organization.

Technique #3: After strategic fit and sequencing are established, use return on investment (ROI) as one of the most important criteria for prioritizing and implementing performance improvement initiatives.

Technique #4: The absolute ideal time for more success and performance improvement initiatives is when your organization is already doing well; capitalize on “jumping the S-curve” with your growth momentum.

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