With the so-called “information age,” the business landscape is very different than it was 10-15 years ago. Lots of things are happening faster than ever before: speed to market, speed at which your customers demand information about your product, venues of where your products are sold, decreased budgets (read: do more with less resources) and more data than ever before now available about your customers, and that just scratches the surface.
The conventional wisdom is not to change anything until you are forced to do so, but sustained competitiveness can only come from improved productivity. Improving productivity requires change. Unfortunately, no matter how good or how well-reasoned or how well-documented a proposed change might be, some people on your team will resist it anyway.
In this changed world, it’s necessary to completely evaluate everything you’re doing as a company and be ready to answer the WHY question: “WHY are you doing this task, and how does it add to the whole project?” If you cannot answer the question, it’s time to let go of that project in favor of one that does have an answer. “We’ve done it this way since before I was here” no longer is a good enough answer.
As a manager, lead by example. Change is not easy, but when your staff sees the benefits firsthand of process evaluation, though it may be hard for them to adapt, this evaluation process will (slowly) find its way into your corporate culture. Remember, it’s all about working smarter, not harder.
Have you had any experience in your organization with process changes? We’d love to hear your stories.
Michael is the author of the Encyclopedia of Credit (www.encyclopediaofcredit.com), a free, fast, internet resource for credit and collection professionals. He is a consultant, and the author of “Credit and Collection Forms and Procedures Manual” as well as a frequent instructor at CMA-sponsored educational events. He can be contacted at 949-584-9685.