Too few managers and management teams talk about what it means to promote a culture of business performance excellence in and across their organizations. Even fewer work on it.
Every week, I share three thought-provoking management posts for the week. Fair warning: I take a broad view of management, so my selections will range from leadership to innovation to finance and personal development and beyond. This week's selections feature content on why you need to know more about Baldrige, rethinking your ideas on measuring marketing ROI and the powerful impact of Social Business on your firm's reputation and ultimate success.
It genuinely bothers me when organizations spend years and untold dollars reinventing themselves and succeeding with a quality framework (i.e. Baldrige or Six Sigma) only to show up in the business press as an organization fighting for survival. Achieving milestones and winning awards helps reinforce the progress on the journey, but leaders at all levels have to foster a culture that is perpetually dissatisfied. The fact is that the market never sleeps, customer issues/needs change constantly and there are always competitors interested in taking your share of the customer’s budge
This is my pre-election post on government, and I promise to stay focused on performance and not politics. There’s enough hot air being expended by the candidates and pundits and I don’t need to add to the global warming. However, it does seem like a good time for all of us to evaluate the return we are getting from government and frankly, ask for more. And by more, I don’t mean more money or even more government. I mean quality, performance, results, and yes, even a bit of good old-fashioned customer treatment.
