Sharing Good Practice hierarchy who are often oblivious to the undercurrents that run through the other levels of the organization , especially , in case of multiple branches at different geographical locations , while erroneously assuming to ‘ know ’ their organization to the level of required cognizance .
Optimize ( O )
This refers to achieving a harmonized synchronization between the various functional elements within the organization in order to achieve desired results in a seamless fashion . It entails the accommodation and appreciation of diverse views in the spirit of a closely-knit team that is finely tuned for a high probability of success . It also includes a resolute focus on minimization / elimination of waste from all the key business processes to enhance the presence of value-added activities that provide a viable buffer for pivoting to alternative options in precarious economic situations .
the leadership in terms of accepting innovative solutions from the ‘ rebels ’ in the organization who refuse to conform to the ‘ norms ’ and present differing views from the ‘ conformers ’ who are simply ‘ doing their jobs ’. This cannot be successfully realized unless the ‘ rebels ’ are empowered to voice their opinions without fear of reprisals from vindictive superiors who might feel threatened / insecure due to their own inability to display innovative capabilities and , thus , feel the urgency to suppress such ‘ noisome ’ team members to sustain the fleeting hope of advancing their own career prospects by concentrating on doing ‘ business as usual ’. cater for the efficient diffusion of updated / refined policies / procedures / processes within the appropriate members of the workforce to assure and ensure timely and effective transition to the revised changes in the workplace pertaining to the COVID-19 pandemic , e . g ., hybrid working conditions , remote monitoring mechanisms , virtual team constitution , work allocation / scheduling , adjusted performance expectations , amended reward and recognition practices , modified talent pipelines for succession planning , enhanced robustness of risk management plans , etc .
An important aspect to consider in the respective context is to stay away from the lure of ‘ perfection ’ and channelize all the available / accessible resources in enabling effectual solutions to current / foreseen challenges for organizational relevance and competitiveness in congruence with the ‘ new ’ normal that is being shaped by the COVID-19 pandemic . The efficacy of such initiatives can be realized by conducting timely management reviews and making astute adjustments to avoid derailing promising measures while also maximizing the benefits achieved from the deployment of necessary resources .
Transform ( T )
This refers to the groundbreaking initiatives that seek to go beyond the current practices and reengineer functional working to compete effectively with the offerings of the opportunistic competitors . It requires the marshalling of creativity and imagination with relevant knowhow for realizing transformative solutions to formidable challenges posed by the COVID-19 pandemic . It demands an inclusive mindset on the part of
Standardize ( S )
This refers to ingraining the successful outcomes of the transformative initiatives among the relevant hierarchical levels within the organization while creating a robust link with the core values to reinforce the prevalence of a vibrant corporate culture . It entails orientation and sensitivity training that is imbued with the DIBE ( Diversity , Inclusion , Belonging , and Equity ) elements to
Parting Thoughts
This framework is designed as a foundation on which a school can develop a systematic methodology for sustaining relevance and competitiveness . However , it demands 3Ps ( Prudence , Patience and Pragmatism ) from the organizational leadership to astutely pilot the relevant initiatives in terms of assuring and ensuring an effective resolution . Are you willing and able to take up the challenge accordingly ?
Murad Salman Mirza is an innovative thinker and an astute practitioner in areas within and associated with the fields of Organizational Development , Talent Management and Business Transformation . His LinkedIn profile can be viewed at : https :// www . linkedin . com / in / muradsalmanmirza /
Class Time Term 2 Jan - Mar 2022 15