First of all, genuine commitment is as different from commitment as the sun is different from the moon.
Genuine commitment is like the sun which has its own, real shine unlike commitment which is like the moon which doesn't have its own shine.
Like the shine of a moon is fake, so is the shine of commitment which is not genuine.
In many organizations the sponsors lack genuine commitment but try to fake it.
This is evident through the following:
The top man and his coterie try their best to fake the genuineness of their commitment but its easy to make out what's underneath their facade. Just commitment but no genuine commitment.
Culture of genuine commitment is crucial for operational excellence to be successful in any organization.
Such kind of culture building is a gradual, slow and evolutionary process and an important ingredient of operational excellence initiatives in an organization.
And unless the commitment is genuine, operational excellence initiatives will not have much chance to succeed.
Genuine commitment is like the sun which has its own, real shine unlike commitment which is like the moon which doesn't have its own shine.
Like the shine of a moon is fake, so is the shine of commitment which is not genuine.
In many organizations the sponsors lack genuine commitment but try to fake it.
This is evident through the following:
- Person charged with operational excellence is forced to report into someone who doesn't even know how to spell operational excellence
- Adequate resources and budgets are not allocated to the operational excellence leader and she is made to work with skeletal resources
- The organization is managed by a coterie which takes zero accountability of compliance and operational excellence in their respective areas
- Some of the people in the coterie go and say funny things to the top man behind the back of the operational excellence leader
- Some of the people in the coterie instead of reaching out to the operational excellence leader for help make immature and unprofessional statements regarding support they want
- The pet stooge of the top man in such organization is like a monkey to its master, a silent politician, an immature professional, a scheming expert in sending negative emails and super defensive of his lack of competence
- The pet stooge is a also a master of loyalty, chummy with other chipmunks like him roaming the corridors of the organization for many, many years
- The coterie comes across as a gang of retirement home residents who cannot move out but think they are the most accomplished people in their areas, forgetting that no one knows them outside the premises of their organization
- The coterie operates in a sly, immature and unprofessional manner, goes out to lunch together, and walks together while talking silly things
The top man and his coterie try their best to fake the genuineness of their commitment but its easy to make out what's underneath their facade. Just commitment but no genuine commitment.
Culture of genuine commitment is crucial for operational excellence to be successful in any organization.
Such kind of culture building is a gradual, slow and evolutionary process and an important ingredient of operational excellence initiatives in an organization.
And unless the commitment is genuine, operational excellence initiatives will not have much chance to succeed.
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