The reporting of the person accountable for business excellence and process improvement program in an organization is an important factor in determining how much benefit it is able to derive from such a program.
If an organization has an excellence group with the person heading it not reporting directly into the CEO the benefits to the overall business are not as much as what is truly possible.
In several organizations the reporting is into the global delivery head. This situation allows the global delivery head not to collect feedback from the really unhappy customers. That would mean the customer satisfaction ratings may continue at high levels but with poor customer retention ratio. Clearly something is not right.
Also, in several organizations the person accountable for business excellence and process improvement is forced to report into someone even lower in the hierarchy than the global delivery head, and funnily enough to someone who can't even spell the word excellence!
And that someone will then play politics to keep his position strong in the eyes of the global delivery head and also the CEO. This situation becomes utterly ridiculous when this person reports into the global delivery head not as a professional but as a die-hard stooge and as a staunch defender of his own wrongdoings and that of his peer stooges.
Stooges ruin the professional fabric of any organization. They will meet people behind the back and even though they are incapable of adding any value in the context of the business excellence and process improvement program in an organization, they get invited by the manipulative peers and the global delivery head to such meetings.
A common thread binding all the peers who report into the global delivery head is their loyalty to their master and camaraderie with the peers which is based on manipulation and maintaining the coterie culture.
That's why the person accountable for business excellence and process improvement program should report directly into the CEO. He has to be a peer to the global delivery head and not the stooges reporting into the global delivery head.
It is easy to imagine what happens when the reporting of the person accountable for business excellence and process improvement program is not into the CEO but into the global delivery head or even worse into one of the stooges of the global delivery head.
In such organization the business excellence and process improvement program serves as an example of what is generally know as "lip service". The CEO gets a talking point that the organization is deeply focused on business excellence and process improvement but that is really not the case.
That makes the person accountable for business excellence and process improvement program an outsider. He is supposedly in a strategic role with accountability but no authority.
And as is expected the person accountable for business excellence and process improvement would never feel motivated and engaged to be able to help the organization. In fact such a person would be on a lookout to move on as soon as a good opportunity presents itself!
If an organization has an excellence group with the person heading it not reporting directly into the CEO the benefits to the overall business are not as much as what is truly possible.
In several organizations the reporting is into the global delivery head. This situation allows the global delivery head not to collect feedback from the really unhappy customers. That would mean the customer satisfaction ratings may continue at high levels but with poor customer retention ratio. Clearly something is not right.
Also, in several organizations the person accountable for business excellence and process improvement is forced to report into someone even lower in the hierarchy than the global delivery head, and funnily enough to someone who can't even spell the word excellence!
And that someone will then play politics to keep his position strong in the eyes of the global delivery head and also the CEO. This situation becomes utterly ridiculous when this person reports into the global delivery head not as a professional but as a die-hard stooge and as a staunch defender of his own wrongdoings and that of his peer stooges.
Stooges ruin the professional fabric of any organization. They will meet people behind the back and even though they are incapable of adding any value in the context of the business excellence and process improvement program in an organization, they get invited by the manipulative peers and the global delivery head to such meetings.
A common thread binding all the peers who report into the global delivery head is their loyalty to their master and camaraderie with the peers which is based on manipulation and maintaining the coterie culture.
That's why the person accountable for business excellence and process improvement program should report directly into the CEO. He has to be a peer to the global delivery head and not the stooges reporting into the global delivery head.
It is easy to imagine what happens when the reporting of the person accountable for business excellence and process improvement program is not into the CEO but into the global delivery head or even worse into one of the stooges of the global delivery head.
In such organization the business excellence and process improvement program serves as an example of what is generally know as "lip service". The CEO gets a talking point that the organization is deeply focused on business excellence and process improvement but that is really not the case.
That makes the person accountable for business excellence and process improvement program an outsider. He is supposedly in a strategic role with accountability but no authority.
And as is expected the person accountable for business excellence and process improvement would never feel motivated and engaged to be able to help the organization. In fact such a person would be on a lookout to move on as soon as a good opportunity presents itself!
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