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The Imperatives of an Organization Built for Speed

hbrBuild your business in a way that would make the Flash proud. Vijay Govindarajan and Manish Tangri write for Harvard Business Review about how to do that. It boils down to three Ms: measure, motivate, and model. You need to measure the company’s “heart rate” and optimize it, which means, in their example, that task completion rate (TCR) of individual employees should be taken into account and tracked. Adapting to these timetables and fostering an efficient attitude of “good enough” over perfect makes for a quicker organization. For motivating engineers, analysts, and others deeply entrenched in the organization who do not see the ferocity of the frontlines often, it is recommended that they are exposed to “the jungle” of competitor-dominated conferences and difficult customer service calls to elicit an emotional reaction. A sense of urgency drives employees to work harder and faster. Finally, you need to model what you want to see happening across the business. Whether or not you have all the answers, you need to be decisive in selecting a course of action and always be moving forward. There is a limit to just how fast your business can operate without crippling itself, but it is up to you to determine that speed.

About John Friscia

John Friscia is the Editor of Computer Aid's Accelerating IT Success. He began working for Computer Aid, Inc. in 2013 and continues to provide graphic design support for AITS. He graduated summa cum laude from Shippensburg University with a B.A. in English.

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