We help you create a culture where continual improvement will flourish
We start from a premise that the vast majority of people go to work to go a good job and are intrinsically motivated by finding better methods to achieve better results. Unfortunately organisations can unwittingly impede this. We help organisations enable and support teams to deliver continual improvement guided by an approach that is consistent across the enterprise and coherent with the approaches in performance measurement and the process focus described elsewhere on this site. Clients are often astounded by the latent energy, capacity and capability that this can liberate.
We equip your people with improvement thinking, knowledge and skill
In successful organisations the reality is that the majority of people, give near their best most of the time. But what is it that makes a difference? What is it that we can do as leaders to enable your people to operate on the right hand side of the spectrum more of the time? At BPS we attach great importance to the intrinsic motivators of Autonomy, Mastery and Purpose, three elements brought to notoriety by Dan Pink. How we design and manage work, over and above what we say as leaders is what makes a difference. The good news is, given the choice, we would all prefer fixing problems, finding better ways to do stuff, removing duplication and rework as opposed to just “spinning the wheels.”
This is where BPS can help; we will support you to equip your people with the appropriate thinking, information, knowledge and skill to make well informed improvements; a methodology for continual improvement that is tailored to your organisational context. The method is not additional to the teams work, it is the work, performance improvement is interwoven into every aspect and every aspect of their work subjected towards the same improvement challenge.
What might your team’s latent energy, capability and capacity do for your organisation?
Teams and individuals work much more effectively across functional boundaries, through the consistent in approach to improvement. Continual improvement is often self funding; smaller scale changes releasing capacity to resource larger ones with even greater benefit. Double digit improvements concurrent in service improvement, cost efficiency and employee commitment without the need for investment in new infrastructure, new Information Systems of new people.
Still believe you can “drive” improvements by assertion, coercion and incentives?
Beware the unintended consequences of incentives, targets and other instruments intended to improve personal and team performance. They elicit a number of responses, not all of which work in the best interests of the organisation. We can demonstrate how a consistent approach to continual improvement combined with the “whole system” perspective offers a vastly superior route to those same objectives.
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