Imagine you’re starting a jigsaw puzzle. The first step is to dump out all the pieces, and then to spread them out and turn them all right side up, so they’re no longer an unorganized heap.
Whether you have resolved to lose 5 pounds, stop taking your iPhone to bed, or finally declutter the attic, we all use the start of a new year to set personal growth goals for the 12 months ahead.
But have you ever done the same for your workplace?
This case study details how I developed a comprehensive system for proposal development to scale up proposal development capacity and increase proposal success company-wide.
One of my favorite running jokes in the early seasons of the “The Office” is the dispute over the role of Dwight Schrute. Dwight claims to be the Assistant Regional Manager of the Scranton, PA branch of Dunder Mifflin, a paper distribution company. Dwight’s boss and colleagues maintain that he’s the Assistant to the Regional Manager.
The nuance in bird skeletons is a perfect metaphor to illustrate why it is critical for every company to define and continually improve its operational infrastructure. Every company has its own mission, programs, culture, stakeholders, and so on, and needs to make sure that the policies, processes, and systems in place explicitly support those components and capture what make the company unique and successful.
The purpose of this blog is to shine some light on, and insert a little levity into, the decidedly unsexy topic of workplace operations and processes. Like so many other business-related terms, the mere words “operations” and “processes” have become weighted down by complex jargon and highly technical connotations.
While application of rigorous scientific research and development of theories have certainly added tremendous value to the field of business and organizational management at the macro level, I’m here to make the case that many workplace problems can be addressed at the micro level using common sense solutions.