QAspire

OCTOBER 9, 2015

The average lifespan of a S&P 500 company was 75 years in 1937 and in 2011, it was 18 years. In VUCA world, we have to seriously rethink about how we lead ourselves, others and our organizations. The rate of change in the world of work is outpacing the rate at which we can adapt.

Leadership 70

Leadership Technology Brand Globalization 70

QAspire

DECEMBER 23, 2012

This is the third consecutive year when I am hosting the Annual Management Improvement Carnival organized by John Hunter. Annual Management Improvement Carnival: Edition 1 (2011). Annual Management Improvement Carnival: Edition 2 (2011). This year, I review three blogs that I have loved reading. Seth Godin’s Blog.

Management 144

Management Godin Competitive Advantage Blog 144

QAspire

JANUARY 16, 2011

So here is a BIG question : How are you contributing towards simplifying the business (of your organization or your customer’s organization) and life (yours and people who work with you)? Jessica Cox Becomes First Pilot With No Arms By Hemal, January 17, 2011 @ 12:31 pm I have no other words than “Simply&# superb !

Leadership 160

Leadership Directory Blog Quality 160

QAspire

AUGUST 15, 2016

One of the most important ways to build a learning organization is to have rituals that facilitate reflection, sharing and learning individually as well as collectively. In this 2011 post , I recommended three rituals for constant alignment and learning – kickoffs, reviews and retrospectives.

Self-aware 70

Self-aware Team Building Quality Team 70

QAspire

JANUARY 5, 2016

The average lifespan of an S&P 500 company has gone down from 67 years in 1937 to 18 years in 2011. With a hyper connected workforce, organization cultures have become transparent. Leaders who will thrive in future are the ones who have a clear vision of where they want their organizations and teams to be.

Leadership 70

Leadership Self-aware Supply Chain Human Capital 70

QAspire

OCTOBER 13, 2010

a lot of companies focus on restructuring their organization structure (hierarchy). Tuning hierarchy and structure of the organization for better outcomes is just one part. I have said this before – any organization that aims to deliver high performance consistently cannot ignore the power of process. How would work flow?

Process 130

Process Deming Restructuring Efficiency 130

QAspire

AUGUST 26, 2010

Home Go to QAspire.com Guest Posts Disclaimer Training Middle Managers On People Management Basics Here is a simple idea: Whenever you have a new manager (project manager/departmental leader) joining in your organization, put him/her through a simple training program on how to manage people. Train existing managers as well.

Middle Management 139

Middle Management Training Management Project 139

QAspire

OCTOBER 10, 2010

Home Go to QAspire.com Guest Posts Disclaimer 7 Steps For Customer Centric Process Improvement You can improve almost everything in your organization. With so much to improve, how do you identify what are your top priority improvements? Check it out if you haven’t already ! RSS feed for comments on this post.

Process 126

Process Directory Document Quality 126

QAspire

OCTOBER 24, 2010

One of the biggest challenges for a lot of organizations today is to involve each and every team member in the quality game. Most people in the organization can do a better job if they know: What are the key values and beliefs on quality/excellence in the organization? How will those actions add value to organization?

Quality 122

Quality TQM Directory Belief Systems 122

QAspire

FEBRUARY 22, 2015

In 2011, Mark Dickinson was devastated to learn about the murder of his three years old grandson. Most organizations have tall corporate values that are only confined to the plaque on the wall or a page on the website. Mark immediately rushed to Los Angeles airport to reach Tucson and see his grandson for one last time.

Airlines 70

Airlines Travel Brand Process 70

QAspire

JULY 20, 2010

Home Go to QAspire.com Guest Posts Disclaimer 5 Ways To Build Trust (Lessons from a Conversation) One of my friends recently joined a new organization at a senior position. " Clarify Expectations : When you are new to an organization, it is very important that you manage expectations well. What you expect from them.

Blog 155

Blog Project Directory Commitment 155

QAspire

SEPTEMBER 28, 2010

With rapid globalization and advent of technology, the rate of change in society and in organizations has just multiplied. Every change has its settling time and that depends on you/your organization/your context. internal re-organizations, initiative to change etc.) Change eliminates (on a long run) those who don’t adapt.

Management 131

Management Blog Directory Open-book 131

QAspire

AUGUST 8, 2010

I have seen extreme cases where organizations either measure so much or they don’t measure anything at all. You can measure almost anything in your business, but if those metrics don’t serve a real business objectives, they are just numbers with no real meaning. Measurement is a means to an end, not an end in itself.

Business Objectives 142

Business Objectives Metrics Objective Directory 142

QAspire

AUGUST 29, 2010

Home Go to QAspire.com Guest Posts Disclaimer ‘Their Work’ Versus ‘My Work’ When you work in an organization or within a team, you can think of it as ‘doing the work for someone’. On one side, they work for an organization, but on the other, they also aim to attain personal mastery in whatever they do.

Maturity 149

Maturity Blog Follow-up Project 149

QAspire

OCTOBER 17, 2010

To bring about a positive change in people/organization through our work. 4) To bring about a positive change in people/organization through our work. To be able to build/deliver quality consistently. To raise the bar. To be able to do more in less time. To innovate and experiment. 3) To be able to do more in less time.

Explicit Knowledge 153

Explicit Knowledge Self-aware Directory Quality 153

QAspire

NOVEMBER 28, 2010

In my view, implementing an organizational change is pretty much like teaching, because just like teaching, it changes people/teams/organization for better. We make a big mistake when we expect everyone across the organization to accept change at an equal rate. It involves creating an impact on how other’s see their work.

Directory 124

Directory Quality Project Blog 124

QAspire

JANUARY 5, 2010

Home Go to QAspire.com Guest Posts Disclaimer Instinctively Reactive Leadership – Another Cost A few weeks back, I wrote about “ toxic leadership ” and how it is a huge cost to organizations. Managing a team/organization means managing confrontations, conflicts and uncomfortable situations. Leaders cannot be instinctively reactive.

Cost 84

Cost Long-term Directory Blog 84

QAspire

NOVEMBER 17, 2010

Most people/organizations don’t think about meaningful changes unless the consequences of not changing are serious or our survival is at stake. I realized that we only change when we “have to” change (externally driven) or when we strongly believe in the result of change (internally driven). Because the latter often tends to be more painful.

Directory 132

Directory Quality Blog Bottom-up 132

QAspire

AUGUST 24, 2010

Note: My book ‘ #QUALITYtweet – 140 bite-sized ideas to deliver quality in every project ’ explores the people, process and leadership aspects to build a constantly improving organization culture. Check it out if you haven’t already ! Bonus: QAspire Blog was recently featured on Community of Program and Project Managers (PPM Community).

PPM 149

PPM Management Directory Quality 149

QAspire

FEBRUARY 2, 2010

They not only pull you out of your comfort zone, but can also add tremendous value to your team/organization. These have always worked for me: Spend more time with your customers As a leader, your impact on an organization is as large as the impact you have on the customers. Think about “Top 3” pain areas in your team/organization.

Tips 147

Tips Directory Quality Blog 147

QAspire

SEPTEMBER 12, 2010

Senior management and business leaders play a similar role in an organization. Sometimes, a kid acts up, doesn’t obey and creates difficult situations. A mother is still patient and tries to counsel the kid in different ways. But she doesn’t give up. There are problems, roadblocks, dead-ends, difficult issues and choices.

Directory 144

Directory Blog Project Compliance 144

QAspire

SEPTEMBER 16, 2010

I was very glad to know that two young and aspiring individuals, Manan and Naitri (who are still students themselves) took an initiative to start TEDxAhmedabad (TEDx is an independently organized TED event). The theme of this conference, to be organized on 02nd October 2010, is “Urban Rethinking”.

Directory 94

Directory Conference Blog Compliance 94

QAspire

NOVEMBER 17, 2009

Home Go to QAspire.com Guest Posts Disclaimer Article Series on Quality – A Round-Up As announced earlier , I am writing a very exciting series of articles on QUALITY over at ActiveGarage.com – it is a 12-part series that touches upon some of the most critical aspects of building a quality-centric organization culture.

Quality 84

Quality Article Directory Software 84

QAspire

JULY 22, 2010

Totally employee oriented terms, and its also true if Employees are satisfied in any organization it will grow no doubts. People need to know how their work contributes to the organization. I will start questioning myself Thanks for fantastic post. Have a wonderful weekend!! By Megha Mehta, July 23, 2010 @ 9:11 am Simply Great!!

Cost 159

Cost Middle Management Compliance Directory 159

QAspire

NOVEMBER 21, 2010

. - - - - - Note: My book ‘ #QUALITYtweet – 140 bite-sized ideas to deliver quality in every project ’ explores the people, process and leadership aspects to build a constantly improving organization culture. Check it out if you haven’t already !

Software 111

Software Directory Quality Godin 111

QAspire

DECEMBER 8, 2009

Home Go to QAspire.com Guest Posts Disclaimer Invisible Cost of “Toxic” Leadership Many organizations today are plagued by so-called leaders who don’t carry a leadership mindset. Toxicity in words, deeds and thoughts of leaders builds an organization culture that is very difficult to unwind.

Cost 107

Cost Leadership Project Blog 107

QAspire

JULY 14, 2010

Truly organic leadership is one that: - creates best value - is sustainable - is not harmful to the culture and quality of the organization - produces nontoxic output By Tanmay , July 15, 2010 @ 1:07 pm @Setu Vora - Thanks for adding those brilliant points. It should all start from Top in an organization.

Long-term 154

Long-term Short-term Quality Blog 154

QAspire

AUGUST 31, 2010

Best, Tanmay By Tanmay , September 3, 2010 @ 3:21 pm @Paul - There are leaders who fulfill these requirements and when they get to the top, you get a clue about what works in such organizations. It also tells a great deal about the organization itself. Best, Tanmay Other Links to this Post RSS feed for comments on this post.

Directory 141

Directory Leadership Blog Project 141

QAspire

FEBRUARY 14, 2010

It offers very interesting insights on some of the most important aspects of building great organizations. In one of the chapters “Building a Process-Focused Organization”, Subroto Bagchi shares a wonderful story that only underlines the importance of process. This book journals growth of MindTree from idea to IPO.

Process 84

Process IPO Directory Creativity 84

QAspire

OCTOBER 31, 2010

Are you creating positive experiences for your team, clients and your organization? So, if you are a project manager at any level, here are a few critical questions to think upon: What statement are you making by the way you manage projects? Are you the right example for your team to follow? Have a Great Monday!

Project 126

Project Leadership Directory Quality 126

QAspire

AUGUST 22, 2010

didnt know much about “madhyahan bhojan&# )if thats how we call it) and the organization behind it. really true way of action of making change, with quality. By Maulik Shah , August 23, 2010 @ 12:36 pm Nicely observed and nicely presented by you.I was really not knowing this much about Akshaya Patra.It

Quality 156

Quality Innovation NGO Supply Chain 156

QAspire

DECEMBER 21, 2010

Well regarding, Servant Leadership, can you please explain where can this kind of ideology fit in a leadership activity or what a leader can benifit and when, by following this attitude of being just a server or a purpose to attain a end goal for organization. I hope this helps.

Quality 120

Quality Blog Management Self-aware 120

QAspire

JANUARY 17, 2010

His Blog ) The book is organized in form of conversation between a teacher (named Isadore Kroll, Izzy) and his former student (Marcus), who is now facing a dilemma of whether he should accept a leadership position being offered to him by his company. But a very few touch upon "Why do you want to be a leader?" " by Timothy R.

Review 94

Review Books Leadership Open-book 94

QAspire

FEBRUARY 4, 2010

People don’t work for an organization; they are the organization. Michael By admin, February 6, 2010 @ 5:54 pm @Shaival - There is no doubt about the fact that accepting the status-quo is a dangerous sign for individuals and organizations. Ackoff In my view, processes are “tools” that help us become more effective.

Blog 84

Blog Directory Quality Project 84

QAspire

AUGUST 5, 2010

Inspire them with stories about the organization. Your people, new hires and aspiring leaders are not as fascinated by numbers as they are with the stories associated with the organization. As a sales leader , you can use power of well crafted stories to project your organization. They make a point at the end of each story.

Quality 155

Quality Blog Storytelling Management 155

QAspire

FEBRUARY 21, 2010

That is the common perception, and also a reality in many organizations even today. The cause of building a memorable organization. In an organizational context, subordination refers to a lower position in the hierarchy. A leader is placed at a higher rank and subordinates are at a lower rank. They are not.

Quality 84

Quality Blog Management Reference 84

QAspire

DECEMBER 21, 2009

Not managing expectations of all stakeholders of the project (including your organization and in client’s organization). Starting project without 102% clarity (100% clarity on scope/technology and 2% knowledge of how you can add value). Not staying on top of project schedule and not flagging risks early in the project cycle.

Project 107

Project Management Directory Blog 107