article thumbnail

Untangling the Accountability, Systems, and Process Management Knot

The Practical Leader

“The 85/15 Rule” emerged from decades of root cause analysis of service/quality breakdowns. This showed that roughly 85% of the time the failure is caused by the system, processes, structure, or practices of the organization. Weak training, ineffective approaches/templates.

Process 52
article thumbnail

Are These Systems Serving or Subverting Organization Results?

The Practical Leader

“The 85/15 Rule” emerged from decades of root cause analysis of service/quality breakdowns. About 85% of the time the fault is caused by the system, processes, structure, or practices of the organization. What’s Your OS (Operating System): Is Technology Supporting or Controlling?

System 52
Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

At the Crossroads: Piecemeal Programs or Culture Change?

The Practical Leader

Many put those good intentions into mission statements, strategic plans, training, and rebranding. Fad surfing in the C-suite often leads to dunking trainees in the training tank , slogans, improvement projects, marketing campaigns, motivational programs, educational fix-them efforts, etc. This is often magical thinking.

article thumbnail

Applying a Model for Small Business Continual Improvement

Deming Institute

Root cause analysis. Marketing mix. 6 Sigma Statistical tools to analyze Market data BCG matrix. 6) Institute modern methods of training on the job. 11) Train your people to follow the procedures but also to propose improvements if they don’t work. 18) Offer training to promote self-improvement.

Deming 28